Hello everyone, and welcome to the very first digital surgery webinar. My name is Andre Chow, I'm one of the co-founders here at Digital Surgery and the Chief Product Officer. I'm really excited about today because, firstly, we've got loads of people joining online from around the world. I think we had hundreds of sign-ups. So thank you very much for your time. We're here today to talk about the subject that's very close to our hearts here at Digital Surgery, and really that's about the use of surgical video. As I'm hoping everyone knows, our big mission here at this company is around creating products and technologies that essentially help the delivery of safe surgical care around the world. And today we're going to be talking about surgical video, which we believe is really highly available in the majority of operating rooms around the world. But we believe is currently underused and actually has the potential to deliver a lot more value than it currently does. Today I'm really excited to bring on Dr. Sanjay Perkyasthar as our guest today to talk about this topic. Dr. Perkyasthar, well, we've known each other now for many, many years. Dr. Perkyasthar actually trained me in my very short career as a surgeon and has been a really big influence on my life in terms of how I approached patient care and technology as a whole. He's a consultant bariatric and general surgeon at Imperial College London, and I'm not going to take up any more time, but I'm going to hand over to Sanjay to tell us about his experiences using video and digital technologies in his operating room. Thank you very much. Thank you, Andre. First of all, thanks for inviting me. Second of all, thanks for making me feel really old 30 seconds into a talk. First of all, good afternoon to the in-house audience and the team. Good morning to those of you west of us, and good evening to those of you east of us. As Andre said, I'm a general surgeon. My sub-specialty interest is bariatric surgery, so surgery for the morbidly obese, and I'm an upper GI surgeon. I work at Imperial College, where we look after general surgical elective emergency and trauma patients, and we also carry out robotic surgery and use a lot of digital technologies within the operating room, and I think that's one of the reasons why Andre and I have worked so closely together. Today, I'm going to talk to you about how I feel video in particular, but that's just one part of the digital transformation of forming an intelligent operating room for the future looks like. So there's a few disclosures that I have to make. So first of all, I was one of the original co-founders of digital surgery. I'm the director of my own private practice. I'm a surgical lead for a non-surgical central London private practice, as well as a brand new private hospital in central London. I collaborate in research with digital surgery, and we actually have the first joint fellow, Jasmine, who's sitting in the audience here. I'm the clinical lead for Imperial private health care at the Lindo Wing in Paddington. So boring stuff out of the way. What are we going to talk about today? Well, there are some challenges, and the challenges are international and worldwide, but particular challenges to the public health care system. And I work within the NHS as well as private practice and those things overlap. There's no such thing as perfect in surgery because we don't believe it because we're very hard on ourselves, but the particular potential for a perfect future. The benefits of digitizing surgical record keeping, which I feel is apparent because of the work that we have done in the operating room together with industry and clinicians over the last two years. And then at the end to talk about touch surgery professional, which is digital platform that I use and I find very helpful for training, patient safety and various other things. So what are the current surgical challenges that we face? Well, I work in the NHS. It is the third largest employer in the world after the Chinese Army and the Indian National Railway, and it has similar problems. So too many people, difficult to keep track of records, secure records at your fingertips records, and being able to use those data sets in the best way. Through the journey over the last few years, and currently with some of the work that we're doing, we've realized that there is no standardization for the policies for GDPR, ethics, acquisition, encryption, how long we should hold on to the data where and when. There really isn't adequate storage for the amount of data that we can generate, let alone from video but for healthcare in general, and we need to understand how to do that better. Our data systems transfer is relatively archaic, particularly within healthcare systems. We still have to transfer things with hard drives, USBs, email, etc. There are better ways of doing things. We all know about it. We need to actually do them. Some of the things are behavioral traits. So a lot of my colleagues in healthcare, particularly in surgery, who we've discussed pathways for, don't want to have their operations recorded because they feel that Big Brother will be watching them, or if they make a mistake that that will lead to litigation. And that leads to a lack of transparency internationally, and we want to get away from that. We want surgery in healthcare to be completely transparent. We want surgeons and clinicians to be able to learn from their mistakes, not hide them, and the best way to avoid mistakes in the future is to analyze mistakes that have already happened. We are all humans, we are not robots, and we will make mistakes. We have to be open and learn from them. We want a completely secure system that is accessible anytime, any place. And the system that I'm going to talk about later actually allows that. It also takes the manual labor away from recording and uploading. It allows us to be completely transparent because that should be part of the medical records data system, not just the operation note, because that is an interpretation. And in my opinion, a lot of the operation notes that I've seen from my medical legal practice are highly subjective, not objective. It will allow us to link data for outcomes, nationally, locally, internationally, so we can learn from people who have better practice than ours. And I'll be the first to admit that I'm very proud of our outcomes, but there must be people out there doing things better than me and my team, and I want to learn from them. It will allow us to have less waste, be more lean, and have a better cost-effective service. And it will allow trainees to have a different attitude towards learning surgery. I'm going to talk about that in a second. I think it will help us to recruit senior surgeons in a different way. I'm going to talk about that too. We have appraisal and revalidation, and I think surgical videos should be used for that. And we've discussed cases, and there's one in particular. I'll show you later within our morbidity and mortality framework. I'm just going to show you a little video here, which explains better than I can in words what our vision was a few years ago about having surgical digital recordings in the operating room. And what this video shows is how sometimes it's very difficult to explain something in words, but if it's captured on video, it's a lot easier to explain, no matter how bizarre or fantastic it may sound. And ultimately, our aim for products around this stream is that this should be very similar to the Aviva driving app for surgeons. I had to react because a horse ran into the road wearing a dress. And who comes chasing after it? A tin man. I would recognise the tin man if I saw him again. Who also had a red dress on. It was more like a kaftan. A tabard poncho. It's not what you see every day. On the way to Ellesbury, is it? Some things aren't tricky to explain. So at Aviva, we added a dashcam to our drive app. So that says in 34 seconds, basically exactly what happened. And that's what we want for surgery. That's what we want to understand for near misses, for problems and for the best cases to actually demonstrate. Change the slide. So some of the benefits. Patient safety. We're going to show you a very short video of a needle getting lost in the abdomen soon. Changing the ethos of training. Early standardisation. Learning and development. Different forms of medical legal documentation and assessment. How to disseminate information. And also to track errors and cost saving. So video recordings I found in the last decade since I've been recording laparoscopic surgeries. Actually reassure patients, they don't make them nervous. I actually say to my patients that if they want a copy of the video, even before the operation, they are always welcome to have it. That is reassuring for the patient that you are not hiding anything. It does discourage inappropriate practices. It acts as an aid memoir because when you are looking back at your mortality and morbidity and you want to understand what happened in this case. Was the senior surgeon the primary operator or was it the training case? Was there difficult anatomy? Was there an anaesthetic problem? Could actually potentially link the timestamps from the digital recording of surgery to the timestamps of the digital recordings from anaesthesia and we're in the process of thinking about doing that as well. It helps pre-operative planning. It allows us to review performance intra-operatively and not just peri-operatively and review post-operative complications. This video shows... If you can play the video... This video shows life feed of a needle getting lost and that was originally in slow motion. This was during a very challenging gastric bypass in a patient with a BMI of 60 and the needle bounced off the diaphragm and fell down between the spleen, the splenic flexure and the kidney and we would never have found this needle live in the OR if we weren't recording this procedure. It just would never have been found because when we used X-ray to try and find it it was not showing us exactly where it would be. So that patient probably would have had to have an open operation to remove that needle. So just recording every single case has led to this patient benefiting and just that on its own is enough in my opinion. Next slide please. So training. So we have an induction process in the UK. It's called onboarding in other places and that usually means when trainees turn up at their new placement, hospital or residency they are told a myriad of different things about the hospital, the grounds, the facilities, a bit about their training, their pathway, who to