OK. Good evening everybody! Welcome. My name is Tomman and I'm a team councillor… …at my current plam우g yng Nghymru a'r lleftydd Ysgolfydd Cymru… …a hwoedd i'r drefoli Llywodraeth yn byddol'i hiveiru Llywodraeth… …yna gweithio ar ei hunanol. Yn gynghydostero'i gael gweithio ar y parwydfyrdd Gweith перекulion… …yna gweithio ar gyfer o'r cyfwyrd ar gyfer sydd gennym? Dyma'r lleidiau gyfwyrud yn cael ei gael cael ei gael. a bydd ymwneud o'r fath o amlwg yn gwneud y Ffredinid Gweithio Gweithiool, a'r ffeithio'r ysgolion gyda'r fath o'r Ysgrifennu 11 yr ysgolion gyda'r ysgolion gyda'r fath o'r fath o'r fath o'r fath o'r amlwg. Yma, mae'n rhoi sydd wedi'u cyflawn y cyfrifysgwr hwn yn y ddechrau a'r fath o'r gwaith, yma'n hollwg ar y fath o'i fath o'r fath o'r cyfrifysgwr a'r hollwg yn cyfrifysgwr yma, a chemistry is trying to change the world around these issues, if not both. And the first of those threats, is the challenge before all of us, and something that we'll be talking about this evening, not just a challenge for all of you People but a challenge for particularly here in Sheffield and South Yorkshire. So that's the topic for tonight, great season of the day, and we'll outer you with your hand over to the 10 o'clock meeting of the security council to all of us. I'm at the same spot, I'm the leader of the council and I'm so proud to be a leader of my own city. It is absolutely one of the most rewarding gifts that one gets to introduce about prosperity of South Yorkshire. I spent 30 years in the big and so I come from a background of quality long-term jobs a'r syniadau a'r cyfnod o'r ddau i fy ffordd yn y ffordd yn gwirio'r ffordd yn ei ffordd. Mae hynny'n ddau'r eistedd. Ond ydych chi'n ddweud bod yn y hynny'n gweithio y gwaith ynglynig yng Nghymru. Ond rhaid i'r ffordd yn ddweud yma yw ddweud o'r wath i'r cyfeidliadau. Mae'r cyflosio, mae'n cyflosio. Mae'r cyflosio eich honno yn hanes. Mae'r cerdd iawn i'r gweithio ar gyfer y prosferty. Felly, Suther Yorkshire mae'r cerddor yn ysgrifent. Felly, oedd yn bibliogel, mae'r bobl yn gallu i d wylliant bod gennych llwyddo! Mae gennych llwydo, fe gweithio ysgrifennu ar yr adeiladau cyffredinol, ac mae'r cyfrannu Chywg ei weithio. Mae'r llyfr yn gwanoverdd gan yng nghyrch yn ôl i chi. Mae'r drwych yn wneud o'r Trwythwyng South Yorkshire, ac mae'r drwyfr yn ôl i chi wedi'n gwaith'u rhoi. Ond, i wych chi'n meddylch y byddai omlwch y cyfnodig, ym dw i, ymwneud hynny, byddai bod yn ein hefyd, ymwneud y gweithio'r ffosug a'r ffosug arwain, ac mae'n ymdodig byddai'n tunig, mae'n gwkeilwch arherwydd y ddiweddau, ond oes yr un cyfnodig a'n gwneud sy'n cy unbox yr ydi. Ond, grafoddod o'r leguaeth ynghylch, yn ffysgol oed, rwy'n wneud y byddai'n ymchwil – ac wrth gwrs ychydig oed gyda'r cyhoedd. byddwn ni'n cael ei fod yn cael ei cefnogi, a'r apethaf i'n unigol i'ch wneud hynny. Mae'n gwybod gyda'r Llyfrgellion Ffiddiolol ond mae'n gwybod gyda'r hwn meddwl yng Nghymru, ond mae'n gyfimlo arnynt gennaeth, yn gweithio i elu hyn yn ei femeithio i gynrychiol mewn gweld. Ond rwy'n gweithio'n enghreifft, rhoi chi hwnnw, ond ond mae'n gweithio eich oed Lord, a oes i'r unig ac mae'n cael ei bod os ymddangos, oes i'n hoffa'r prosesu, oes i'r hoffa'r unig.  Ac oedd am rai'r clym y bydd mor pethau i gydolor ac yn dud i mi pethau lywodraeth, dwi'n rwyf. Mi arferwad i gael beth o'r newid ar y teimlo cyffredin. Efallai, LOT, o edrych i'n meddwl i'r hynny yma. Felly sydd wedi fydd yn ymdraen ac yn y gwyrdd dipynigol o'r newid ar gyfer y newid. not going to be an exception now personally I don't know the resolution foundation is an equilibrium search paraity folks are raising the living standards of households on low and mid incomes Now in general everything is too much economic news around at the moment you've got banking crisis if you're really keen you've got budget last week to pay attention to and then there's the big one we're all living through which is a cost to the government yw'r cyfrifat o gyffin, yn gweithio'r hollwch ar ôl gyfan, maeth o uliwn yn 40 yma wrth fy ngaeth y ffordd o bwlyneddau yn dwylawn cyfrifatio y gwael, ac yn olygu'r awr yna'n amddangos i erioeddiad. Ond wedi chi'n gwybod, mae'n fffordd o'n ffordd o bwydnu 6% ydych chi'n wneud i ymr�io nesaf, ti'n bwydio nesaf, bydd yw eu achos nhw ymddangos yma neu wneud ein ll professionnal. Dyna'r meddwl ni'n gweld o'r tro o'r cyfrifatio. We as an awful things, which keep us all really perfectly there. We all live those things because we're all dealing with those economic forces in our lives in our jobs, in our shops. The go ahead today though is to step back from that very painful experience that what is happening right now and to ask why is the Britain that went into those shops that a positive crisis is so exposed. Why do we find it so hard to deal with all European countries rydym ni'n gweithio ar gyfer i'r ymorthiaeth – fuddiwch, fel hyn yn bryddon yn ddullol i'r situation ar y cyfnod. Mae'n ddorol yn ffawr o'i cyfle.  Mae'r ddwylo shop i ddweud, yn dweud i'r 21,000 oedd yng Nghymru yn gwybod gwahanol yma o ffordd ein lle. Pryd da, ychael sicrhau sorted fel y cyfnod ac mae'r hwylig yn yn ymdweud hwnnw'n nefyd. Yn ymbyddi'r ffocor, yn amdano, ac ymdau'r cyfnod ymdweud yma unos i chi i chi i gyfnod ymdod. Mae'n rhoi'r rhai rydw i, ac roedd yn wedi berthensiol ydych chi'n ddiddordeb ar y gweithio'r rhannu? Yn ystod y gallu gwahysig yng Nghymru, yw'r rhannu hynny'n ei wneud i ddweud, ond mae'r ddweud yn fawr yn y gyflwyso. Mae'r cyfeirio yn dweud i ddim yn eu gyflwyso. Be ddim yn oed i'r cyflwyso, ond mae'r cyflwyso yn gyflwyso, ond mae'r cyflwyso yn ei ddweud, oherwydd mae'r cyflwyso yn ei ddweud, ond mae'r cyflwyso yn cyfrifio yn y dyfodol. ond yn ei ddim bywyd i'r dylai yw'r cyfryd dros y dyfodol a gweithio na'r llai yn gychwyn gwniaith. Rwy'n rhaid i'r cyfrifio pan wedi gyd-air hynny, fyddwn yr wych yn ddiwrnod. Efallai'r gweithio sy'n gynnig oedd y plans yn ynddeud. Rwy'n meddwl y Cymru i'r Llywodraeth honna i'n gweld bethau mawr i'r gweld cymdwyng, a'w ddifrif o hyd yn y gallan lle wahanol. Yna, mae'r gwyllionedd yn ei ddweud fy nifer hwn ar y cyfrifio,� i teimlo'r Marvel i'w kaim berthynas a'i maen nhw'n wneud a'rту dangos d получилось sy'n ll Vous pa ynghylch o dda'r Caes Ysgwyl Youth i'w ddif ry weekau neu ar y Dynbiad ac nid y中共 os yw'r tremendously oLAr waith o'r hyniant But that are local strategies. Places without local strategies don't do well. I hope they don't ionín stick in there. There's lots that some in the UK that have not had that clear sense of how be across the years ahead. That does provide whether you end up like Italy or not. So that's the plan for today. I hope this is a good practical plan. If I'm going to give you a very short version of what are those custom books A'r beth sy'n bod yn gallu hynny dda i'r edrych i ysdrangosol, o rhyw ffordd i'i gilych, ond mor 50 tri ffryd wedi gwneud o'r llwyddi a ch nearestu'r llwyddi. Rwy'n creu'r llwyddi ar y llwyddi, ac mae'r rhaid i'r clwn, mae'n cwmaint ystyried o'r lle cyd-aith. Mae'r cherdd o myfio'r angen o'r lef. Rydai, a gyd-dangosol, mae'r unrhyw ystafell rhinoedd ac rhywser yr angen o'r cherdd beth bod nysgrwyddwch. Felly mae'r pen amy sociaux mewn wath exhaustwynt ac ysgrwynt eraill-odd fel tych yn ei weld. Mae oes gweon dîm ar onsiaid,yn ei weld in a period at relative decline, and this has been driven largely by our core productivity points. While it's really productivity growth is slowed in most countries after or around financial crisis, the UK's slowdown has been exceptionally severe. In the 12 years following the crisis, labour productivity grew by only 0.4% to 30 years in the UK compared to an average of 0.9% among the richest 25 to 30% increase. And this chart here shows that weak productivity growth has translated into certain real wages. And these have been falling again as we've experienced high inflation. Wages are now approximately at the same level as they were for the financial crisis, and that result cost around 11,000 pounds per word over the year compared to a world in which pay growth continues to grow on its pre-financial crisis fund. The UK has been living with flatlining wages for the past 50 years, but it has been living with high inequality even longer. This chart shows that the UK has envisioned a disposable household income, which is a measure of a disposable income across the population. A lower value means that household incomes are more likely to be due to cost of operation. Here we can see that income inequality increased over the 1980s and it has remained elevated ever since. In fact, the UK has a higher income inequality than any other major European country. High inequality combined with the weak growth that we've seen is a toxic combination, and this has translated into particularly poor outcomes for those middle-income families in Britain. This chart shows how incomes in Britain are the bottom, middle and top compared to other European countries. So, looking at France, we can see that 90% of households in Britain have higher incomes than those in France, and this is shown by the 2.5 being below zero. Moving to the left, the dark blue bar shows that typical household incomes in Britain are 9% lower than typical household incomes in France. Finally, the red bar shows that lowering from households in Britain are 20% poorer than they can't park in France, and this is equivalent to 3,800 pounds per year. So, the story of low productivity is also important at the local level too. Productivity in southern Australia is only because they're lower than the national average to a better start on the left, and it is important because productivity is the key driver of pay performance. We can see that places with lower productivity generally have lower pay too, and this is true for South Georgia where the average hourly pay is £16.70, which is 10% lower than the national average. So, what does getting serious about growth mean for Britain and South Georgia? To get serious about growth, we need to have clarity about what kind of economy we have, and it's clear from the data that the UK's threat of flying in is raw and based services economy. Services accounts for around half of the UK exports, which is roughly twice the OECD average share, and although it's rarely celebrated, the UK is in fact the second largest export of services in the world by and only the US, and it's not just banking and finance, the UK has enlarged their branches across a range of different sectors including information communication, cultural and intellectual property services too, but recognising that the UK economy is and will remain a service of that economy is not really giving up on manufacturing. The UK does have manufacturing strengths and strengths to build on, and these are often highly complementary to our services economy, and we should continue to support these manufacturing strengths while also looking into what we want. We also need to get serious about levelling of our second-in-cities. On this chart here, the bubble is further to the right hand side of the wall-cooked city as made up by QBA's worker, and the size of the bubble shows the number of workers in each area. What we can see from this chart is that the UK has a supercell city, which is London, and our second-in-cities generally lie behind, but it doesn't have to be this way. If we look at France, which is quite a good comparator, because it's also a service of that economy and it also has a supercell city, which is Paris, we can see that the second-in-cities in France are more productive, and you just need to look at where places like Lyon and Tewis are on it. In fact, Paris is only 26 more productive than Lyon, whereas London is 4 to 1% more productive than Manchester. But the good news is that our comparative advantage in productive services offers a route to levelling up our second-in-cities, because high value services in the industry tend to thrive when they are co-located at the same place. So what does this mean for South Yorkshire? This chart shows that a general trend in the wall services, and we can see that going on top by the turquoise bars getting bigger and the red bars getting smaller and smaller. Gephard has seen the manufacturing time, but it's also seen the strong growth in its public sector. So we begin to hear from people why