 We're almost, we've got about two minutes left so we'll just give some other folks to join us and then we'll get started. Okay, good afternoon everyone. Last day of the summit so we'll get started. My name is Nithya Ruff and I'm with Sandisk and I'm also part of the Women of Open Stack and this panel was put together by the Women of Open Stack. Every summit, I'll go into the next slide. So every summit we've been putting a panel together on some topic related to inclusion and gender diversity and fostering, you know, better inclusion in the community and increasing the number of diverse candidates working in the community. So this year we thought of talking about a world, you know, a really envisioning a world where there is a truly and completely gender equality and blindness to people from irrespective of where their gender color creed culture is. So this panel is about vision and it's about creating this vision of how we can get to that world. And what we did was we created a fantastic panel of people from across the industry who will talk about some specific ideas and areas where they have seen things work and where they've seen creating inclusion work. And from an open stack perspective, it's extremely critical because we come from, you know, hundreds of countries from hundreds of companies, thousands of contributors, 50,000 or more in the community, we have to work together in harmony in order to move open stack forward. So this is a very important topic. OK, having said that, let me go to a couple of quotes which are really very inspirational to me in terms of what diversity means and why it's important. The first one is from Steven Covey and it says, Strength lies in differences, not in similarities. It's differences that really strengthen us. It brings different perspectives to the table. The second quote is, Diversity and independence are important because the best collective decisions are the product of disagreement and contest, not consensus and compromise. And that's so true. One of the biggest business values of diversity that I have seen is better decision making and better innovation. So with that, I will turn to my panel and ask them to introduce themselves and also tell me why they decided to join this panel. And a quick shout out to Beth Cohen from Verizon. Beth is the one who put this panel together and unfortunately couldn't be here, but we want to acknowledge her contribution and spirit here. Ruchi, what brings you here? Hi, so I'm Ruchi Pargav. I work for Intel. I've been part of Intel for the last 25 years and done four diverse jobs. And the reason why I think I want to talk on this panel is when I first started working at Intel, I was probably one of the only women in my organization. I did factory automation. And I was not a person I made myself out to be. It's what they talk about the imposter syndrome. I used to dress up in dockers and shirt and Clark's shoes, just because everybody else in my team used to be dressing up like that. And I was not like that and then I did that for like seven to eight years. And then after I had my first daughter and I said, this is how she's going to see me, that this is warm and this is not what I'm really I am. And even then it was very hard for me to go and change myself. Till I saw some good role models and who not only women, but also men, who basically did not let the looks and how to be like everybody else that like, like, likes thing affect them. And that made me change and I started to make that as a mission of myself. I wanted to change myself and project what I really am be myself. And I think that made me much more successful both at Intel and whatever I did. So that's why I want to be part of this panel. Thank you. Being authentic. Yes, hi. First of all, I'm very honored to be asked to be a part of this panel. I appreciate the opportunity. And my name is Vince Brunson. I work at IBM, been working at IBM for 23 years now. And I manage a group of OpenStack contributors, 17 in total that contribute upstream because you're probably looking at me and saying why is this guy on a diversity panel, you know? You wouldn't think of me necessarily as being a diverse person. But it's what's interesting for me is of the 17 people that I manage, it's a very, very diverse group of people from college new hires to people that have been with the company 25, 30 years. And everything in between. So we've got a lot of diversity. And it's a challenge every day to manage the group of folks. Just because I want to make sure that everybody's included, brought together and worked together as a team. So it's a very interesting and hopefully I can bring some of that and help those others that are in the crowd managing a diverse team of folks. And maybe bring some insight from that perspective. Hi, I'm Nina Garagia. I'm also from IBM. I'm from development. I'm an architect with the IBM Cloud team. I've been with IBM about 18 years. And I think, like Ruchi when I started off, very often I was the only woman in the room. Very often I was the only non-calcation. And more often than not, I was the only both, right? And I found that you tend to feel more comfortable with some teams than the others. And over time what I realized was that you're actually part of the team. And the longer you're part of the team, the more you're contributing to the team culture. That the team culture evolves. So actually, irrespective of your position on the team, you can actually influence how inclusive that team becomes. And I found that as I started growing in IBM, everyone brings their own, and a lot of times it's not conscious biases, but it's typically unconscious, right? You almost have, you're forming first impressions, judgments. And it's really important that you take a step back and see what is the impression you're giving, right? Because that's what's forming your team culture. And as I said, it's not dependent on the position you