call, their rosters, their rotors, etc. Onboarding and induction shouldn't start the day you start your residency and digitizing the surgical pathway allows us to contact my trainees who are coming here in October to work with me six months previously and not just telling them where the hospital is and where you go and have your lunch and what your on-call rotor is, but these are the operations that Mr. Perkaster and his team does. These are the instruments that he uses. This is the setup and these most importantly are the standardized steps which he would expect you to have read up on before you come to the operating room. This helps with cognitive task analysis. This helps improve pattern recognition. This introduces the concept of surgical standardization really early on in training and it also allows surgical groups, for example, our bariatric group has standardized the way we do operations. Although we have five different surgeons we all basically use the same steps, the same position and the same kit to do that. It allows to share results whether good or bad. It helps us to analyze our learning curve better. It's part of CPD and I think it should be part of self-assessment, appraisal and five-year revalidation. So in my opinion, the gains are safety, efficiency, we get automatic operative time data and it actually allows us to get, if we want, a standardized operation note with timestamps on them. It allows us to assess the team's performance and when we have different members of the team participating on a weekly basis that are not regular staff members, for example, because of sickness, lack of staff and changes in staff, any temporary staff or agency staff that come can be guided through the procedures in a very different way and it's much safer and quicker. We don't waste time because we can actually analyze the camera is in and out of the abdomen. We don't waste instruments because we can analyze which instruments have been used and which ones don't. For example, of our normal general surgical, minimally invasive surgical set, we can actually take 10% out because none of the surgeons use them. That saves on sterilization costs. It means that you can do more operating in the operating room because things are more efficient and ultimately it's more profitable and our managers have had a look at the system. It allows almost a telemetry of the operating room and comparison of surgeons, teams and eventually hospitals. We've used it in clinical governance and audit. It allows training, a digital layout for audit. We've discussed it in morbidity and mortality and we can link it to national outcomes and these four things, in my opinion, will allow best practice to be disseminated internationally so we can share the good things. Next slide, please. Medical legal practices have changed internationally and this is the same in the UK. At the moment, the gold standard for documentation is the medical records, but the operation, though, A is often not there, B difficult to find, C usually illegible and D is often an interpretation of what's happened. Having the actual operation, annotated and kept in the medical records now that we are all leading towards papilla systems is a natural evolution, in my opinion. It helps us to retrospectively see was there an iatrogenic or technical complication we missed the first time round. I remember a case from about 18 months ago when a patient had peritonitis after a sleeve gastrectomy. We looked at the video of a certain thermal injury to two centimetres proximal to the pylorus using that particular energy device and that allowed us to understand how to avoid these problems in the future. We have a duty of candor process in the NHS and I'm sure there are similar systems internationally and nationally in other places, but this means that we can explain exactly what happened to the patients. If there's a mistake we can actually show them. We can show them what happened, we can explain why it happened, why it was a difficult case or whether it was just a technical error and it allows us to be completely transparent with the patient and the families. Next slide please. So medical legal issues have significant costs. So in the one year between 2017 and 2018 the NHS paid out £2.2 billion sterling because of medical and legal negligence within the service. All of you here are HMRC taxpayers, that's what we're paying for £2.2 billion we did a local audit in six months at our centre we admitted 34 NHS eligible bariatric patients who had gone abroad for their surgery and had complications and we have spent £2.4 million of UK taxpayers' money looking after those patients. These things can be learned from and potentially avoided it's a huge cost-saving. Next slide please. So it's useful for conferences and meetings, it's useful for case reports I'm going to show you one in a second and video and images help overcome language barriers. With regards to rare unusual cases, this is a good example never seen this before this is a revision bariatric case what you're seeing is not for the squeamish but this is essentially I hope you had your lunch me pulling out lots of blended vegetable matter for a patient who decided to eat day one after a revision bariatric surgery and got a food bowler obstruction which we had to laparoscopically evacuate. So these are really rare things that we can actually share with our colleagues. Cost savings a lot of cost savings are in training and appointing people and assessment. This is Quentin Tarantino's showreel and I think that if you're going to be appointed as a surgeon you should have a showreel equivalent I think you should also be test-driven we're happy to test-drive cars and they cost us tens of thousands of pounds and if you're lucky maybe get a Tesla which is a few more than tens of thousands but even those get test-driven surgeons never get test-driven we are so expensive and if we make a mistake recurrently we are really expensive. So I think all surgeons should learn to be test-driven and part of that process is you need to have live capture of your procedures so that they can be analysed saved and if necessary assessed automatically and certainly observed by people that want to appoint you. I think this will have a profound effect on training costs I think it will definitely increase our efficiency the cost goes down I've talked about less waste and less medical legal expenditure and I think the patient outcomes will be much better if we all buy into a transparent system next slide please it doesn't change much to actually deliver this in your OR it involves collaboration some technology some hardware and software and I hate to put up a paper form but we still need to consent people in writing so we have standardised consent forms for the surgery, for the risks but also for video capture and what we do with that data because it is potentially potential identifiable data which we make anonymised anonymity is further enabled by the digital surgery product the hardware and the software because every time the camera comes out of the abdomen it is blacked out next slide please so this is the view from the head operating table if you were a patient and the reason I put this here at the end of this part of the talk is this is what it's really all about it's about the patient perspective and at the end of the day if you're lying here looking at your foot plates just before you're going to get put to sleep you should be reassured to know that your surgical team will be doing everything they can to look after you in that team you should also be reassured that you're all completely recorded and that if necessary you can have a copy the hospital can have a copy the provider can have a copy your GP can have a copy and anyone related to your care can have a copy because that is part of your medical health record and I think patients that we have had experience with find that very very reassuring so I've been using this product next slide please and it works I'm not here to sell it to you it is something that I use it has helped my trainees it has reduced the amount of time that it takes for them to become part of the team we've had excellent feedback from the trainees that have already used the system because they've said they've got much more operating in the 6 to 12 months or 18 months that they're with us because they were up to date with what I do before they get into the operating room the world's first AI powered video storage analytics platform we were the first collaborative team to use it live in the OR two years ago and we've never looked back it allows me to look at my data compare my cases see how my fellow is progressing is he getting better than me maybe I need to do some more cases what are the time stamps where are the complications and most importantly if there is a readmission we can actually go anytime anyplace online have a look at that particular case and see was there something that we missed does this patient need an early re-operation next slide please so case analysis and surgical training really is crucial it allows trainees to securely organize their videos it allows surgeons to securely organize our videos and we can share that encrypted data with the people that we want to look at it it allows safeguarding of the this sensitive information it also allows us to annotate things so anatomy and steps are annotated for you you can share it with the scrub team you can share it with the specialist nurses and we can actually assess our performance in a very different and objective way next slide please it's approved by all the right data share holders and in North America it has all its standardized certification for being covered for data protection it is GDPR approved and it is a safe system that basically you can have on any mobile device so you all know this man he's the fastest man on the planet we've seen so far he prepares you have to prepare too hard because he decides to just chill out at the end of this race and still break the world record but not all of us have that natural raw talent but it allows us to optimize our performance before, during and after surgery it helps reinforcement of best practice it helps to improve that performance reduce the onboarding time and keep everything transparent it's a really easy reference now particularly for my team and my residents that present videos at conferences and case presentation thank you