this is and what might be the direction of power going forward, as it hasn't seen the strong growth in the tradeable services sector and seen elsewhere, and we'd like to know are people okay with that? No, it's fine. So at the slide for Thursday at Lyon and at the moment, it's about trade-offs, and we need to be honest about those. Firstly, we need to be realistic about the investment needed to close these productivity gaps. This thought experiment shows that reducing the productivity gap between Chevrolet London by 20% will be far more easy or swift. It will require increasing total capital per worker by 27.5%, increasing Chevrolet's workload share from 44% to 57%, and increasing the size of the labour force to bring in 91,000 workers. Secondly, we need to be honest about how higher incomes often apply to higher air quality. I don't know whether you can see it very well on this chart, but this chart shows that local authorities with higher needed incomes also tend to have a larger income tax, and this chart is supposed to show that some yellow bars which basically get bigger, the further you move to the right, which shows the inequality increases where the income comes out higher. So where should we aim to get to and what is the price of the price? So, in reality, catching up to the US, if the US is productive to levels will be difficult, and we probably aren't going to reduce income inequality to levels seen in Norway any time soon. But there is a cluster of other countries with incomes that are higher and more equally distributed than the UK's, which suggests there is a super-patch up on both these funds. If we were to close the gap on growth in air quality between the UK and the sets of comparative countries to guarantee us Australia, Canada, France, Germany and the Netherlands, this would have a huge effect on those at the bottom and middle of the inclusion. If we were to raise average disposable incomes by 21% to match this set of comparative countries while also closing the gap on air quality, this would increase income on the level of 40% among the poorest people in the country. It would also increase income on the level of 30% for those in the middle, and it wouldn't reduce income to the top. In fact, they would also rise slightly. This demonstrated the size of the price available without eating smart American levels of productivity or Scandinavian levels of air quality. So, in fact, closing the gap on growth in air quality would increase incomes in the middle by 8,800 pounds. Again, this demonstrates the size of the price if we were to catch up on those economies that aren't that different from us. So, this is the final slide for me, and I'll just summarise. So, low growth in high air quality has been a toxic combination, which is particularly bad for low middle-income families. We need to get serious about turning things around, and the UK's service and specialism is likely to mean central to national prosperity and key to levelling up our second dealings. But we need to be honest about the sales investment required, and be honest about the challenges that success will bring. So, this is what a national strategy might look like, but local strategies will need to be different, and we'd like to hear the rest of the conversation about red stuff. I was just starting to joke, and I feel really depressed. Thank you both for the conversation. Thank you for sourcing, for being here as well, and it's great to have this conversation and the roles that I've used to be at it. What I find really important when we have these conversations is thinking about the challenges that we've got, thinking about the time frame that we've set. So, this is a conversation about what we want to become in the future, in 2030. When I took office on May 29th last year, the year ago, it was 400 weeks until 2013, which obviously is a longer now, it's just 354 weeks. And if that just still feels like a long time, you might want to remember there's only 351 weeks ago since 2016, which was obviously when we had the referendum. So, I'll say it for two reasons. Firstly, 2030 is just right around the corner, much closer, but it otherwise might feel, because I don't know about you, 2016, just feel like it was the other day. A lot has clearly happened too much, has happened frankly, on your bed, scarves since June 2016. I was the director for the rock road that I remain at, up here in Yorkshire, and I'm on board with Lincolnshire. So, I said bed, scarves on my back. But looking forward, the horizon does feel much more open and cluttered, like we actually can change things from this position that we're in right now. My team right now needs me, and then Corbyn said, how hard it is in the horizon theory. It's specifically going to catch on, but I think one of that is the theory of what it is. Because I do think that the lines that we need to identify, some of the core challenges that these of you are going to take on a focus on over the next 300, 34 weeks from today. So, let me just point to a few of those, which we'll never forget, the conversation starts. So, there are some things that I think are obviously fundamental, that we must have, a bigger and better economy here in South Yorkshire. And firstly, we're going to resolve that trade relationship, not just with the people with the rest of the world. So, we were just having some conversation about the stage earlier about the balance between services and manufacturing, and I was thinking about manufacturing into the future, because you're right to lean into the service sector. But in South Yorkshire, we also need to build on that advanced manufacturing sector, and I hear that's a good answer. So, exports in that area do matter. The only other forecast is 15% for the trade on the Coghead, two hours from 2016, said the trade, and we absolutely have to resolve that issue, because no-one expects to work 15% twice and still in the same amount of money. We will restore private investment, and we say we will restore private investment and rationalise public investment. So, private investment, certainly in South Yorkshire has flat land, it is 15% below where we would have been had we not let it in, and that absolutely obviously can't be the same price of public investment, the other thousands of competitions which force you up in South Yorkshire has been on the fuzzy end of, and just the other day, like we're not funding South Yorkshire, you can see that it's a million pounds there, and 474 million pounds that we did for the visa funding against South Yorkshire, you can see that money there either. They have been rents up because they provide a good announcement, but they don't actually help us to level up this country. It's one of the great distractions I think from resolving real problems, so we need a fair funding formula for South Yorkshire and the rest of the door, and the third of an eye in both sorts of that, far more important than all of them, so a good idea. We will have acted decisively on net zero, so retrofiting thousands of homes to save money on bills, provide more, produce that energy consumption, and realise the opportunities for our economy of 18 net zero dollars. Also often we talk about 18 net zero as a challenge, actually, as a huge opportunity to replace South Yorkshire in the literature circle that we create. Number five, through the evolution, we're going to truly take in back control, and I think that is sometimes ought to be a mile or most of all, power needs to be around the accountability that is true. I don't want my own South Yorkshire starting army or something for the room they're doing. I remember what I say on how a lot of us services run with a democratic mandate, the core economic services, transport, housing skills, the services that affect people's lives, but particularly the economy needs to be better in this region where we are closest to their problems. I think that's ultimately not just two bits of the economy that we're sort of making in our politics, in our democracy, which I would be all agree has been damaged fundamentally over the last few years, and finally, when I will end on last and on least, we will have developed in that time, or because we deliver a strategy and a vision for South Yorkshire that is forward-looking, optimistic, and has growth at its heart, and I want to leave on that growth at its heart. There is no sustainable future for South Yorkshire that isn't significantly well-developed, and more uniseas, but I'm not going to, so I'll leave that. Thank you very much. Thank you very much, mate. I'm also going to try and segue from believe in depressing things to optimism, because I want you to know to me, that's how I'm trying to survive. So this is Sea War, and to be here. I'd like to talk to some of the President of the Foundation for coming to Sheffield today. So just before I move on to all the grounds that I think are to be really optimistic about the future of our region and our city, and how we might navigate that route, I think there is an important point around just recognising, not just in Molyshed, it's a very depressive chart, but actually there's a really important human element to those numbers, and to kind of take the numbers to a further level of, you could say, it's, they really can say, it drives, it creates a driver and a sense of mission and importance around why this is so important. We know in this city here in Sheffield that the inequalities that we see are so incredibly strong. The healthy life expectancy in Sheffield is actually one of the highest in the four cities, but our masks is a difference between the North East and the South West of the city. That's 15 years of healthy life expectancy within the 14 of the men in this same age. Food values doubled between 2019 and 2020, and it's now at 90% compared to 44% nationally. And that, those inequalities that particularly start for black and minority ethnic communities in our city, we know for itself, and just as myself, that Pakistani population is the lowest in the women right in the city, in the bar room, in our shelterage. And finally, just to add to the kind of human element of this, you know, also I know that where, that inactivity is a huge problem nationally, it's a massive drop in our economy, but in this city, 30% of those are acting in the city due to water and the horses. So I think it's just something really important about not being defined by the inequality that is real, but also not being naive about how stark and how trench it is. But as I said, I do want to try and be positive and to try and put this conversation a bit, because the question we're being asked is, well, with these challenges, with these incredible headwinds, how do we navigate a route that will fare with the prosperous future for our region and for our city? I think, you know, to sort of overuse an analogy, we're talking about navigating the journey in persons who do need to know where we start, and it isn't all really. Yes, we know, but private sectors on the road are going to be much less as the money is set out, but we also know that globally relevant growth areas, yes, advanced manufacturing, but also and also the low carbon economy, satellite health communications, men tech and innovation, applied research around wellbeing and digital tech, and let's not forget the creative industries, which are huge in the city and huge in the region. Those are incredible assets we know that you're on. We have amazing academic expertise. I don't think there are many cities outside of London that propose to globally run out of universities with genuine complementary strengths, and actually I was expecting all of them to say more about innovation corridors, because you normally talk about that, so I was going to gloss over it, but what we know is that we've got the foundations of a really incredible innovation cluster right here in Sheffield and in South Yorkshire, and while business start-up rates and high growth businesses are not where they need to be, we also know that our business survival rates are on the highest of all the cities, and that's something about tenacity and the creativity and entrepreneurialism that I believe is a huge part of our culture here, complemented by a really thriving social enterprise and BCF sector. And then finally, like a stat that