 All right, we'll get started. Good morning, everyone. My name's Sean Dunn, and I'm with IHS. So we actually have an office here in Bangalore. I'm from Calgary, Alberta, Canada. So it's significantly warmer here than it is back home at the moment, which is OK. I don't mind. And I'm an internal Agile coach with IHS, which is actually quite interesting and unique because it means I'm an employee of the company. I'm not a contractor. I'm not a consultant. But I have the wonderful opportunity to work with teams, internal teams, across the globe on a daily basis. So I kind of fell into that position. This wasn't something I thought I would ever be doing in my career. I kind of fell into it by accident. But I absolutely love it in being able to interact with everyone. And thank you to my local colleagues here. We've been so hospitable. It's been a great experience. This is my first time to India. So what I'd like to talk about today is building a self-sustaining Agile organization. And what do I mean by that? With my experience over teams in the past few years, despite all the difficulties, it's actually not too bad to get teams from, whether it's waterfall or just anarchy to, OK, let's get them to do some basic Agile practices, whether it's Scrum or Kanban or something like that, that's actually not too, too bad to do. But then when we start thinking about, OK, how do we make sure that we don't lose those gains, this new found agility that we've discovered? How do we make sure that it isn't just the flavor of the months or the flavor of the year, that for one year, five years, 10 years from now, beyond my current tenure, how do we know that it's going to persist? And so this is kind of the question I started out trying to answer as I was working with teams. And they were getting quite fluid and quite proficient with the understanding of the principles and the values. They say, OK, well, this is great. We've got people who are really, really understanding the principles and the practices and the values and putting them to use and experimenting the methodology. But that's today, how do we know that's going to last and not end up like our Leaning Tower of Pisa here, where centuries from now it's off-center or even worse? Unfortunately, there's actually several examples, at least one I can think of, of quite large companies who've invested millions and millions of dollars of getting Agile coaches in and doing Agile training and really being invested in it. And actually, a few years later, five, six years later, they've ended up kind of.