Live from the Moscone Center, it's theCUBE, covering AWS Summit San Francisco 2018. Brought to you by Amazon Web Services. Welcome back, I'm Stu Miniman, and this is theCUBE's exclusive coverage of AWS Summit here in San Francisco. Happy to welcome back to the program, Jagain Sundar, who's the CTO of WAN Disco. Jagain, great to see you, how have you been? You've been great Stu, thanks for having me. All right, so every show we go to now, data really is at the center of it, you know? I'm an infrastructure guy, you know, data is so much of the discussion here, here in the cloud and the keynotes that they were talking about it. IoT of course, data is so much involved in it. You know, we've watched WAN Disco, you know, from the days that we were talking about big data.  Stu, we have this notion, this brand new industry segment called live data. Now, this is more than just ADBD data or big data. In fact, this is cloud-scale data located in multiple regions around the world and changing all the time. So you have East Coast data centers with data, West Coast data centers with data, European data centers with data, all of this is changing at the same time. Yet, your need for analytics and business intelligence based on that is across the board. You want your analytics to be consistent with the data from all these locations. That, in a sense, is the live data problem. Okay, I think I understand it, but you know, we're not talking about, like in the storage world, there was like hot data. It was what's hot and cold data.  You know, what's enabling that to be kind of the discussion today? Is it the likes of Amazon and their global reach? And you know, where does WAN Disco fit into the picture? So, Amazon's clearly a factor in this. The fact that you can start up a virtual machine in any part of the world in a matter of minutes and have data accessible to that VM in an instant changes the business of globally accessible data. You're not simply talking about primary data center and the disaster recovery data center anymore. You have multiple data centers, the data's changing in all those places, and you want analytics on all of the data, not part of the data, not on the primary data center. How do you accomplish that? That's the challenge. Yeah, so drill into it a little bit for us. You know, is this a replication technology? Is this just, you know, a service that I can spin up? When you say live, can I turn it off? Or, you know, how do those kind of, when I think about all the cloud dynamics and levers? So, it is indeed based on active-active replication using a mathematically strong algorithm called PAXOS. In a minute, I'll contrast that with other replication technologies. But the essence of this is that by using this replication technology as a service, so if you are going up to Amazon's web services and you're purchasing some analytics engine, be it Hive or Redshift or any analytics engine, and you want to have that be accessible from multiple data centers, be available in the face of data center or entire region failure, and the data should be accessible, then you go with our live data platform. Okay, yeah, so we want you to compare and contrast.  You know, globally, having consistency is challenging. There's things like Google Spanner out there to look at those.  Interesting question. So, RSS and analytics, RSS is great for analytics applications, whereas something like Google Spanner is more like a MySQL database replacement that runs in multiple data centers. We don't cater to that database transaction type of applications. We cater to analytics applications of, you know, batch, very fast streaming applications, enterprise data warehouse type analytics applications for all of those. Now, if you take a look inside and see what kind of replication technology we use, you'll find that we're better than the other two different types. There are two different types of existing replication technologies. One is log shipping. The traditional Oracle Golden Gate type ship the log once the change is made to the primary. The second is take a snapshot and copy differences between snapshots. Both have their deficiencies. Snapshot, of course, is time-based and it happens once in a while. You'll be lucky if you can get one-day RTO with those sorts of things. Also, there's an interesting anecdote that comes to mind when I say that because the Hadeep folks in their HDFS implemented a version of snapshot and snapdiff. The unfortunate truth is that it was engineered such that if you have a lot of changes happening, the snapshot and snapdiff code might consume too much memory and bring down your name note. That's undesirable. Now, your backup facility just brought down your main data capability. So, snapshot has its deficiencies. Log shipping is always active passive. Contrast that with our technology of live data where you can have multiple data centers filled with data. You can write your data to any of these data centers. It makes for a much more capable system. Okay, can you explain that? How does this fit in with AWS and can it live in multi-clouds? What about on-premises? The whole multi- and hybrid cloud discussion. Interesting. So, the answer is yes. It can live in multiple regions within the same cloud, multiple regions within different clouds. It can also bridge data that exists on your on-prem to do for other big data systems or object store systems within cloud S3 or Azure or any of the blob stores available in the cloud. And when I say this, I mean in a live data fashion, that means you can write your on-prem storage. You can also write to your cloud buckets at the same time. We'll keep it consistent and replicated. Yeah, what are you hearing from customers when it comes to where their data lives? I know last time I interviewed David Richards, your CEO, you know, he said, the data lakes are really used to be on-premises. Now there's a massive shift moving to the public clouds. Is that continuing? What's kind of the breakdown? What are you hearing from customers? So, I cannot name a single customer of ours who is not thinking about the cloud. Every one of them has a presence on-premise. They are looking to grow in the cloud. On-prem does not appear to be on a growth path for them. They're looking at growing in the cloud. They're looking at bursting into the cloud. And they're almost all looking at multi-cloud as well. That's been our experience. You know, at the beginning of the conversation, we talked about data. How are customers doing, you know, exploiting and leveraging or making sure that they aren't, you know, making, having data become a liability for them? All right. So, there are so many interesting use cases I'd love to talk about. But the one that jumps out at me is a major auto manufacturer. Telematics data coming in from a huge number, hundreds of thousands of cars on the road. They chose to use our technology because they can feed their West Coast car telematics into their West Coast data center while simultaneously writing East Coast car data into the East Coast data center. We do the replication. We build a live data platform for them. They run their standard analytics applications, be it Hadoop sourced or some other analytics applications, they get consistent answers. Whether you run the analytics application on the East Coast or the West Coast, you will get the same exact answer. That is very valuable because if you are doing things like, you know, fault detection, you really don't want spurious detection because the data on the West Coast was not quite consistent and your analytics applications was led astray. That's a great example. We also have another example with a top three bank that has a regulatory concern where they need to operate out of their backup data center, so-called backup data center, once every periodically, three months or so. Now with live data, there is no notion of active data center and backup data center. All data centers are active. So this particular regulatory requirement is extremely simple for them to implement. They just run their queries on one of the other data centers and prove to the regulators that their data is indeed live. I could go on and on about a number of these. We also have a top two retailer who has got such a volume of data that they cannot manage it on one who do cluster. They use our technology to create the live data lake. Yeah, one of the challenges always, customers love the idea of global, but governance, compliance, things like GDPR pop up. Does that play into your world? Is that a bit outside of what you're discussing? It actually turns out to be an important consideration for us because if you think about it, when we replicate, the data flows through us. So we can be very careful about not replicating data that is not supposed to be replicated. We can also be very careful about making sure that the data is available in multiple regions within the same country if that is the requirement. So GDPR does play a big role in the reason why many of our customers, particularly in the financial industry, end up purchasing our software. Okay, so this new term, live data, are there any other partners or viewers that are involved in this? As always, you want a bit of an ecosystem to help build out a wave. Correct. So our most important partners are the cloud vendors and they're multi-region by nature. There is no idea of a single data center or a single region cloud. So Microsoft, Amazon with AWS, these are all important partners of ours and they're promoting our live data platform as part of their strategy of building huge hybrid data lakes. All right, Jigain, give us a little view, looking forward. What should we expect to see with live data in Wendisco through the rest of 2018? So looking forward, we expect to see our footprint grow in terms of dealing with a variety of applications all the way from batch pig scripts that used to run once a day to hide that's maybe once every 15 minutes to data warehouses that are almost instant and queryable by human beings to streaming data that pours things into Kafka. We see the whole footprint of analytics databases growing. We see cross capability, meaning perhaps an Amazon Redshift to an Azure SQL DW replication. Those things are very interesting to us, to our customers because some of them have strengths in certain areas and others have strengths in other areas. Customers want to exploit both of those. So we see us as being the glue for all world scale analytics applications. All right, well, Jigain, appreciate you sharing with us. Everything was happening in Wendisco. It's a new idea of live data. We look forward to catching up with you and the team in the future, hear more about the customers and everything on there. We'll be back with lots more coverage here from AWS Summit. Here at San Francisco, I'm Stu Miniman. You're watching theCUBE.