I think we just don't do in or near enough with, we have an incredibly highly qualified population here in the city. A higher number of people are qualified to MVQ level 44 than almost any other 462, and the livability rating is all these people that do all of these surveys that again put us at the top of the tree. So something about owning the fact that we've got a lot to be shared about and what we're positive about. So if we know that we start in that place, that yes, it's very challenged but also has incredible strengths, then the next step is to be clear where we're headed. I am not going to stand here and to tell you what the answer is to where we're headed because I think that's part of the problem that we've maybe got into in lots of our places and I believe nationally, but it is the case that Shatfield hasn't had an overarching city strategy for over a decade. And without that, it's very hard for any of us, to any of us, and I've put the council alongside institutions, voluntary sector businesses, anyone who cares about the future of our city, to navigate the challenges we're facing. So one of the things that we are really putting a lot of effort into and I'm really proud that the council is doing this, not leading the way it's supporting and the endeavour that is being led from across a number of organisations across the city, is work on a new set of city goals. And the idea for those goals is that they're a vehicle complex of action that they're focused on how we reach a place inclusive just for us and they provide an opportunity to articulate that really clear vision of the views of the city and navigate the transitions that we are facing because I guess my version of the empty future theory, sorry, what was it again, the empty trend there, would be that actually we've got a whole set of enormous transitions that we're facing as a global nation and a city and a region, a climate transition, the wellbeing transition, how we're going to transition to a more just and equitable society, how we think about regenerative economy, all of those things are, you can see them as challenges or you can see them as really exciting journeys that we're going to need to go on together. So I think what we're doing on the city goals might seem a little bit bureaucratic but actually is really, really important and how we do it is important as what we call it. So that will give us the ability as a city and I hope that will feed into work with the region to know where it is that we're heading for, to think about how we set out a really ambitious future but it's also very interesting and how we understand how we're going to navigate the headwinds all face. The process is important and we're doing a lot of work around co-creation. There's our voluntary set of colleagues are leading fantastically facilitated, collaborative conversations in our communities. We're trying to get to places where people are, not just communities of spatial place but communities of interest and identity, you know, getting out to the football matches and talking to people there about what they love about the city and what they want to see going forward and I will look at our Sheffield City Goals on the UK website where you can go on to the FAFOR and tell us what you think the future of the city should look like because actually that's one of the key things I think about how we navigate this transition. We need to navigate in a different way. We need to navigate in a way that is less top-down, less control and more participative and more engaging and empowering of all our communities. So to speak to the navigating now, the one thing I will also say just to look back to how we are faced as a council, you know, speak for the council like all local authorities, we have been absolutely ravaged by our 70. I mean, some of you know I set a lot of my career with international government and every time, every chance I get now, when I back in my home, I just say you really have no idea, you have no idea how bad it is and I think if this is really, really challenging, the room for maneuvering, the space to think is so constrained and that's not just in local authorities, that's in universities, that's in the health sector. So we've got to think about how to create the capability and the space to do this and that's about more partnerships, more with level S2, more trusting each other, building trust, more investment in strategic capability and getting out of short-termism and thinking about how we bleed collectively. So we're really hoping and believing and put a lot of faith in the idea that there's work on city goals can be a route to do that and we're really looking forward to participating in that and I'm happy in talking with the conversation about potential, about specific examples but to give a few just the work we need to do for example on culture in our city, the work we need to do on heritage in our city, the work we need to do on reimagining the city centre, all of those things will be far better if we do them ourselves, not driven top down by what a Whitehall framework says but driven by what we know about our city and what we know about our strengths. So on that I hope that is a bit of a positive alongside the gluten and I'm really happy and excited to be talking to you about it later, I'll hand it over to you.  So as you can see I'm a team that goes to Sheffield Chamber of Commerce and Industry, so we're a membership organisation that exists to try and help make Sheffield be the best place to start, run and grow a successful and sustainable business charity also to enterprise and I do think I have a responsibility to lead in this city to give back so I do sit on five level boards across the city which I think shape my perspective and help me to cross boundaries, cross pollinate and see a broader review of what goes on in the city. So I sit on the board to start with your housing association, the Senate Hospice, the higher education partnership which is a coverage of two universities. I share the talent and the right courage and people who might not consider further education to go into that. I'm from the UK which is an international charity which develops leaders that work across all the private sector. I sit on the left board and I share Sheffield business together which is a partnership with businesses in the beauty and Sheffield Chamber and that robust private sector resource with the sector need and you're my spare time now that I quit getting my vegetables. But my roles in the region have given me quite a unique insight really up into the challenges and opportunities and you asked what are the prospects for Sheffield and South Wales to rise to the challenge. So often we come at this from a deficit mindset, what needs fixing. I'm about to try and look back today about okay, I'm about to try and stay on the sunny side. So don't get me wrong, I am always asking the rooms I'm in if things are better, what would be different, what's stopping that happening now, how can I have a mean living plan, what can my organisation do, what role can I play. And I'd like to demonstrate by talking about four scenes. So competition, collaboration, co-design and communication. So from my perspective, competition as Oliver alluded to, the competitive bidding process that we often find ourselves in is not helpful. In an example of the rate that she went away set forward, unfortunately found out that South Wales was not successful, there were 42 cities in that process from the beginning. What a huge amount of waste assignment she was also, they all had to put into that. I think as Oliver said, we need to move to more guaranteed, longer and more strategic thinking and more deliberate and considered deliberate, we just need a fair and friendly formula. Collaboration, I think it's evident to me that in order to succeed as a city and as a region, we need that three-legged store with public private sector collaboration and that happens in space already in this city. I want to illustrate to all of you some of the examples of better practice that I've seen in my time because I think that we do some great stuff already here in Sheffield. The business response group that was formed during COVID, which I'm working at an institution for teaching in the hospital for traction Sheffield, Sheffield Digital, the IODs, the IOS, all these organisations came together and worked to develop an economic recovery plan that the city adopted. The Sheffield City partnership for where we are going for institutions, employers, teaching hospitals, UPPs, more traction Sheffields, all in the same room and socials just comes out of that. The Lebanon Future and Sheffield project, the collaboration of Sheffield City Council, Sheffield Heartland, Sheffield Chamber, working on the basis that children are made to 60% less likely to put needs for our four or more employment engagements. We've got thousands of members in our business community and I ask them to go into these schools and provide those four or more engagements. In the last year, we applied over 5,000 engagements in schools into 17 targeted schools for our Sheffield, so the schools that needed it the most. Businesses want to help, and if you may be asking, it's easy to make these four and they're very easy to move in. I also thought I should mention the Innovation Network, which is a collaboration to both universities because I think that it was formed by the MD Club, but as people have talked about, we're so fortunate to have two amazing universities in the city and our business community. That's the harness there. I mentioned Sheffield Business Centre. Not far from here, I'm just from our school, the university, one of the PhD students, recognised that there were really high levels of pollution around that school, so working in collaboration. Those same two businesses came together, Henry Boo and Eric Williams, who went through that. They built grief events that used wraparands to help protect the children from those false articles. Henry Boo committed to doing the two schools a year, and I just think those examples are quite a set to lean in for the great wood of the city, our abundance in the city. We're found on the principles of our company, which I was on fire to say, and I think that we should really proud that. Codinine, a third Codinine. For far too long, things were done to people and not with people. I'm really proud to be involved in the economic recovery fund that came out of that business response group, and that was a real io for me when community groups were encouraged to come forward, so consortiums in district centres to come forward with money on an iterative process, so they could come on and say, I think this is what will increase economic activity in my region, this is what helps up there with my region, it came from communities, and there was a chance to go back forth, back forth, back forth until the project was approved. Some of the examples that we've seen across the city, or across the city, across all walks of the city, are just absolutely amazing, and the evidence shows there's massively good economic activity in those district centres because you pay for all the thoughts and minds of the people in those centres that you invest. A great example for me that I see, I talk a lot about you can't change the story, you don't change the story, tell us. I'm on the South Yorkshire Housing Board, two of our trustees are service users or customers, and I see only before I sit on where I see that, and I think it's really wonderful because their insight and their perspective is what it's all about, they're not treating it in a patronising way, there's no much saving complex about it, treat it completely as equals, and they help my new organisation what they're there for, and I'd like to see that more across the regions before I sit in with the people, with the decisions that affect them most or in the regions in those decisions they've made. So finally, communication, so I would like more clarity, I think it helps all of us, what is the ask for our regions so that we can more find the same drug, normal ones we go. I think it's a real opportunity to crystallise what our university is in this region and to go outside is too much of a stuff, I think that's part of our problem. We have so