 What Japan is missing is a culture of entrepreneurship, allowing failure. Because, you know, the worst you can do in a big company is to fail. Because then your career path is stopped. But it doesn't matter if you are an entrepreneur, you start a company and it doesn't work. And you realize what the problem was in the United States. This person gets a second and a third chance because he now knows how to do it. So he was very close to the city. So I was very close to the city. When I entered the city, I was a senior. So I had to look at the city. After the war, there was a convention. Everyone was a convention. After it was successful, there were many regulations. There were a lot of regulations. There were a lot of regulations in Japan. If you put it together, it's over. So there was a lot of restrictions. You can't borrow money from the bank. So there were a lot of regulations in Japan. There were a lot of regulations in Japan. But if you want to incentivize startups, you have to be more relaxed as far as taxation is concerned. As far as the rules are concerned, when you have to start paying taxes, in order to lower the risk for both entrepreneur and venture capital. The traditional Japanese universities have to be also more flexible. They have to be better organized in their governance principle. They have to be more professional in their technology transfer. So the point I'm making is not just money. We also have to change the culture within traditional universities. That's why OIST is attractive. I've been in Japan for a long time. When I first saw it... I thought, this is incredible. Right now, it's better than the world. It's number 9. I'm sure it's amazing. That's very cool. But I'm only doing the basic research. I wanted to do basic research. In a study in the United States, they have analyzed every patent written, every patent over the course of 10 years, 75% of the citations, so the references, comes from publicly funded research. The most successful, to my mind, models of university recently are Stanford, MIT, Caltech, Boston area, why is that? Because the intersection between academia and business is so close, and it's working so well. And this is what we take. This is what we need in Japan. You need a very strong transmission axis between academia as the intellectual center, but professors are no good in founding companies. You need the industry. You need the spirit of making a product to be successful on the market, and nowadays this only works if people are in the environment together. We have, of course, Kubo Kawa was the board of government before he retired, and we have also Kitano-san, who is a general professor, so there are some contacts with so many. But we need more. The best people want to think about problems themselves. But if you think, for example, there will be a new area in semiconductor business and you finance a professor in this area, that is something which will benefit both basic research and the company. So that's what I'm saying. You have to think, not suppressing the creativity of individuals, you just give them the task. Well, the Japanese government has done a pretty good job recently in generating what they call the moonshot programs. They selected areas of research where they feel this is important for Japan as a whole, as a society, or as a business country. But obviously, if you do a moonshot, it means you think you know what the future will bring. On top of this, you have to have the free spirits working. Don't exclusively do the moonshot type research. You need also the free research to come up with completely unexpected ideas. That's why, for me, a good balance between the moonshot type programs and the free basic or fundamental research, this is what we need. Japan is in need, in dire need, of a major reform of the, you know, fundamental research slash university system and that can be done in two ways. One, obviously, you demand from the government, unless they do it, you do not provide funds. The second, you can incentivize in certain areas, not changing much, but then the second, the route will be a long term route. So you need to think of ways how to enable that. You can't be able to join the company, or not be able to do the research. So maybe they take all the room and then work on the research that they really need to do. Maybe we could think of systems in magical and come up with that. Instead of ventures, they maybe, we think of them opportunities and then develop the thinking of what the time is. I was talking to investors and they said, you know, who owns to me? They asked me, who owns the patents? I said, we do. And he said, they answered to me, well, most of the Japanese university persons wouldn't know who owns the patent. Because if it's the professor, this is a very difficult route to make tech transfer. So you have to have a very clear cut technology transfer and IP property route. That's the one thing. I would think every CEO, not just the business person, everyone has to be educated. So OIS is trying to establish a new platform of educating all levels. That is a model, let's call it life-long learning. Considering an aging society will be even more important in the future. I think it's the same for me as well. The current industry is too closed. I want to close the gap. So I think it's better to expand the development of research. I think it's better not to work in any company. I don't think it's good to work in Okinawa. So I think it's important to have more freedom.