Hello friends, I am Sanjay Bhukta. I welcome you on Sanjay Bhukta Tech School. In this video I am going to tell you how you can write algorithm for matrix multiplication. So I am starting the algorithm. So the name of algorithm is multiplication. Here we will require three methods A, B and C. So we will be multiplying A with B and the result will be stored in C matrix. Then I have R1, C1, R2 and C2. So R1 and C1 are rows and columns of course matrix. R2 and C2 are rows and columns of second matrix. So whenever this algorithm will be implemented to a random matrix. So we will be implementing a function. So in that function we will require these parameters. So if you want to write description related to these parameters, you can write those here as well. But I am just starting the steps because I already explained what each parameter is. So now step number one is start and step number two. So here we need to check out this condition. So that this condition will be check in better. Two matrix can be multiplied or not. So let's say size of A matrix is 3 by 3 and size of B matrix is also 3 by 3. So in this case matrix multiplication is possible because rows and columns for both the matrices are equal. Now if this matrix has this size and B matrix has size 3 by 4. So A is having connection 2 by 3 and B is having connection 3 by 4. So we need to check these things. Column value of first matrix should be equal to row value of second matrix. If this is equal then you can apply matrix multiplication. But if case is this, so in this case we cannot multiply the matrices. So here we need to check column value of first matrix with row value of second matrix. If both are unequal, if C1 is not equal to R2. So if this is the case then we cannot perform the matrix multiplication. So here we can write then and with that I will print multiplication possible and exit. So in your program why you will be converting this algorithm with any programming language. So in that case we need to make sure if both are unequal then you need to terminate execution of your pattern. So that hung necessarily matrix multiplication will not be performed. After checking this condition now we can write loops so that multiplication can be performed. So if this condition is false like C1 and R2 both are unequal it means we can apply the matrix multiplication. So now I am starting first loop so repeat for I equals to 1, 2. So first loop will be repeating row times of first matrix so that means R1. So R1 is row for first matrix so I am repeating our first matrix R then again repeat for J equals to 1, 2 column. So C2 is for column of second matrix. So that is used there. Now I am going to use third matrix IG position and I am assigning 0 to that position because this position will be scoring the matrix multiplication result. After this I am writing one more matrix for K equals to 1, 2. So here we need to write a particular value so it can be this or it can be this. So you can say it can be C1 or it can be R2. So I am putting C1 because whenever we choose to multiply to matrix so we need to multiply a row with column. So if first matrix column size is equal to or second matrix row size then this multiplication will happen so you can use any particular value from here for iterating this column. So after writing this complete algorithm I will be taking one and come back so that you can understand how this algorithm will be working. So after writing this here you can write C of IJ equals to C of IJ plus A of IK multiplied by B of KG. So this is the multiplication statement that will be multiplying your matrix and the result will be 4 into C matrix. Now we need to stop all the loops so after this we will write A of U. So it is for this then you can write A of U for this and then A of U for this. So then by implementing or converting this algorithm with any programming method you will remember that we are going to terminate them because they are going to do schedule basis. So the algorithm we don't do schedule basis but while writing program for this algorithm you will do schedule basis. So that's why this end of loop will be important. And after completion of this you can write standard mode that is because your result is already up in C matrix so if you want to print this matrix in this algorithm so after completion of these loops you can print but if you want to do any other calculation then you can do that. So that depends upon how you will be converting your algorithm in any programming method. So now let's understand this algorithm so that you can understand the statements or the steps which are here. So let's say A matrix is 2 by 3 dimension and B matrix is of 3 by 4 dimension. So first I am drawing A this is B. So what will happen in case of multiplication? This location will be multiplied with this, this location with this, this location with this. And all the modifications will be stored into C matrix. So now we need to figure out what will be the direction of C matrix. So that will be equivalent to this 2 by 4. So 2 rows and 4 columns. So this row will be multiplied with this column and the result will be stored here. Then again this row will be multiplied with this column and the result will be stored here. this over here then again this row with this column and result will be stored here then again this row with this column and the result will be stored here right so here you can see this is r1 this is c1 this is r2 and this is c2 right and now here you can put the right one so this is 2 c2 is 4 and here we have mentioned c1 so either you can use c1 directly or r2 that is also 3 and here we also check the condition c1 not equals to r2 so in this case c1 and r2 both are equal so this will if both are equal then your algorithm will be here so here you can write now you can iterate the loops and the loop will be having multiplication that you can see so I am just iterating it one time so that you can expand the logic so let's say 1, 2, 3 is available here and 4, 5, 6, 7, 8 are available here so I am going to multiply this row with this column so i is 1 so initially i is 1 j is also 1 so i is 1 then j is 1 then assign you know if you see 1, 1 position so c1, 1 position is this so it is having 0 right now then we need to iterate this k loop so k loop will be 3 times and 3 times these statements will be performed so c0, 0 will be added with a, i, k into b, k, j so this time k is also 1 so all i, j, k are 1, 1 so a, 1, 1 will be multiplied by p, 1, 1 so it is 1, 1 position and it is 1, 1, 1 position so 1 into 4 is 4 that will be added to this position right so now i hope you understood why we put 0 because we are adding some value to a particular position so we need to initialize it with 0 otherwise garbage values will be added and the incorrect results will be correct then only k will be implemented so this time value of k is 2 so again perform this operation so earlier it was 1, 1 now it is 1, 2 and 2 work so 1, 2 position will be multiplied by 2, 1 so 1, 2 is for a that is this and 2, 1 is for b that is this so 1 will be multiplied with 2 that is 10 and that will be added with this c1, 1 position so it is 4 so it will become 14 then again a will be implemented so k is 3 so this time 1, 3 and 3, 1 position will be so 1, 3 is this and 3, 1 is this so 3 will be multiplied with 6 so 3 into 6 18 plus 14 it will become correct so here you can see a repeated 3 times so first 4 is multiplied with our first column of this matrix now k2 will be there so j will be implemented now because this is our formation of a structure so j will be 2 then again this will be initialized with 0 and k again will start from 1 so this way this time this row will be multiplied with this second column and the result will be this row here at this position so this way i hope you understood how we can implement or we can write algorithm for matrix multiplication and if rows and columns are same then also you will work if rows and columns are different for new matrix then this if condition will validate rather we can multiply matrix or what and accordingly your results will be generated so i hope you understood how we can write algorithm for matrix multiplication if you want to watch its implementation you can see so you can go to description of this video then you will find links of playlist so you can follow that and you can learn how we can convert algorithm with c-language book so i hope you understood whatever i explained in this video thank you for watching this video