much waste of the difficult time right now, so despite communicating with us though, there's even constant changes in the personal environment, we as a region have still produced world-wide examples of excellence, even in a low oxygen environment. So this region is agile, it's resilient, it's tenacious, we've made it from two world-class universities, fabulous colleges, we ever sit in South Yorkshire, we've got fantastic UTCs, sessions in computing and engineering, creativity, and four percent of the graduates of the culture will stay in Sheffield, as Haidle did to Helen is the cleverest one in the UK, we've got more graduates than Helen than anywhere else, we've got a big council of Europe, we've got more brothers here than anywhere else, with a green seat in Europe, a third of Sheffield is in Featrix, and they all know that, that I would like to repeat it, when you only see the world have a living place in Park, it's now having a Linux, that's pretty cool. As Terry mentioned, Boeing Rolls-Royce based at the announcement of Faxing Park, we've got an announcement on the research centre, we've got a national centre of excellence in food engineering, if you ever get a chance to go to, it's fascinating, using national technology to heat liquids and transport it across the room, which is eradicating the needs for pipes and water, and therefore somewhere else. So anyone that had a kind of 1.0X recalled, that won't happen anymore if you use that technology, and they've also built some rice milling machine, which has reduced rice milling waste from 60% to 1.0, the implications of that are tremendous when it comes to world hunger and food marketing. With the ed tech capital of the UK, I need to give a nod to the shuttle technology parks, where they incubate the tech startups in this region, and team as well, I can see Laura, in the audience that have done a fantastic programme encouraging female tech entrepreneurs to start businesses in the world by selling them. There's no reason, it's no surprise that more than Whitstone have announced a fund here, because the spin-outs from the universities are amazing, and if you ever get a chance to look up a company called OctoRam, this is fish and rice language, but they took bees, they noticed that bees never bang into each other, they took bees, flew them through a ton of, measured their brain activity, took that brain activity, printed it onto chips, and put it into your own technology. Amazing, absolutely amazing. So all the ingredients in here, I think the secret is to keep doing good stuff, shine a bright light on it, keep doing the dots, and focus on what you can control. I do have to mention that there's a water talent, it's not unique to Sheffield, it's all across the UK, and it's not unique to one industry sector, and if you're not careful over the rock pieces, it's payable, so I do think that there's an opportunity to close up productivity back up by attracting talent from outside the region and outside the UK to come and work here, because there's not enough people here to do the jobs you need. So I'd like to see if there's a vision to use the opportunity to encourage a life-long learning mindset, for all our citizens, you're gandall, and for all walks of life. I think through education and employment, we can genuinely impact social literacy, and start to close the gap from the life expectancy of catering to society at various from 15 years from one side to 60s of the other. I'd like to see a life-long learning mindset that we can be poised and ready to flex and adapt to whatever challenge is next decade in mind for all of us. Thank you. Now, only did you get the perk. You got vegetables, bees, and kinder eggs. I did not see all of those coming. Now, the last time I was in this room was for a wedding. It was a very good wedding. There's a lot of energy in the room. So that is now a hint, which is there's now going to be as much energy in the room, because you're going to ask, not going to dance, don't worry, people looking stressed, the men looking stressed. There's not going to be any dancing, there's going to be good questions, and that's going to go at energy levels nearly as high as a high quality wedding. So that is the plan for the next 20 minutes or so. So can we have your hand up? To get us started before we did that. I was going to ask Oliver a question to get us started, but think and get your hands up, because this is me filling time, so you can make your hands. Why don't you even need to? Okay, okay. I'm not going to ask you a question. Okay, saved. Okay, let's take a look at the two questions here. Go ahead, sir. Right, you want to run an SNP kind of pro Scandinavia strategy? Okay, you're going to stretch our Estonia knowledge to the limit. Very good, Nick. Very good. They're leaving to give you them coming down from North Yorkshire. So what's that question? Gentleman in front of him with a French style poem in honour of the strikes that are taking place across Paris today. Thank you, that was very interesting. So putting it off from last week, and the chance to identify five areas in the street, bringing to you any additional technologies, life sciences, about my factory market industry. I saw lots of that mentioned today. I wondered if we have one, which do you think Shepard has a most advantage in the sense of it? Great question. Gentleman, we've got to go on the right-hand side as well. So do you have a question, sir? Yes, Marty, my question is about investment. Apart from the possibility of a change in government, what can we do in Shepard and Southwt to increase private and positive investment? That's a great question. Right, so let's do all those out. So we've got on the microphone here. Well, I think it's a bit unfair, Nick, to all people that have strong views on Lithuania, although I care a lot also about Lithuania. Let's turn it into a slightly broader question. Good, right there, economic strategy. Right, so here's a different way of putting it, which is what about just exporting generally? What about Sheffield and South Yorkshire's links to the global economy in general? How much is when you're thinking about what the economic strategy is for South Yorkshire? How much is it about the world and how much is it about just sourcing? They aren't mutually exclusive. It absolutely is about the global strategy for trade when it comes to South Yorkshire. We've been having these conversations in certainly actually just very recently and I think what we know is that we haven't had effective strategy for growth when it comes to either working within the city region or externally when it comes to working internationally and we need to be sure that it's been made immeasurably harder. There is absolutely no doubt that in the last few years, given the turmoil when it's come to international trade in this country, that doesn't mean we should be trying. So, we will be working on that strategy and making sure that we are able to work with partners, particularly in the US, particularly in Europe. I think there are some issues about where we should go, but my view is certainly our closest trading partners are, I think so, or we should be working with them as much as possible, no matter what the kind of political nature of the discussion around Brexit or remain, and then working with the US because there's lots of potential avenues there for us to explore. But it does go to Martin's question as well, actually, which I think is about making sure that there are opportunities for growth and you ask the question about how do we do that, what's the thing that makes the difference. There's a bunch of things and we could all have our own small version of that project around skills or working on a talent-flight plan in terms of businesses, but for me it's about telling about the story. So, actually, what we haven't done very well in this region, I think for all too long, it's had a narrative or a story which defines what South Yorkshire is or for. We used to have one of those and it revolved mainly around the industries of carbon steel, and since that point we've lost it and we've lost that confidence alongside it, and actually what we need to do most of all is get that confidence back and be able to go to Estonia or Latvia or Lithuania or Pittsburgh and talk to them about the great things that happen here in South Yorkshire and then sell ourselves on that basis, and until and unless there's an advance remark, until and unless we have that narrative and that story and a unified version of that that we go out and sell to the world, we're never going to get anywhere. Very good. Right now, Louise, you're going to take the question on, there's lots of promise that you've lost your top one because trash seed doesn't exist unless there's a private relation. This seems not a real cop-out, but it can't. No, it can't, it can't. So, because in all honesty, in 2008, one of the reasons that this region didn't look fairly better than some of the other cities, some of the other core cities, is because when the spread across so many different industry sectors, I actually think it's really dangerous to put all your everything in one basket, and I think I found this might have happened to you, there's no doubt about us, we're known for that in this region, there's things we do in this region that can't be anywhere else in the UK, can't be anywhere else in the world, and the main thing Sheffield batch goes back about 400 years, you know, and it's still a world-now brand, and I'm really proud of that, you know, it's still, you still have to apply to use that with the license holder today. So, the challenges in the advanced manufacturing sector and engineering are really around skills, because there's a lot of people, ageing people in the way that we've got the skills, and we have about 20 year gap, we have no sort of YTS schemes or apprenticeships, there's a lot of new people involved into it, but they've got a massive gap in the middle, and about five years that sector is going to hit a massive problem. So, in order to make sure we shore ourselves up for that sector, we do rapid upskilling of people to go into it. It is the green economy, that's really a huge group, isn't it? If we're serious about social mobility and we start to talk to kids about jobs that will be there for life, the challenge is, how do you spoke skill people and train people into jobs that don't exist yet? That's really hard, but we've got world-leading ITM power-based in this region, and I think it's going to be a great group. It's just going to be an orchestra, all the way up for those of you who don't remember it. High-grade air vehicles. High-grade air vehicles, you know, we start with something called a cluster, and for the hydrogen space, and that's not something that's going to be a huge opportunity in that region. I think health and sciences have got a huge focus on children and young people in this region, and because of the work of Sheffield Hallam, and the advanced well-being research centre, and all the stuff down at the OOP, we're kind of getting points for that. The creative centre. I am. I'm doing all of them. Well, I think about the reasons for the creative and the cultural industries. I don't think they get enough of a shout-out on this region, and I'm honest. They're going to get it tonight. They are. You know, just because they're majoring players, but they're a real, that's a real joy in the matter, just to attract some people to come, live, and working with the state here, and then my final one. What? Yeah, digital. Digital is one of our leading. Even when we've done my immersion, it's emerged. It's been around the 10, 15 years and been asleep at the wheel. It's one of our absolute trailblazers, digital. We've got a twin-core razor, amazing, world-renowned, super-digital, world-renowned and pseudo, like, UK, world-renowned names of brands out of Sheffield, so... Very good. That was a very good perkulist and a total cop out of it. The question is, I'm going to turn it around on you guys then. We're going to go to you for Mark's question, a second investment, but let's do a question for you guys. So, from the outside, the question was, like, what's the one, like, if there's going to be a focus, what is the focus? Okay, so you guys are to answer what it should be, but from the outside, looking at those questions, I'm coming to the core short types in a second, I can tell them the number of buttons on them. Right, that isn't the question. I'm going to question for you guys. From the outside, it does look like there is an economic strategy, right? The economic strategy is to talk about advanced manufacturing, which is a small and shrinking part of the economy, and the actual, but we're here to be controversial, because I want some energy in the room. You can't know everything. It looks like it's the talk about advanced manufacturing, and put your hand up in the room if you work in advanced manufacturing. No, but that is true for the country, as a whole. Now, what is the actual economic strategy in Sheffield, as it looks like? The public sector. The NHS and universities, every single speaker you deserve in that panel said that Sheffield's main success is the universe. Put your hand up in the room. Do you work or have work for the public sector in Sheffield? Yep. Public sector, me too. Also, insofar as it's a bit controversial. Now, here's the question for you guys to vote on. Is it a good thing that Sheffield has really strong public sector? I don't mean the overall public sector, I mean the bits that you're talking about in economic strategy terms. So, I basically mean the universities and the hospitals, that they're really big compared to the size of the economy. That's a good thing, because you can spin off from them, people can get good jobs, and they can bite that house in Sheffield, Hallam. Or, is it a bad thing because it distracts you from getting any growth in the private sector? Hands up, for it's a really good thing.  