 The journey I've been on over the last few years is realizing that as we've got better at making things with a generation of technologies, we've learned to work faster, build things more reliably. There have been movements like DevOps. There's been the introduction of cloud. There's lots of things that have got us better at building things. We have created a space where we can start to think less about how do I run a big IT program? How can I focus on lots of software development? But how can we think about how an organization delivers services? And that's usually a rounded thing. It's usually got elements of a supply chain to it. It's often got customer service and front office operations. There's lots of moving parts when you're thinking about how you deliver a service. And got very involved in efforts to bring not just the wave we had with DevOps, where we had technology operations, people working with technology development people more closely. But forming teams where you've got people who are developing strategy or policy and people who are close to users in a face-to-face setting, working collaboratively to think about how they can improve services. And I think that that's an important thing for everybody who's thinking about where we go with agile, where we go with technology to engage with. But I think it's probably most relevant for people who are involved in transforming large organizations where there's a lot of effort often to bring transformation in the sense of helping people grasp a new generation of technology. But if we really want to change how large organizations work and tick and how they deliver for their users, we actually need to be a lot more inclusive and a lot more expansive in who we think about bringing into our teams. So I hope to share some stories about that, some lessons of where that's worked and equip people to bring more people to their table.