Welcome to today's Energy Seminar. I'm delighted to introduce our speaker today, Tenly Nostrum, who, as you can see, is the Director of the CalTestbed at Clean Energy Nexus. We've heard a lot this quarter about the need for new technologies, finance, good regulations, and whatnot. Tenly's job is actually to work with this international nonprofit to coordinate all the above worldwide. It's been said, I think, our colleague So-Young In, who you heard about last week, kind of director of research for the Stanford Finance Initiative a few years ago, wrote a dissertation on which she had some kind of economic stuff and some technology and entrepreneurship. And then the last chapter was on the need in this space to create a new clean energy ecosystem to figure out how to create a control tower to make sure this was all coordinated. So you didn't have, you know, the start-up, start-up and crash right away. The research ideas, not get out of the lab. You've heard about some instances of that here. But Tenly and her group do this at scale around the world. We're accusing that this is a great week to be doing this with the leaders of the world all arriving in Glasgow this week for COP26 or 27, I've lost count. Tenly as well, able to do this work with her background having worked at the Department of Energy in several capacities and then here in California escaping the last administration to some degree. And now with this set of entrepreneur, you know, energy innovation ecosystem stimulating activities at the first level. She also just told me for our distaffed side of the things that she's one of the founder of the women in clean energy community. The C3E initiative. Association which is hosting in a couple of days their big 10th anniversary bash featuring a lineup of superstars including Secretary of Energy. I think it's based in DC, but probably being broadcast around the world. So we thank her for all these contributions and look forward to her comments today. Thank you so much. I want to thank the Precourt Institute for Energy for having me today. This is a really exciting opportunity to speak to you all. This is my first foray after COVID or not after, but during COVID most of the last two years I've spent by myself in my apartment. So I really appreciate seeing like live people and being able to interact with you all today. And I thank you for your interest. It's really exciting to see so many people who are really interested in advancing the clean energy infrastructure and making sure that we take clean energy companies from inspiration to innovation to commercialization. And that's really what my role is at New Energy Nexus. So I'm here to talk about how New Energy Nexus the non-profit organization that I work for supports clean energy entrepreneurs as we work to transition to a global clean energy economy. This topic is particularly relevant as the 26th conference of parties on climate change has just gotten underway in Glasgow. And we'll be hearing a lot about it in the next couple of weeks, governments and leaders in this space making commitments and talking about how we're going to address climate change for the 26th year in a row. And so I am really excited to be actually like on the ground working with entrepreneurs who are bringing new innovations to market. And it's a very exciting place for me to be. And I wanted to ask how many of you are working in or thinking about careers related to clean energy? Awesome. I am so excited to see that. It's really thrilling to me because there are so many different careers that have to do with clean energy in supporting the ecosystem. I mean program management. You don't necessarily have to be an innovator. You can be an accountant working at an organization like the one that I work for and still be really making huge contributions to the advancement of the clean energy economy. So today I just want to tell you a little bit about the goals of my presentation. Sorry for any granularity of the photos. I want to introduce you to New Energy Nexus, what our mission, vision, reach and approach are. I am looking to provide examples of our activities from around the world in the United States and then do a deeper dive on our California programs which I work on. Then I want to distill down the key points of what makes our approach at this ecosystem support work. Then I want to help you connect with our global network if you're interested in connecting to all of the thousands and thousands of entrepreneurs that we work with globally. I'm also going to take some questions at the end so feel free to ask me anything. I wanted to start off because part of my background in education is in communication. I wanted to start off by telling you where I'm coming from. When I was about five or six years old, I saw this call to action for Peace Corps and they were talking about how it's the toughest job you'll ever love.  For me, when I'm looking at clean energy, that is the return on investment for my time, for my energy, from the years of university study I've done. I'm really sensitive to the inequalities and environmental impacts that have occurred, the human suffering. I want my work to have as much positive impact as possible. And that's why I work in this space because I see clean energy and supporting clean energy as having geometric impacts. It is not linear, it bounces off each other. There are sectors throughout our economy that are affected that a lot of people don't even think about. So if you look at electricity as a given, but transportation and health, agriculture and education, public safety and even national security. So when I was running the Solar Ready Vets program, it was a national program. The way that I framed that opportunity to the transitioning military personnel who were coming out was this is an opportunity for you to continue serving your country. It's an opportunity for you to contribute to the safety of our nation because having a robust and resilient electricity grid and electricity for communities is a part of national security. If you were going to attack another country, what's the first thing you take out? Electricity would really have a huge effect on communications, on transportation, on food security, on health. So working in this space, it really makes me feel that every hour I spend doing it, I get a multiplier effect on every hour. My personal return on investment. And I also saw that working in clean energy helps me increase social equity. I look around and I see all of these red line communities, like when I went to grad school at Rutgers, I was in Camden, New Jersey. And in the middle of Camden, there was a trash to steam plant. There were all kinds of industrial effluence that communities suffered and struggled for so long. And when you're a person who lives in a community like that, you end up suffering from asthma. You end up suffering from various pollutants. And so bringing clean energy, like increasing the amount of clean energy, helps address that. There's also job creation, lower electricity bills, pollution reduction, improved public health, increased food security in remote communities globally. If you can refrigerate food, it stays longer and it provides increased food security. And it also reduces all these climate impacts, like on biodiversity, on water, on droughts, on wildfires, all of these climate impacts that we're all struggling with right now. So I looked at clean energy as an opportunity to use the transition to a clean energy economy globally as a lever for empowerment and economic opportunities for marginalized communities as well. So we can look at workforce development. We can look at better health impacts, fewer kids with asthma. This is a way for us to really attack a lot of problems by working on one particular topic area. So when we're looking at increasing social equity, all the strategies that we look to develop a clean energy economy, the strategies need to be designed and implemented with a Jedi lens. And when I say Jedi, I mean justice, equity, diversity and inclusion. And then we can all benefit from the extraordinary opportunities created by a just transition to a clean energy economy. So that is where I'm coming from. That's my personal perspective. And now I'm going to tell you a little bit about my organization, New Energy Nexus, which when I joined it a little over three years ago, there were 12 people. We were based in Oakland and we could all fit around a conference table. Now we are more than 100 people in eight different countries and we are impacting hundreds and hundreds of entrepreneurs across the globe. So it's been a very exciting and exponential ride since I got here to where we're at now. So New Energy Nexus is an international organization that supports clean energy entrepreneurs with funds, accelerators and networks. As I mentioned we started here in California and now we have programs in China, India, Southeast Asia and East Africa and we're looking at even further expansion. So our mission as an organization is that we support diverse entrepreneurs to drive innovation and build equity into a global clean energy economy. And the vision is 100% clean energy for 100% of the people. And that really spoke to me when I came on to New Energy Nexus. There is an urgency to this work and we know we have a limited time to address the climate crisis and this mission and vision of New Energy Nexus really spoke to me and called me from where I was living in D.C. out west for my own personal manifest destiny. So how can we use this moment in history to create systemic changes for the long term? And how can we work together as a collective to get the best impacts out of the work that we do? As you can see here, here's how rapidly we expanded in the last three years and now I'm going to tell you a little bit about our approach. So what I've already mentioned that we launch, accelerate, fund and scale entrepreneurs that we work with. And in all of the different geographies in which we work there are different needs of every community. Working with entrepreneurs in India is different than working with entrepreneurs in Vietnam is different than working with entrepreneurs in the state of California. So it's not, you can't really come up with a single model that is going to work everywhere. So we have kind of a mix and match approach depending on where the community is, where the entrepreneurs are at in terms of their stage of development. And so those are the types of activities that we have and this is the type of impact that we have. We are supporting entrepreneurs in 15 different countries and just as an FYI this was the 2020 report. I think we're getting updated information for 2021 presently but so far we've in 2020 supported 453 startups. We had 39 program cohorts around the world. We invested almost, well, more than $26 million and we always look at job creation as a metric of success. And we created with our entrepreneurs, with our partners almost 5,000 jobs globally. So here we have, these are our Southeast Asia programs. These programs work as kind of a unit. They are really working together and leveraging the work of each other. They do a lot of cooperative efforts and partnerships and they are in really close contact. They are in Thailand, Vietnam, Indonesia and the Philippines and they're conducting boot camps and hackathons. They're running accelerators and training programs and they're