Hands up, if it's a bad thing, it's a good thing, basically. Because you've got to say it's a good thing due to being in the public sector. But, what about whilst you're special in getting some investment? Oh, it's a nice microphone, sorry. I'm doing something, by the way. I will answer that. I think it's only a good thing if we are open about how you harness the connection between the public and private sector. And if we really capitalise on the strength of the public sector that we have in the city, whether it's universities and hospitals and civil service, at the public service service, we don't do anything about that. We've got huge numbers of policy professionals in the city, designing policy around the skills, around worklessness, around pensions, around, and we do nothing with that. And so, I think not necessarily a bad thing, but only a good thing if we do it well. On private investment, yes, to absolutely agree with all this point around the narrative, I didn't do my life by when I stood up, but if you think Sheffield is about to talk yourselves up, try by looking at Dolly. It is a real problem, the way we talk about and think about ourselves in this region, and it's a classic thing, you know, great strengths over play. We're humble, we're kind, we're compassionate, it's easy to meet people, but we also, you know, we can't show off, you can't say that. And I think we've got to get better at time with that story, because actually we talk about people with money to invest in a place. They don't just buy the thing, they buy the idea, they buy the vision, they buy the dream, but we've got to start being okay about talking about that. There is a practical point, though, which is that we've got our substance behind it, and so I was talking to somebody in London earlier this week about his intent on writing a book called Governing is Boring, which I wasn't sure of the type, but the point is very true, which is there's a lot of really boring basic stuff we need to do that we haven't done. So we haven't had things like a really strong infrastructure strategy, the strong energy strategy for the region. We haven't had the basics, the underpinnings that mean that once you get past the door with our visionary story, it doesn't fall apart. So alongside the story, we've got to do the basics, we've got to get our pipeline investor positions, we've got to get all those underpinning strategies in place, and then I do think there's a ton of interest from the private sector, from pension schemes, from patient and cash report from other countries, this is an exciting place with potential, we just need to get those things connected together. Great, right, I'll take some more questions so they can be from the back, if I can't see you properly. So I was a gentleman with the unbutton shirts, go ahead first. Hi, I told you it's a different box, and that's fine, that's fine, that's just being human, mate, right, go ahead. You've got me, I did what I helped the panel, prioritised them, surprisingly, put the greatest of the firsts. Just right now, at the moment, a new musical has been made, called Stunning the Sky's Edge, it's played to tens of thousands of people in London, and it's the mother nominated show of the Olivia Awards, and this is all the short way of saying, on the other side of Tudor Square, we're making better theatre than we're making in the South East. And so, it was one thing to check out when I'm deaf, and each other by myself, the other thing to check out is the cultural sector, so I don't know. Good plot. This is a gentleman in a black hole in it, even more French. Stand up, sex, I can't hear you. Stand up. Excellent glasses, Carl's. I remember we had to grow the coalition, okay, so this trust was made up and we already existed. I'm interested in, when all this has broke, I'm assuming it means a new kind of growth, not the old kind of growth, not the kind of growth we've just made in Britain, which we haven't worked with before.  Anyone else want to come in? You're going to cut? I'm a little bit here. Yeah, sorry, I've got to give the help of the people who can't, because they're very, very hard to handle. No, I was just going to stand up. So, it's good that health is really doing this, because you can't separate health and wealth, but I think a big thing that many women have touched on in much is how do we ensure that jobs are good jobs, because if not all jobs benefit from health, I also think that this featuring is not really effective on Sheffield, and it's either deep or dark literature, and I think it's important that women's conversations behind many of the focus on that are good. Are they good? I'm going to do a different round of applause. Okay, I'm some, I'm here with the buzzers there, so we're mainly in the public sector, but just following on these two questions, I'm interested in the thoughts on how we measure stocks, based between the total of our GDP, so the idea was to bring the old, our period measure, and how that complemented those and stuff, but how do you do the profit of the industry in multiple ways? Great, okay, there are a big set of questions there. The crazy one was not a question, but it was still excellent. I'll go on. I'll go on to take Carl first. Is the Anti-growth Coalition, are you with him or not? No, I'm resolute against Carl, he's anti-growth, anti-growth. But before I say that, let me just say that I was standing in the sky last night at the National, and it is the best thing I think I've ever seen. It's absolutely incredible, and if you haven't seen it, I think the run is kind of just for the next few days and they can wrap things up, and they're going to steal a ticket, because it's absolutely brilliant. am y dal. A beautiful representation of our communities. On the great point, I think there are issues now where we think about how this country needs to go to the question of the back of the arm as well. We don't necessarily need to just think about this in terms of GDP, that's the way we've always thought about this. This is about what is the well-being of our communities. Those two things for me are not mutually exclusive in any way, shape or form. In fact, actually I think we need to think about this much more closely alike. It's a thing that's really terrible for your health ac y byddoch yn gweithio'r tyfnogi, ond mae'n gallu sy'n gweithio'n gwnaeth yma yn dweud. Yn y maes bwg yma o'r lefnodau, mae'r ddaeth eich cyfnod yn fawr o'r gwaith i'r ddaeth ar y lle ar y Llanthym. Mae, mae'n aelod o'r rhaglenau o'r lefnod o'r Llanthym, ac mae'n aelod o'r rhaglenau o'r rhagleniau o'r rhagleniau o'r ymdweud, o rhewn i'r cyfhioedd y brifioeth gwahanol iawn. Yma hwnnw i'w gwirionedd ein cyfrannu ddwyliadau ac mae'n ddysgu'r llwyddiad arall, a ddysgu'r cyfrannu am ddiwrs. Byddai'n belyniad ehon nhw. Rwy'n meddwl hefyd y gallwn hyffins am wneud i gofynnwyr o'r traddodiad mewn teimlo. Rwy'n meddwl ychydig i ddwylo i'r Pwysigrwydd, mae'r gwirionedd hon yn gwagol aethryd yn y gilydd. i gyd wedi bod yn cael ei gweld yn ymryd â hyderfyniad â'r rhan o'r rhan a'r gwnnyddol. Felly dyw'r griffodi arwain yn dweud â'r rhan o'r rhan i gyd yn ymryd gan y gallai ohol yr ymen ac mae'r gynhau sydd i gael y ddweud i'r rhan o'r rhan. Rydym yn cymrydol yng Ngheiriaeth i gyd, ac mae'r cyfeirio i'r gŷ i'r gynhyrchu yn dweud a'r gymaint arbyn. Felly gw 해서 i gyd, can ymgail gwar, gan gael gw Rydw i yw'n hyffordd ym ni, yn rhoi gwybod y gwybod a'r gwybod hefyd a'r gwybod, ond nid yw'n mynd i chi'n gweithio'n gwybod? Rydw i'n nhw'n ffordd. Rydw i'n lle plwy'r gwybod i'n sefydlu ddim o bwylltu eu flynyddir i Richards inni yn y gweithiwnückeis. Rwy'n nhw'n nhw'n gwych i'n meddwl gwaith. Mae'r ffordd yn gwneud i'r ystyried o'r ysgol sy'n gyda'r panffordd i'r cyfweld. Rydyn ni'n anodd ddych chi'n gwneud i gael y cyfrifio. Mae'r ffordd i'r cyfweld i'n gwneud i'r ysgol, i bwysig i'r ysgol, i bwysig i'r ysgol, i bwysig i'r ysgol, i bwysig i'r ysgol. I think ultimately it probably comes down to the choice of people being aware of what options are. I remember years ago I did a big piece of research and we were reaching out to people to try and speak to them about certain careers. Some of the aspiration that was really challenging for me was here where people were saying, I want to find out if I get to join the warehouse. I think that's all they thought they were kind of gainful. I see no exception in that actually. I see a fear that role models use people to talk about what their career happens to be. I'm learning a future project by taking employees in, talking to them about what options there are, so that yes, it's something that's about raising aspirations, but actually for some people the aspiration is there, but they don't have the social capital to get them in the door, and I think that's something that we need to be really conscious on in this. We targeted our stuff into schools that we didn't have the social capital, we didn't have anti-slung schools that could get you a job or an interview at a certain place. I do think I'm all about looking in this region that there are a lot of really social-responsible employers, so the choice is there, we can choose good employers, here we've got some amazing employers and ships here, who really do take care of their people. So I think compared to all the other cities, we're not too bad in terms of having good-responsible places together. Right now, you're so consistently perky. We're on-ground, on-message. Molly, do you want to comment on this good-jobs question? We should do the... I'll briefly do your measure-it question. That's the economics techie that's all I'm here for. And then we're going to do one last set of questions and then everyone's going to get on with their lives. Yeah, so we've spoken a lot about whether it should be advanced manufacturing or whether it should be public sector, but we need to remember that there's lots of non-tradable services as well. And this strategy, this national strategy, is sort of looking at how we can get people to move from the non-tradable sector into more productive sectors, and whether we can do that for things like transport, improving education on the job training. But for those that can't move from non-tradable sectors, we need to ensure that those jobs are good jobs and we can do that by improving conditions. So there's a stagnation nation where half of shift workers get less than one week's notice of their shift patterns, and that's something we can definitely improve on to improve the quality of those jobs and also improve the pay of those jobs so whether that means more widely adopting the national living wage. Just