 Thanks very much, Adrian. And thanks to Christine and the European Central Bank for inviting us all here today. And congratulations. I think it's been an amazing conference. As Adrian said, I was in Singapore yesterday, but I did watch the power panel from there. And how amazing was that? And I think it shows how far we've come in terms of communication at central banks that you could have a panel like that. So hats off to Christine and to the ECB on pulling that off. Look a bit under the gun on time, so I'm going to fly through this. And Christine in her excellent presentation covered a lot of ground. This slide was just to say, you know, the IMF takes communication seriously, obviously at the highest levels, even with our board weighing in every couple of years looking at our strategy. And this is what they said recently. These are basically the guiding principles that we adhere to. But I want to really get to the story of the IMF journey on communications. If you had Googled the IMF even 10 years ago, the most common descriptor was secretive. Secretive institution. So that was kind of the first phase of the journey. The fund then moved to what I'd call the transparency phase, where we had a website, imf.org. We began to publish all our article fours, essentially the annual health checks of countries, and began outreach, but mostly to the media. It was kind of a focused outreach. And then the third phase, which is ongoing today, is the recognition of communications as a policy tool, including our board recognizing that fact, and outreach to broader audiences and using the full panoply of communication tools. So what's been the context for this journey? In my view, the overarching context for the funds communications efforts today is really the aftermath of the global financial crisis. That has led to the slow recovery that we've been seeing up until quite recently, what Christine Lagarde called the new mediocre, with sustained levels of low growth, increasing inequality. And this, in turn, has contributed to what we all know, the rise of populism, the backlash, at least in some advanced economies, against globalization, and the pushback against elites and institutions, and even the discarding of experts and facts. Christine talked about what I'm calling here the trust deficit. We've all seen this Edelman barometer before. The striking thing for me, actually, is that the media and government are less trusted than civil society and business. And of course, we're also all very familiar with this, the communications revolution, which is ongoing, the speed factor, the 24-7 news cycle. Again, for me, the more important thing is the massive shift in how people receive their news and information. It's this customization of news by their own particular favorite social media website, leading to the echo chamber effect. And some might say the birth of the post-facts or the post-truth world. So what does it all mean for IMF communication? Several things. One, we need to broaden out our audiences. So on the far left there is the traditional IMF audience. So that includes central banks, finance ministers, as it says, their governments, market watchers. So that was the traditional IMF audience in that first phase of the journey. The new audience that we moved into in the transparency phase was reaching out a bit more to think tanks, academics, civil society, and the other groups listed there. Today, I think what we're looking at is what I call the new, new audience. And by that, I mean the non-experts, influencers who may or may not be economists or certainly not technocrats, but they are professionals. They're entrepreneurs. They're business people. They're women's groups. They're youth groups. They're influencers. They've got large social media followings. And they influence those other two groups very strongly. So we need to broaden out our audience. We need to make our messages more accessible to reach this broader audience. So that means shorter videos. It means really working on that executive summary to our usually very dense documents so that the summary is understandable to non-economists. And press releases now, we don't do paper press releases. It's all digital and looking increasingly at storytelling. I don't know if you saw or heard Christine Lagarde's speech at our recent annual meeting, but she was talking about the global upswing and what the policy recommendations are for that global upswing. And she couched it all in the story of fixing the roof while the sun shines. And she used that metaphor to tell the story of how the global upswing can be used to implement the policies that we know are required. She also, if you haven't seen it, gave an excellent storytelling speech at the Bank of England about a month ago. Andy was there on the topic of fintech. And again, she told that very much in storytelling mode. So of course, we engage on our traditional macroeconomic issues with our traditional documents, but we are also now communicating on what we call other macroecritical issues, some of them there, inclusive growth. I mentioned fintech. You see some of the others there. So these are issues that are germane to the IMF's work to our mandate. They are macroecritical, but they're also issues that people see as relevant to their lives and actually interesting. And so they're issues that people are sometimes surprised to see the IMF tackle. And they look at the IMF, I think, in a little bit of a different way. So we use traditional communication tools. Those are some of them. But we also use the new tools for this TLDR world. We all know what that is, right? It's too long, didn't read, which is the world we are in. So again, it's using some of these new tools to cut through. We're continuing with our existing conversations with the groups that I mentioned. But we're also engaging in new conversations via directly on Facebook, on Twitter, on LinkedIn, all the tools that you're very familiar with, the digital platforms. And we have a new guiding principle in a way for communications, and that is it's digital first and it's mobile first. So over the annual meetings that I just mentioned, we had 1 million visitors to our website over the course of three or four days, which for us is really quite a large number. It's the largest number that we've had. So coming to the end, to Adrian's relief, so what difference does it make? Does it make any difference? How do we know? So we measure the traction of our communication because it's all about the traction of our policy advice. That's what the communication is for. And so we look at the numbers, we look at the surveys. As I mentioned, we look at who's coming to the website, all of that. But even more importantly, we look at the demand for IMF services, which is increasing. Capacity development, for example, which is one of our main lines of work along with lending and surveillance. We reckon that the excess demand is somewhere around 40 to 50% right now for IMF services. And our membership support is increasing. We have 189 countries. We recently were just supported via a quota increase for our doubling of our resources, very important vote of confidence from the membership. And what I'd say is I think we've come a long way from the secrecy that I mentioned, but we have a long way to go. What have we learned, finally? It's about being strategic. What does he mean by that? You know, it's about avoiding what I would call the quantity volume trap. It's not just about counting numbers and hits on websites. In a way, the old communication rules that we all learned a long time ago still apply. By that, I mean it's about knowing your message, knowing your audience, knowing your platform and customizing them that way. That has not changed. It's about connecting. You know, they used to say about the IMF that it stood for, it's mostly fiscal. I think by dealing with these new macro critical issues that I mentioned, we are connecting to people's lives in a different way. It's not abstract. It's real to them. It's about a two-way street. It's real engagement. We talk about listening, but it's real engagement and that means consultation on the big issues. So consulting with civil society, for example, on social protection or on governance is really where the rubber hits the road. And finally for us, it's about being global. I think that distinguishes us a bit from, you know, the ECB and others. As I said, we have 189 countries. So we have to speak to the issues in a country-specific way. We have to be even-handed. Countries big and small, rich and poor. And, you know, we have to speak in multiple languages. We've got seven on our website, but we also have 80 resident representatives in different countries. They've all got websites and they're all speaking in the local language. So that's the journey. This is Rachel. She was the avatar who spoke at our annual meetings recently in our youth dialogue at the IMF. And one of the things she said was, yes, you've made progress in communication, Jerry, but a bit of humility. And I want to end on the note of humility because we have made progress, but there is a long way to go in this fast-changing world of communication. And there's no finish line. It's all about learning. And that brings me back to why it's so important what Christine and the ECB have done and so important to have you in the room today. Thanks very much.