building cooperative, collaborative partnerships throughout the region to establish and grow a clean energy ecosystem. And it's really taking off. My colleagues in the region are really excited about how far they've come. In China, so this next slide is about our, just an example each from China and India. They're doing more than this but these are just the examples from those two areas. The Excel accelerator implemented in partnership with the Energy Internet Research Institute and Singha University is for growth stage companies and it provides corporate partnerships and pilot opportunities and market expansion. So they take entrepreneurs that are fairly mature and they are partnering them with energy, industry, utilities, folks that can mentor them and then potentially collaborate with them on pilot part and demonstration projects and hopefully expand their market throughout the region. In India, an example of our activities is the Electron Vibe Business Case Competition and this is for mature power sector start-ups that are, and this is implemented in partnership with the Regulatory Assistance Project in India and I will make sure that all of these slides are available to you after the fact so that if you want to check out more details about what we're doing globally, you're more than welcome to and I have the links to each of our programs in the slides. So our Uganda program is a unique program in that we didn't launch it from the ground level. Well, it's Inventure. It was a non-profit organization that actually was launched by one of our board members that helps entrepreneurs who are trying to build businesses. So this is more of a small business support for rural communities who have a lot of issues with access to clean energy. So we are supporting business people, small business people to start shops and sell solar lanterns and clean cook stoves and solar panels and all of the accoutrements that might be needed by people in remote communities that don't have any access to electricity and then we're hoping later down the line to have more distributed energy resources move into those communities so that they have a more stable source of power. And so far with Inventure, they have really done some amazing work. They have gotten over 100,000 people access to clean energy products. Their carbon offsets right now are 63,000 metric tons. They've created 650 jobs in remote communities throughout Uganda and 70% of those jobs are women. So around 455 of those jobs are going to women. And they've made 123 investments across small businesses throughout Uganda. And the way that the program works is that the seed incubator starts with small amounts invested in a large number of community-based organizations. And then as these community-based organizations start their work and they show some really encouraging results, then it goes to the growth accelerator. And then so the more successful ventures receive additional funds and financial management support and investment readiness so that they can launch their business and be independent of the support we're providing. And it's really amazing when you can start a business like this in a small rural community, how it changes lives. You know, solar pumps for water, clean cook stoves, like that has health impacts, that has time impacts. That could allow a young girl to go to school instead of having to go schlep water to their home. And so it really does have exponential impacts when you can provide these clean energy innovations to people who don't have access. We also started a program in New York State called the Clean Fight recently. They are funded by NYSERDA. And it's exciting because they support growth stage companies to scale in the New York market. So their application process, it's open to global companies as long as they're planning on running some of their operations out of New York and working as New York is part of their market. And so NYSERDA is the New York State Energy Research and Development Authority. And so that's kind of analogous to the California Energy Commission. And the program provides business development, tailored support services, and non-dilutive grants of up to $250,000. And for anybody interested who has a relatively mature company, or if you know anybody that does, the next round of applications for this program is in May of 2022. So you have a little bit of time to get ready for it. But I did want to make that announcement in case any of you were interested in applying. Then we have the third derivative program, which is organized in partnership and implemented in partnership with the Rocky Mountain Institute. And this program is open to early stage companies with hard science, hardware, software, and business model innovation, which is kind of unique. A lot of these support programs focus on hardware because they seem to think that software, it's easy to get money, it's easy to get investments for software. And a business model or business innovation, that's also really challenging to get funded for. So this is a very unique program and it's also open to global applicants. This one has a rolling deadline. So as you are ready, you can go ahead and apply to this accelerator. And what they do is they support entrepreneurs with a 16-month long program, and they provide early and follow-on investment. There's a $100,000 convertible note involved that's optional. There's tailored coaching on business models and monetization pathways, and they really do make some incredibly strategic partnerships. They introduce innovators to funders and corporates that might be interested in acquiring the innovations. So now we're digging even more deeply into what my main area of expertise is, is the California programs. That has been the focus of my work since I arrived a little more than three years ago. And I'm really proud of what we've accomplished here in California. So our work here for the CalSEED and CalTestbed programs is funded by the California Energy Commission through Electric Program Investment Charge funds. And they're referred to as EPIC, and these two programs are sister programs. CalSEED accepts very early stage from technology readiness level two to four. CalTestbed is a little bit later. It's the next step in the pipeline of support that we provide, and that's for technology readiness level five to seven. So you have to already have a prototype ready for testing for CalTestbed. And this was a really strategic move by the CEC. I'm really impressed with how thoughtful they've been about making sure that entrepreneurs at every stage have an opportunity to get support from the state. So, you know, Bravo CEC, this is really clever, cleverly organized. In terms of the CalTestbed program, or the CalSEED program, pardon me, they've had four cohorts so far, and they've funded and accelerated around 100 companies. So they've been in business longer than CalSEED, CalSEED, or CalTestbed, sorry. We just are getting our second cohort for CalTestbed into contract right now. CalSEED has done an immense amount of work working with entrepreneurs, and they are partnered with Clean Tech Open. And Clean Tech Open is an accelerator that, you know, runs trainings, provides mentors, is really helping these clean energy innovators to think through what essential business documents do I need to have in hand? How do I reach out to investors? What kind of marketing do I need to do? How do I do hiring? Because some of these entrepreneurs, these innovators, are the scientists. They don't necessarily know a lot about, you know, communications and outreach and grant writing and all of those kinds of things. So getting this kind of assistance early on is really, really important. And CalSEED also provides $150,000 of non-dilutive funding. So that's a huge deal for entrepreneurs. Getting that cash in the door to just run operations and make sure that they're keeping the lights on is really valuable. Then further on in the process, there's a business plan competition that the entrepreneurs can get an additional $450,000, which is also a pretty big deal for these companies. So you can get up to $600,000, non-dilutive funding through CalSEED. And just so you know, the next solicitation for CalSEED is going to be in 2022. You can look at the website to find out and get more information. And I'll tell you about how we connect, we can connect you all to the community a little later. So then as I mentioned, CalTestBed, I'm really excited to have the opportunity to have launched this program. I drafted all of the foundational documents from, you know, Ground Zero. And it was really exciting to have this blank slate and then build this amazing program, this amazing community around just the seed of an idea that the California Energy Commission had. And even there were doubts in the beginning as to whether or not this would work. But I do want to mention that in a recent issue of Scientific American, a gentleman named Daniel Schwartz, he's the founding director of the University of Washington's Clean Energy Institute. He published an op-ed in Scientific American espousing the value of robust testbed facilities built on a framework supported by a public-private partnership and that that is the best way to accelerate the development, scaling, and commercialization of clean energy innovations. And in that op-ed, he mentioned CalTestBed as an example and I couldn't tell you how tickled I was to see that in Scientific American because a lot of the work I've done in my past has been very low profile behind the scenes, not really, you know, I don't get a lot of kudos for it, but that was really exciting to see this program mentioned in that op-ed. And I really appreciate it. So now knowing, realizing that CalTestBed, the way that we've developed this, I also want to mention that we got a National Lab Consortium Award for Outstanding Partnership this year, which is a kind of big deal for me as well because CalTestBed is