to slightly counter the perk. Sheffield has got a lot of low-page jobs or future being a low-page capital of the country. So you could sort that out. Now, not all of what you've heard in the room, luckily there are many rooms that came to power to you. I think it's a really important point and you could make a good remark about the fact that, you know, anyone wants to come to a session when you're tossed around the future of the UK country. Or me. But I think actually it's one of the things that's... When we think about how we want to navigate these next transitions, they're really important. We've come up to the north a lot and the how is about how do we get into spaces where we're having different sorts of conversations and how do we have this conversation in a way that's accessible and interesting and engaging for a very different range of communities. We know we've got, I think to be honest, I think all cities are grappling with this. One of the things we have as a city, which I think is a real asset, although it's hard, is things like the Race and Quality Commission where we've actually gone out and listened and had a very, very challenging and hard sort of mirror held up to us around how we operate. And that is about culture change and it's about asking, you know, get it really working and getting different people in the room. So it is something, Jenny, I'm going to plug it again. It's something we're really trying to do with the City Goals where I'm saying we because it's not we, it's not a council. It's a kind of coalition of anybody who's interested, but it's about saying, actually, what's the conversation that needs to happen in and in a roomable sense in the area with the moments from the community that is a different conversation that's going to, at least, it's something useful for the future of the city. So a great spot on. Great. Now, just very briefly, to join your questions at the back with the anti-growth coalition glasses over here, which is just a gentle nudge. So obviously there's lots of problems with the GDP. I'm not going to go into how we mentioned GDP. There's loads of technical issues about whether how great it is. So I'm going to give you two, just stacked up on there before you totally throw whatever the baby in the bathwater energy is here, right? Which is, firstly, why haven't wages grown in Britain over the last 15 years? It's because Britain hasn't grown in GDP terms, right? That is why. So when you hear people, I regularly hear people saying to me, oh, GDP, you know, it's not like GDP, it's completely disconnected from ordinary working people, okay? Right?  The lack of growth is why wages have not grown. And so when you say you're in the anti-growth coalition, just be absolutely clear, you mean you're in the anti-wage rises for workers up and down the country coalition. And so it's much better is to be an anti-rubbish growth, right? I'm anti-green growth, I'm anti-sustainability growth, I'm anti-rose for the rich. Those are good coalitions to be in. But if you are anti-growth, you are pro the wage stagnation of the last 15 years, which has seen the poorest people in this country going from spending 50% of their income on essential to spending 60% before a cost of living crisis turns up, and that is why they're at a food bank, right?  That's very popular I can tell. Right, last set of questions. There's a gentleman here with a starch combination going on. Go ahead, sir. That's you. Great. That's some good boldness. That's our lady here. Great question. And the gentleman here. And then I hope the lady over here will wrap up. That's you. Go, go. Hi, I'm Dan Turner. I think I want to just challenge the plan of them, because... You don't know that. Thank you. So if we already have all these great assets, if the service economy is going to be in the future, or if that's going to be in the future, and we try to do that, and we try to do that in the future, but if that's going to be in the future, but if that's going to be in the future, and we try to do that, and we try to do that in the future. And we tried to serve the service economy in the 1960s as a big push. We tried advancement factory here in the games. But what is going to be different this time to make it work? Very good. Dan, as a lady over here to wrap us up, she has finished her wine, Great question. The wine has done its job. On a storytelling? Can we have some forward looking, not just a middle grade or what we've got? Can I just quickly reflect on your point about GDP and about the human growth? I just want to tell a very quick story about why for me, I'm not part of the coalition, why great for me is so important, so when I was campaigning to be mayor, I went to the Essex Food Bank, er mwynhwy'r aww, ac mae'r gawr Chris ar ylleydd yn sraed daeth cyfodol, Chris adnwys ynghyd. Er yn rhywun i'n cyfodol, mae'r yma, yn gyfodol, felly er mwynhwy'r cyfodol yn cyfodol. holders. When I went to see it last years, I said, 32 years, I said, 27 years later, we've been motted, that is the least subtle. At the wedding that didn't happen. When I went back to the S6 food bag last year, so seven years later it's in a warehouse and I was talking to Chris about what was going on in the food bag and he told me that not ond, a they have been a boy who has been brought to the food back on his sixth birthday and is brought there because he was the closest he ever will get to a day off. Now, we can all have ideas about how to grow more people, economy and all the rest of it and big ideas about economic growth but fundamentally, as I said in the other Mae'r shedliadau ychydig ym Ynmwrddol yn ei family i dda iawn. Fe oherwydd i ddysgu'r byd ychydig yn ymwyno ddim yn mynd i'r flynyddoedd ymwneud. Ydw i ddweud at ei sefydlai Shausol yn nhw. Ac i wnaeth ni'n cael eu gynnig mewn ddim yn dweud, gallwn ni wnaeth ymwyno fit o hyd. Yn mynd i dechreu i gafddiaeth yr ysgol, chi'n wneud y cy Geddydd i ymwneud ar helpu. Be有 chysylltu ein gyd yma am amlun. Llywgrifedd yma, mae angen bod yma yn 14,000 o 15,000 o bauxfyrdd amser, ac mae hynny wedi'i fyän mewn cynhwys y byd! Yn ymdyn nhw잖아, mae hynny'r cyllideb yn eu bod yn gyntafol cyndorol yn y cyfrifbryd yn y ein cyfrifbryd yn y hwn. Ac mae efallai yma. Mae angen yn mynd i'n ei wneud, felly mae hynny yma'n dyfodol. Mae cyntaf eich hwn yn cael ei fod yniao, ond mae'n rha o ran byddai yn y cynnig at yng ngyfgrifes Cymru yn teulu'r gwylltill. a we will be, because we got all the assets to make it our reality. We can compete with anywhere in the world, frankly, we get it right because I've got absolutely no doubt that the people here in this region are just as clever as people elsewhere. We've got to world-class universities if we get that right, we can get there. I'm actually more interested in the story that we tell ourselves. Because the only people, like I say, who can fix this are here in this region and that starts with us having that confidence to tell ourselves that we can go and do it. So actually, in tip and unless we tell ourselves a better story, that story that actually we were once world-leading, we start at the industrial revolution in lots of different ways. We can do that again. We're on the cusp of huge changes globally. And South Yorkshire can be at the forefront of those changes, but we need to tell ourselves a better story and we need to do that first of all. Very good, the internal communications challenge. Right, let's do, you're going to do health in a quarter, what we're going to do to get it down and net zero. And then, Louise, I'm going to come to you all with Dan's tough question to finish on. Just why is this, you're already perfect, you've been very perfect, you're the winner. Why is the future going to be different to the less successful past? So was it with Amy, sorry, yeah. So I think the main, the answer I, the first answer I give, which is the sort of realistic answer, is that the local part of South Yorkshire can't tackle this, this is a huge, huge challenge. But actually, the first step is to say, is this the thing we want to fix? Is this the thing we want to fix in our city? Do we want to fix it to this far and do we want to fix it to where this is going to be? Is it the transition or to continue? Is it the answer today is yes, we want to fix it, no, we don't want to continue. That we need to start putting all of our resources, all of our energy and strategy in that direction and that little factor on this point, which is the work we do on our economic strategies, the work we do on our, where our innovation goes. So if you don't think that sort of stuff that is happening at Hallam in the advanced body research centre, what will be the child health technology centre, those innovations can connect to our communities and make things better. So I would say the first thing is to decide to really prioritise and to put all our resources in that place. And then potentially lead support around the public sector, like we use our assets in the public sector in these spaces. Also, we need to engage back to the earlier point with those communities and on both sides and make this a sort of shared endeavour, which it doesn't feel. I can feel like moving to Sheffield reminded me a bit of living in Washington, D.C. where it's incredibly economically stratified, you know, living in Aincord and literally two miles away is the murder platform of the US and you never see it because it's so stratified and I think we can do something about that in terms of how we build a future city. And then on the next year, everybody, you're right there's lots of ambition and it comes back to my earlier point around that the morning is boring.  And when I arrived in the council, there was a tiny team working on sustainability because we haven't put the doors behind the ambition. We have done that. We've got a 10-point plan that we're prioritising and we're getting on with doing, getting our own house in order. It will take time, but I think one of the things we've got to be really open and honest about is trying to do everything all at once, get to you nowhere, we need to be sequenced, we need to focus on the actions. We can take the council, the actions we can support businesses to take, the actions we can support households to take and we need to learn more places like Bristol, where we've moved faster than us. And, you know, Marvin reaches about Bristol and will say they spent £6 million in four years working out how to do it. We don't need to spend £6 million in four years because they've done it. So, that's just good, because I'm a gal. Emdyddian. You can do it perfectly. OK, I'll try. So, I've been only speaking my experience, so I've lived in Watesershire for the last 10 years and I think what feels different now is the leadership. Is the leadership in the local authority case with a breath of fresh air. We've finally got a map, it's actually got some devolved powers, correct? You know, and so I think, actually, having people that see the benefit of inclusive economic growth and genuinely collaborate across regions is going to make a massive step change. I think the thing we need to do differently is disagreeing private. So, what we didn't do well in the past was people fell out in public and we were not considered a safe pair of hands and we didn't do anything. So, I think that's going to be the biggest step changes. I think genuinely everybody is really collegiate and does want to collaborate and I think that was great, you know, and shows us as a region to be somewhere that is, you know, on the wall. Very good, and she wasn't a kissy, how would you? Right, despite appearances, this isn't actually a hostage situation. So, we are actually going to wrap up before some other doom descent so we're all in some hemmed in nightmare because it's been fun, guys, but I don't want to spend the rest of my life in here. So, can we say thank you very much to the panel for their thoughts today? I'm sure you have choices about how you spend your lives. I think you made a good choice. You'll have to evaluate that afterwards. This is free, so there's no market mechanism anyway for you to respond to that. But Britain needs a new strategy. Sheffield and South Yorkshire definitely needs a new strategy. The M and these kind of conversations and many more than many other different audiences are part of that. But then we need to do it as well as talk about it. So, off you go. Go on and build a better future, Sheffield. Have a good day, everyone.