partnered with Lawrence Berkeley National Lab and nine campuses of the University of California. So we have more than 60 lab facilities under an umbrella that's available to entrepreneurs who apply for and get selected for a voucher of up to $300,000 to test their innovations in these labs. There's another really key thing about CalTestBed, which is exceptionally cool, is that we built in that entrepreneurs can hold on to their IP. We made special agreements with the university and we crafted a tripartite agreement structure with lots of flow down terms and conditions with that in mind to make sure that the entrepreneurs can hold on to their IP and that they can publish if they choose to, they can partner with the university if they choose to, but we give them that option to be really mindful about walking the line and crossing over that IP threshold to make sure that the entrepreneurs can hold on to it. We also created a streamlined agreement structure for all nine University of California campuses, so you don't have to look through nine different options when you're looking at working with a testbed facility. Now, Lawrence Berkeley National Lab, because it's a federal facility, they have their own special flow down terms and conditions, but the two agreement structures are fairly analogous. So we tried to make sure that this process was streamlined, clearly defined, clearly understood. I communicate a lot with our entrepreneurs. We have an ombuds person at each one of the campuses, so there's 10 ombuds people that are the main points of contact for each campus. Then there's a whole slew of principal investigators that are organized by the ombuds people, and it's really an extraordinary structure. It's unique and innovative and gigantic. I think it may be the largest clean energy testbed program in the country. So I'm just thrilled about how all of these partnerships that we have with the University of California Office of the President, with LBNL, with our regional innovation cluster partners, these partnerships are critical to the success. So now I want to show you a little bit of where CalSeed and CalTestbed fit in to the California Energy Commission's strategic pipeline of support for entrepreneurs. So CalSeed, you can see, is at the very beginning. CalTestbed is the next level of support. Then there's Bridge and Ramp that are two programs that are not run by New Energy Nexus, but they provide support for pilot and demonstration projects and further commercialization efforts. So the CEC has been really mindful about how they've designed this strategy and really mindful about what entrepreneurs need. I also wanted to mention that this innovation ecosystem is really important. There are, here you see, four innovation ecosystem cluster partners. So there's Activate, which used to be called Cyclotron Road. There's Blue Tech Valley that's located at CSU Fresno. There's Lacey, which is the Los Angeles Clean Tech Incubator, located in LA, and they have their own facility that's really amazing. And then there's the Southern California Energy Innovation Network that serves the greater San Diego region. And so for CalSeed and CalTestbed, New Energy Nexus is on a monthly call with all of these folks that's organized by the CEC where we talk about statewide priorities and ways that we can collaborate and support each other. Ways that we can use our networks, leverage our expertise, help each other when we're working on events to help advertise and solicit moderators and panelists. So we all are very, very collaborative and cooperative. And this is one of those situations where a rising tide lifts all boats. We all look at each other and try to build up the ecosystem because it's good for all of us. And it's good for all the entrepreneurs that we serve. So now I'm going to talk a little bit about what makes it work with New Energy Nexus because I talk to you about all of these disparate programs in different countries, what we're doing in California, what's going on in New York. We also, as an organization, really make an effort to communicate, collaborate, and replicate. These are things that are really important. So when we are working together, and I'm working on some sort of Jedi strategy, like an equity-in-equity-out model for CalTestbed, and my colleagues in Indonesia or the Philippines are looking to develop something similar, we share these kinds of ideas, these strategies across all of our geographies so that we can take what works for our cultural context, for our situation, for the stage of entrepreneurs that we're helping to support and use that. And so I strongly recommend to listen to your colleagues, listen to the stakeholders. Before we started CalTestbed, I had focus groups with entrepreneurs to ask them, what are the biggest priorities? What do you need? I had focus groups with the principal investigators from the labs asking, what is feasible? What can we realistically ask you to do? How would this approach work in your research calendar? What kind of processes and strategies do we need to implement to make sure this is a smooth-running program rather than something that will just crumble and fall apart? So listen to the stakeholders. Figure out what their needs are. Make sure that you incorporate all that feedback into your planning process and strategy. Then also, when you're conducting outreach, be really strategic about who you're going to talk to and make sure that you're inclusive to make sure that you're bringing in communities that are not necessarily always the first to be invited to the party. Make sure that you are being inclusive. Think through associations and organizations that support various communities in clean energy. There's an organization called the American Association of Blacks and Energy. There's an organization called RISE. It's Women in Renewable Industries and Sustainable Energy. There's all of these types of organizations and associations that you can reach out to and bring people in to widen the circle. It doesn't mean to the exclusion of others. It just means widening the circle and bringing more people into the tent. So that's really important when you're thinking about who you're reaching out to and what kind of impact you want to have. Then collaboration. Our partners are critical. If we did not have this partnership with the UC Office of the President and Lawrence Berkeley National Lab, we would never be able to run a Cal testbed program. With CalSEED, their partnership, the partnerships that they have with Clean Tech Open and with the Green Lining Institute that has helped us develop a strategy on Jedi strategy on equity and inclusion and diversity. Those partnerships are critical. The partnerships we have within the ecosystem where all of the regional partners are feeding applicants into our process. That is critical. So make sure that when you are partnering that you are thoughtful. That you, what does a healthy partnership look like? It's commitment, respect and follow through. Make sure that when you make a commitment, you stick to it. Make sure that when you work with a partner that you're respectful of their time. Make sure that you're respectful of their thoughts. Make sure that you actually say thank you. A lot of people ask for help and then walk away after they get the help. I think developing these partnerships means with any good relationship, it requires nourishment. And then follow through. When you say you're going to do something, do the thing. There are a lot of people that right now, I'm finding it, it's almost a pandemic of people not following through on what they've promised to do. And as far as I'm concerned, my word is my bond. When I make a commitment, I follow through. And so I just expect that of everybody I work with. And then in terms of replication, I mentioned this before. When you develop an approach that works, examine it, adjust for context, and then replicate it. When we're looking at the program in Uganda, where we're supporting small business people, where we're doing training opportunities in solar installation training in Southeast Asia, those training components can be replicated pretty easily to help build a whole industry and a workforce development effort that provides a lot of people who are skilled workers in this space. And this space is growing, it's massive, and it's going to be billions and billions of dollars. So this is an opportunity that we need to leverage to help people and to help ourselves in terms of this climate crisis we're currently struggling with. And then also just constantly collect feedback, constantly make improvements. And so I am wrapping up. I have a few extra bonus slides that has more information about the CalTestbed program, but I'm going to wrap up right now with this slide, which shows you the multitude of opportunities to connect with our network. So New Energy Nexus on our website, it's NewEnergyNexus.com. Down on the bottom of that home page, you can click on a way to opt into getting our newsletter. That newsletter has a ton of amazing information. It is funding opportunities, it is job announcements, it is events. It's a really, really powerful and valuable resource for folks who are trying to do work in the clean energy space. We also have a Slack channel that has more than 3,000 folks on it globally. And it's a very robust community, and please feel free to join it. We have a YouTube channel that has a lot of videos from the past if you're interested in watching any of our videos. And then Twitter, there's a NewEnergyNexus handle, there's a CalSEED handle, there's a CalTestbed handle. I'm sure there's more from our programs. And also if, I mean, I have my own handle, it's at 1-0-LY, at Tenly. I made it super short, so it would be easy for people to fit in. So if, you know, feel free to follow me, connect with me on LinkedIn. There's NewEnergyNexus and CalTestbed is on LinkedIn, and we also have a Facebook page. And then finally I