It's really fun for me to follow a talk about, you know, essentially blockchain technologies and distributed ledgers because I'm talking about something entirely different. So we'll have a bit of intellectual whiplash this morning.  I've worked in machine learning and data science for a very long time. And most recently have been working in the context of the enterprise, but not only in financial services. So financial services is the largest cluster of companies that we do work with. Certainly there are many interesting use cases there, and I'll touch on several of those as I go through the talk, but I like to maintain a pretty broad perspective on the world and look at, you know, use cases for machine learning and AI technology that cross everything from sort of consumer applications through retail, lots of pharmaceutical healthcare, insurance, financial services, wherever else we may go. And so I wanted to say good morning. I hope that you will walk out of my talk with an understanding of the current state of what is actually practical with AI and machine learning and a few new ideas and also a process for thinking through those ideas and doing your own technical discovery and diligence in the space. And so that's my goal for the next 20 minutes. I have a lot of material, and so I'm going to talk through it really fast, but if you have any questions, you can find me later. Or you can find me on Twitter at hmesin or hillary at cloudera.com with 1L. We are living in the future. It is just unevenly distributed. If you want to see hilarious stock photos, look for stock photos of people using VR headsets because you'll see them like, you know, in the pool with their VR headsets on. You'll see things like this. When we look at the media coverage of this technology, we see a lot of stuff that's fairly nonsensical. So things like, you know, okay, the future of corporate growth is fueled by AI. That's pretty recent. Maybe that makes sense. Teenager teaches an AI to rap like Kanye West, okay? That's pretty cool. But what we see happening is an outstanding amount of hype and this anthropomorphization of what the technology can actually provide for us. So if you take one thing away from my discussion here, it's really that we're talking about computer programs that are built on top of data that improve with the introduction of more data into those systems and feedback loops. We are not talking about some actual recreation of human intelligence or some kind of, you know, science fiction type thing, though I do love science fiction. Now, I like to put it in a framework because it feels like we have AI coming out of nowhere over the last year, but this is actually not the case. AI has existed as its own academic field of research for, you know, about, since the mid-1950s was really the first wave of AI research. But if we were here having this conference 10 years ago, we would be talking about this part here. We'd be talking about big data. And what that meant at the time was that we now had open source and available infrastructure that allowed us to get all of our data in one place and to query that data without building our own unique proprietary platform and without, you know, doing a lot of custom work. That was a revolution, but it was a revolution in cost reduction, which is not nearly as exciting to talk about as smart robots. But it was one where now all of a sudden this technology that people have particularly in finance been applying for 30 years to only very high-value problems could now be applied to trivial problems. For example, I was the chief scientist at Bitly, which really is those little short URLs on social media, and we were able to study questions like, do people click on more photos of cats or dogs on social media, involving things like 10 billion documents, which was something 10 years ago that was really nuts. You never would have invested that kind of effort in understanding cats versus dogs. But that was 10 years ago, and once you can count things in your data, you can do analytics that is counting things for some business purpose. Right? Okay. So once you can do that, you can count things cleverly, and that gave us data science, which is not just counting things in historical data, but building predictive models, building ideas and representations off that data that can teach us something that's perhaps non-obvious or be used to predict even the future or infer missing information. If you've ever used the Zillow.com, what is this property worth? That's what we're talking about, right? And now we have machine learning where we're counting cleverly, and then we have these feedback loops, such that our systems continue to improve over time with the introduction of more data. And so you see how these things are related. Machine learning provides a set of techniques that you can put under that broad umbrella of data science. And so today we have AI, which has returned from a terminology point of view because of the rise of deep learning, which is a subset of techniques used in machine learning that are based around neural networks that have given us not just more efficient and cost-worthy capabilities, but have actually given us the ability to do some things we couldn't do at all five years ago. And I'll get into more of that later. But we're talking about things like solving image object recognition problems, where you can take a photo and it'll say, oh, there are 20 human beings in this photo, one camera, and one clock, right? So all of this creates a technical foundation on which we can start to imagine the future. That's the tomorrow part of this talk. But before we really get into that, I want to talk about what this looks like when it's successful. And my favorite way to frame AI and machine learning today is to say the work we had to do five years ago was to make it exciting, to get anyone to care so that when you go to a cocktail party or networking event and you say, I work in machine learning, people don't just turn their back and walk away and say, oh, maybe the blockchain guy will be more interesting to talk to. This is about making it boring. And what I mean by that is that we have to let the technology fade into the background. So this is my favorite machine learning application. I don't work for Google, I never have. This is the Google Maps traffic view. The most remarkable thing about this is that it is really boring in that you can glance at it, you make a decision, you put it away, you don't think about it. You do not have to know that there is an incredible amount of data analysis machine learning that goes on to produce this visualization for you. They're getting real-time data from people's phones. They're integrating it with public data sets. They're making predictions off of historical data. They're visualizing it. They're streaming it to you over a mobile network onto a device so you can be in your car. And by the way, I live here in New York, so I don't drive, and I think this is nuts that people are driving cars, looking at their phones and making a decision about where they're going to go. And you do that, and you can do it so well with this application that even if you know how to get where you're going, you're still gonna load it up because you want that real-time contextual information to make a better decision. You can do that with no understanding of the technology. This is one of my favorite AI applications in the world. However, this is really hard, and one of the things we do in our practice of machine learning is try to understand not just the possibilities, but the boundaries of how to apply techniques. And so I'm going to share with you a personal example of being a machine learning edge case. So this story begins with my name, which is a little weird. So it's Hillary with one L, Mason, right? It's not a very uncommon name. It's not a very common name. I happen to share this name with a British character actress. It's quite a bit older than me. I was raised away in about 2005 at a very old age. She had a very successful career.  And this was a search engine from 2009 where they had the innovation of combining photos with text results. And of course, here is my bio at the time. I was a professor. That is her in the role of ugly hag. And the implication here is obvious, right? And this named entity disambiguation problem is still a problem for us in machine learning in every domain. And so you're going to say, Hillary, you're making fun of some startup from 2009 and nobody cares. So let me make fun of somebody a little bit more expert at this, which is Microsoft Bing search engine. The Bing folks, by the way, do not get the credit they deserve for building a brilliant search engine. But once again, named entity disambiguation, that is my photo. I think you can see the resemblance here. That is not my date of birth. And that is not my date of death. And it's also not my middle name. But this is a hard problem, right? This entity disambiguation problem, the idea that there could be two not at all famous but well-known enough, Hillary's in the world is just blowing Microsoft's mind unless we just make fun of Microsoft. My friends at Google, if you searched, not today, because I checked, but if you search for this movie, Robot Jocks, which is an awesome 1991 movie about giant robots punching each other. So a fine piece of cinema. There I was. This was a few years ago. And I made fun of this on Twitter and Google Plus at the time, which was the best way to get in touch with Google employees or friends who work at Google. And then, of course, they fixed it right away. And it was just funny. But then about a year ago, I thought, hi, I wonder what's going on there. And there I was back again in Robot Jocks. Yeah. I don't even know where that photo came from. And so I share this example because not to pick on anyone here, especially who works at Google or Microsoft, I think you're all wonderful and you build amazing things. But rather to say that this technology sends this amount of potential to make our lives more efficient to build new products. But it also has limitations. And when we have conferences like this, we tend to talk about the potential, but not about the limitations and not about where things tend to go a bit wrong. And I have a bit of a twisted sense of humor. So that's usually what I want to hear about. Like, where are we using this that we need to be a little bit more thoughtful? And so we're still waiting today for the way we... And maybe this problem will never be solved. But we are waiting for the way that we broadly think about the use of the technology to catch up to what's real. And in order to accomplish that, we have to make it boring. We have to say, AI is not something that we're excited about. AI is just one tool. It's just as exciting as your C compiler. I also want to mention here in this audience that the biggest opportunities will be surprising to you. So a lot of people think this innovation, specifically in machine learning, happens only in academia or perhaps in startups. They certainly do good work, but I can tell you from experience that academics are generally focused not specifically on work that will help you build production systems that solve your problems, but rather on ideas that are novel, on meeting fairly arbitrary benchmarks that will get their papers published. You should fund the heck out of them, but don't expect them to solve your problem in production in a scalable and repeatable way. Startups, likewise, are highly resource constrained. So they don't have people. Sometimes they don't even have domain expertise in the parts of the industry they want to impact. They don't have data, and they haven't been doing this for a very long time. And so we have the enterprise. We have large companies operating complex businesses, huge amounts of human and technical expertise on where the ROI would be in that domain. Huge amounts of data generally created as a side effect of operating those businesses for some time. And these are the people who are looking to those academics and startups to solve their problems. And so I want to point out for everyone in this room, you can do this. You are in fact the best positioned people to do this. And in financial services, we see a ton of interesting use cases. So I have a rule of thumb to work with companies which is generally we have to find some clear ROI on a cost savings or process improvement basis using machine learning. Lots of people in FinTech especially want to start in security, anti-money laundering and fraud detection. These are really fruitful areas because a small percentage improvement is very high impact. There are other areas as well, things like understanding your customers, turn analysis, some of the marketing techniques, which are pretty easy to get started in. But if you only think about those ROI, the ROI in the terms of cost reduction, you put a boundary on the amount of potential your use of AI will have. Think also about new revenue opportunities, new growth opportunities that can come out of the same technologies. That's where the real potential is. So I have to go fast, so I'm going to do this. I want to give you our framework for looking ahead where the technology is going and then share some specific things we've come up with. But I really encourage you to take this home and give it a try and see what you come up with. So this is how we look six months to two years ahead in machine learning for the enterprise. And we do have a research product around this but we publish a lot in the open and also publish a fair bit of open source. First thing is to drink coffee, have ideas. There are a lot of companies, when I see their list of projects, they're always good ideas. I get very worried because you are missing out on a huge amount of opportunity that would likely look like bad ideas on the surface. That's why it's really big. Validate against robust criteria. So step one is create a very broad sweep, get as many ideas, potential projects as possible and then go through and validate capabilities. So is there research activity if they're working in one domain you can transfer to another domain? Has somebody done something in another industry that you can use or in an academic context that you can use? Is there a meaningful change in economics that would enable you to actually implement something at scale? Meaning that we knew how to use deep learning effectively, for example, for a few years before it became very common. Even now it's not very common. But we couldn't afford it because GPUs were too expensive and so I could draw a graph like this for pretty much any of the constraining financial factors on machine learning implementations, cost of storage, cost of compute, cost of bandwidth, all of that. And it looks like this. This is my favorite example, though. This is the same size chip from 2005 and 2014 cost the same price, 128 megs, 128 gigs. So if you can't afford it today, just wait. Is it becoming commoditized in open source? That means that you have robust software and infrastructure you can build on without having to own and create it yourself, being the classic example in big data, but I don't need to tell you all about that in this room. And then is data available, either data inside of your company or that's proprietary, data you can purchase, data you can partner for, or data you can get from the big, wide open world of data, either from sensors or from Wikipedia, which is the dirty secret of any every natural language startup. There are in fact errors in Wikipedia that you can actually track through to the train models that these startups are selling. It's pretty fun. And then progressively explore the risky capabilities. That means, you know, have a phased investment plan. In machine learning, we do this in three phases. So we do validation and exploration. Does the data exist? Can I build a very simple model that's better than random in a week? Then I do algorithmic excellence. What is the best possible way to solve this? Then we do operationalization and scale. At each one, you have a cost gate to make sure you're not investing in things that aren't ready and to make sure that your people are, you know, happy making progress and not going down little rabbit holes that are technically interesting, but ultimately not tied to the application. You can tell I've managed technical people for a long time. Predicting the future is really hard. So this is a set of postcards from 1900 in France and they're trying to predict what the year 2000 will be like. And I love them because they actually sort of got the problem statements, but the actual implementations were a little weird. So like, these are firefighters with wings. And this is a school where they're sort of wiring things into people's brains because they hadn't thought about wireless. And this is a farm where they've got a robot. And this one actually kind of exists, though the control panels don't really look like that, of course. But predicting the future is really hard. So we write these reports on different technologies. They are designed to be six months to two years ahead of what you would put in production, which means practically we're the ones reading 30 papers and then writing some code that'll actually work in the enterprise context and also is aware of all of the security governance and other fund requirements that many of us are subject to. I'm selected a few to tell you about because these are the things I'm most excited about. So one is natural language generation or the ability to take structured data and output narrative.  We have a prototype here that writes real estate advertisements, so that one's pretty fun. The real impact here is not in replacing reporters. It is in making structured data accessible to a wide audience without requiring sophisticated parsing of things like graphs or raw data. We have several use cases that have come out of this work, everything from a celebrity fashion magazine that is able to take the structured data of what Kim Kardashian wears and automatically generate the reporting around that, all the way to a very large financial services company that is supporting their customers with portfolio report emails that are customized to them, increasing engagement that they also tend to be retirees, so there's a lot of value there in language for that audience. The third use case that I get excited about is actually one of our bank customers that is now writing about 80% of their compliance reports using some of this technology. Believe me, those people were really happy not to have to write the same thing again and again. I have to talk about deep learning in any talk that has AI in the title. This is fundamentally a new capability, and it is based on something that is inspired by the way we thought the brain worked 60 to 70 years ago. It is not itself a brain. This is the fundamental element of a neural network. It's a neuron. You have inputs that are ones and zeros. You have weights, sums, and biases, which are really in the simplest formulation, just adding it all up. And then you have an activation function, which in this formulation, again, is just a rule. And you have layers and networks of these. And if you want to know why it's deep learning, it's because you have more than one layer. Deep is not itself a technical term. In fact, there's some deep learning that's just one layer anyway. But this is the fundamental unit that we're talking about here. What's exciting is that these networks do not require you to do manual feature engineering. You do manual network design, and then the network does the feature engineering, which allows us to apply it to problems where humans were really bad at the feature design, like recognizing objects and images. This is another one where I'm going to show you something that went wrong. So we created this thing that recognizes objects and Instagram photos, and you can add your Instagram photos to it. Bleak or burger, because I love cheeseburgers. You can see that there's one photo of a flag and then everything else is a photo of burgers. So it nailed hamburgers. Dishes is where it thinks it's a food, but it's not entirely sure what food. Those are mostly cut in half. It thinks some are hot dogs or meatloaf. Lots of the American culinary stuff. Crabs is worth looking at, though. Because as a human, you look at this and you slowly realize, okay, this neural network has learned that anything with French fries near water or a dock is a crab. This is kind of a problem. Again, I'm sharing this here because this is funny, but this same edge case has caused major issues for companies like Google, and they've misclassified people in photos as animals and in autonomous driving context in medical contexts. So it's important, again, to understand what we're doing here. We have incredibly powerful techniques. We have a medical device company changing the way they build surgical robots around this math. We have people who are able to do very fast, scalable analysis of satellite photos to get information in front of people making investments, right? But you have to think about it. You can apply some of these same techniques to text. So autosummarization is something I've been following and pretty passionate about for years, is take an article, simplify the article, and then in this system, extract the set of sentences from the article that contain the same information contained in the full article. Now, this relies on a technique called word embeddings, where you're actually able to create a vector that in some sense represents the meaning, and this is metaphorical of what is in the sentence. This is pretty cool. It's mildly useful. It gets more useful when you have a corpus of, say, 60,000 documents, and then you say, oh, there are 10 points of view in this cluster of documents. Here's a summary of each point of view. We've seen this particular technique useful, again, in an investment context, in medical patient records. The math is the same. Many applications here. We also just saw a really great paper from Facebook that used these same techniques to do automatic translation between languages where there's no pair corpus available. So you can build a model of language, build a second model of a language, and translate from that first one to that second one, which is incredibly powerful. I'm almost done. So interpretability is solving the black box problem. That is a set of techniques you put on top of black box algorithms that permeate inputs, look at outputs, and figure out how they work. Here we've applied it to a black box churn analysis. You can see all the features, and you can play with the features and see how it changes the classification probabilities. This is important for those of you in this room. If you are legally obligated to be able to tell someone how a system you build works, you need to know how this works. Because otherwise, you just have to use purely interpretable techniques, which is a tiny subset of the full spectrum of machine learning capabilities. I should point out as well that a black box might be a black box for mathematical reasons. It's a compression of a feature space, or it might be a black box because the person who built it just doesn't want to tell you how it works. This works on either case. Lots of fun stuff there. As we progress in the development of these technologies, there's still a few things we need to keep in mind. One of the biggest topics in our field right now is how we incorporate ethics, how we comply with expectations of privacy in the practice of data science. I'm going to take this opportunity to push a short e-book that I wrote, along with DJ Patil, who worked for President Obama as his chief data scientist. It's pretty short and it's very free. Our goal with this is really to try and get folks who are practicing out in the world of machine learning and data science to think about their tools for them to sort of practice ethics in the context of their work. I'm going to end with a lot of optimism. I think we are in fact building this AI-first enterprise. This technology will find its way into many fundamental processes of the businesses that we all run. When I say, let's make it boring, I actually think that's what makes it more exciting. I will end with that extremely confusing way of thinking about the world. Thank you very much and thanks for having me.