want to mention the Empower Innovation Platform that the California Energy Commission created. They worked with a consulting firm to create almost like a LinkedIn for clean energy. And clean energy companies can create their own pages. There are opportunities to find events and funding opportunities on it. It is a really incredible resource, and there's a lot of information about prizes and competitions and all of that opportunity to get funding for your efforts. So I highly encourage you to connect with the Empower Innovation site as well. And on that note, I would like to say thank you and ask if anybody has any questions. Hi, thank you so much for a very interesting talk and really an opening. I'm a freshman, so it's very exciting. I'm also from Thailand and this is the first time I've heard Thailand talked about at all since I've been here. I was also wondering like in terms of implementation of these ideas, you know, because it's ultimately to do with infrastructure and coordination with the public system. Given the history of sub-usation being turbulent in terms of political stability and transparency, how has it been implementing projects in there? Has it been fruitful, or has it been measurable but not scalable? And if so, what are some considerations when you are branching off to these countries where historically like projects in the public scale has always been bombarded with corruption, I suppose? That is an excellent question. And I'm going to go back in my slides to some of the efforts that we have in Thailand. As I mentioned, we're working in a lot of challenging areas. I mean, the China program, it's a really huge challenge to work there as well as a nonprofit organization. There's, you know, some hoops that one needs to jump through to make sure that they can work with government officials and research institutes and things like that. In Thailand, we are just launching and just trying to build right now a very, there is a very small ecosystem of folks interested in clean energy, but there are a lot of international development organizations that are interested in funding clean energy efforts and particularly with this idea of leveraging those efforts to improve international development and improve opportunities for rural communities and reduce pollution in all of those efforts. So there have been two big hackathons in Thailand. There's an accelerator that there's a second cohort underway, but we are starting at a very different level than in California, which has traditionally had a ton of support for clean energy, has all of the political will behind it from, you know, the governor's office, has a lot of really sympathetic folks that live in California and as the fifth largest economy in the world, there's an economic driver here that doesn't exist in a lot of other places. And so it is, we are starting small, but we are working with these international development institutes and trying to work with universities and workforce development organizations that rather than working directly with the government, we can work with some of the institutions outside of the government to help breathe life into the clean energy ecosystem. I've actually got a question, but I've been really impressed by the work of NYSERDA over the years and I was curious to learn more about sort of how NYSERDA and New Energy NEXUS are partnering in that clean fight, I think you called it, a program, just trying to learn more about New Energy NEXUS. What things does NYSERDA do in that partnership and what does New Energy NEXUS do? What are the different roles? Well, NYSERDA brings the money. That is a lot of what they do. They are our funder and they kind of structure what they envision the clean fight to be and then we take those instructions, that blueprint and build it. And so they also are partnered with us on the focus of what technology areas are going to be, the focus of the latest, they call them chapters, I call them cohorts. So apparently chapters one and two focused on decarbonizing buildings. So big residential buildings, big commercial buildings in New York, that's a big deal. If you can get a lot of energy efficiency in those types of buildings, that can be a game changer in terms of pollution and energy savings. This next one is going to be focused on energy storage. And so NYSERDA works with the leaders of the clean fight to determine what's the next strategic pathway that they're going to focus on. And we get similar guidance from the California Energy Commission, particularly with CalSEED. CalTestbed, we have 10 different technology areas. It is really pretty broad what we will fund for vouchers in all different technology areas. I have a extra slide on that. Here we go. So we have a directory of all our clean energy entrepreneurs that we work with and a directory that's almost 300 slides long. It's a PowerPoint PDF of all of the capabilities of the testing facilities. And so when applicants look to apply to CalTestbed, they look at all of the capabilities and pick their first, second, and third choices so that we can match them up for consultations and then put together a scope of work and get them in the lab and testing stuff. But these are the 10 different technology areas. It's building technologies, energy efficiency, energy storage, grid technologies, industrial and agricultural innovations, internet of things, material-based, renewable generation, transportation, and water technologies. So that's a huge swath of the clean energy industry that we're willing to fund. But there's no software. We don't fund software and we need to have, you know, a prototype to bring to the lab and do the testing on. Thank you. Sure, of course. Hi, thank you. I'm curious to know if you are planning to expand your efforts to Latin America in the meet or short term? That is a good question. I would personally love that. I don't know. I am not sure what my CEO, so the CEO of New Energy Nexus is Danny Kennedy and he is kind of a mover and a shaker in the California clean energy ecosystem. I don't know if there are plans in the future to expand to Latin America. I think we are planning to do some work in Nigeria, but I'm not sure where else in the world we're looking at expansion because it was a lot. In three years going from 12 to more than 100 people and going from California to eight countries. So I think we're just kind of taking a breath, figuring out what works and what doesn't, and then reassessing where we're going to expand. But Danny really wants to make sure that we touch and support 100,000 entrepreneurs. I forget the date that he wants to do that by, but it's a pretty audacious goal. And so I think for us to be able to do that, we'll have to do some more expansion. I had one, if you don't mind. So given what you've said and where you're headed, I wonder nowadays if you've thought about or are already collaborating and getting support from either financial or ideas or endorsements from two entities. One is the Philanthropic Center, Fullstop, which seems like it would be logical given their objectives. And two is the tech sector, which has now gotten way into sustainability as we've heard here and elsewhere in the news kind of almost every single day. Have they been or are they already potential allies of yours or do you have plans to extend your reach in those directions if only to collaborate and coordinate with them? Certainly. Well, the Philanthropic Sector has been a blessing to New Energy Nexus. We've gotten funding through the IKEA Foundation, Hewlett Foundation. There's quite a few. We also get funding through government grants. And so, yes, we are working very closely with the Philanthropic Sector and we're trying. We just hired on some development folks that are going to be even more strategic about putting together proposals to get additional funding because as much as government funding is amazing, they don't like to pay for overhead expenses. And so, we need that cushion of just kind of unrestricted funds to pay for our space that nobody's sitting in right now and all of the things that are unrestricted costs. And then additionally with the tech sector, one of my mandates for CalTestbed is that I build a national network that will help bring in these next level partners. And so, I hold an annual symposium. My symposium's going to be December 1st and 2nd. We're going to have panels with the entrepreneurs on the panels where they can do a three-minute pitch and then talk about, have a moderated discussion about the challenges they face, the specific sector they're in. I think this year we're going to have two energy storage panels. One that's going to be focused on the entrepreneurial journey and what challenges they face and what they could use from the support community. And then another one is going to be on renewable generation. And then we're going to have two panels of next level partners. So, I'm looking for utility officials like folks who could be good pilot and demonstration partners. I'm also going to be reaching out to folks in the ports because the ports are actually really great pilot partners for these clean energy innovations. And then the other next level partnership panel, I'm inviting the chief commercialization officer from the U.S. Department of Energy, and I'm inviting some big investors to talk about what they look for when they're trying to support clean energy companies. Like seeing it from the entrepreneurs eyes first and then seeing it from the folks who are kind of picking and choosing who they're going to fund. So, the symposium is like the first half of December 1st and 2nd so that people on the East Coast can participate as well. Great. With that said, given the timing, I think we should move into your up close and personal with some students in the class. So, thanks for an inspiring talk. And thanks to the audience for excellent questions. Thank you all so much for coming and for your interest. I appreciate it.