are, but it's the fact that you're on a team, and the longer you're on the team, the more you actually create and change the team culture. Josh? Hi, Josh Kleinpeter with Cisco. I guess used to manage an OpenStack Cloud team. They all work for other people. So I can't say, like Vince, I have a diverse team anymore. I'm here because I guess in the last year, I don't know if any of you guys have followed GamerGate. There are a lot of really horrific things that people are doing to women in the tech community, just absolutely horrific. And I can't believe these people feel like they can. And while I would hope and pray that nobody at this conference is involved and would do anything like that, I do think that the little things that we do and accept and allow to happen can kind of have a butterfly effect to the larger tech community and things get out of hand. When people are unchecked, they're sitting in their room by themselves on a message board doing whatever the heck they want because they see, oh yeah, this cool person I like made some cute remark or whatever. But that gets out of hand eventually. And I think if we can do things to stop those things and all become brave enough to stop the little things, then hopefully that helps the big things from going away. Absolutely. Josh, very well said, all of you. Just my personal story, like all of you, I started in tech many, many moons ago. I won't even give you the numbers. And I was also one of the few women in my group. And in fact, I felt so isolated and felt incompetent because I just felt that I was different than everybody else. And I decided to get out of coding because of that. And then I ended up doing product management, product marketing because I felt there were more numbers and I felt more comfortable in that kind of climate. And so we are driving a lot of women and people who are just a few of them away from tech because of that. And so we do need to create a more inclusive environment, something that values what each and every person brings to the table. Because both the business case as well as the social justice case is so powerful to make sure that everybody is fully contributing and fully engaged in what they're doing. Okay, so we came up as a team with a bunch of questions. Now, if I can get the clicker to work. Okay, so it's going down is, there it is. And my eyes are not as good as they used to be. So I'm gonna take a look at the questions here. So what will this new world look like? I'm gonna start with the vision statement, right? What will this new world look like and how will it differ from the current one? So what kind of a world do you guys think we should be in? So I'll turn to a couple of you. Nina, what do you think that perfect world or that unbiased world would look like? Well, you can just be yourself and still be heard, be successful. Where you don't feel being different as a handicap. So everyone is valued for just what they bring. And then you won't look around and say, because you feel different, that's when you look around and say, am I the only woman here? Right, but if it's not an issue, then even the fact that you think of it makes it an issue, even if no one else around you is conscious of it, right? So when that kind of thinking goes away, that's when I think we'd be really successful because then everyone is just being themselves. And that's what you really want because that's where you get your differences of opinion. You're not trying to think a certain way or behave a certain way. What do you think, Vince? What do you envisage yourself? I agree with Nina on that. I think we need to focus on being ourselves. And when you look at somebody that you're working with that you don't see the person so much for whether it's male, female, their race, creed, crell or religion, whatever the case may be. We're all technologists and we're here about technology. And so getting down to that discussion of you can have a discussion with your peers where you really focus on the technologies and the ideas and the great things. And then I think at the same time we need to keep all these things in mind that we are still all different, right? And because of our differences and because of our experiences that we have because of those differences we bring that to the table which makes the technology that we produce just that much better. And so that's the world I would like to see and that's the world that I really work hard to try to foster in my team that I lead is to make sure that everybody knows whether you're brand new to IBM or you've been here for years and years and years, everybody's opinion is valuable and everybody's opinion has merit and lay it out on the table and have that discussion. And see what you come to. You guys brought up a really important point which is when you're authentic then you bring your true self to the table. You said that as well, Richie. And if there is an inclusive leadership style in the company and in the team then it really takes advantage of the uniqueness that you bring to the table which then makes the end product better, whatever that is, whether it's a software or something else. So the next question I'll ask is, each of you as an individual, how do you think you can make sure that voices are heard in your team? And I'll really start with Josh and how do we solve something that you brought up? How can we make that butterfly effect happen with just ourselves? Can each of us make a difference? I think yes, I mean, I think in a lot of the teams I've worked on and regardless of the make up, there's always a person that's louder than everybody else. And I'm sometimes that person. And it could be really a challenge to rein them in and say, hey, and I think certainly as a manager, somebody in leadership, helping to calm those people down and make sure that other people are able to talk. I mean, just in simple like we're doing stand up and that person won't let anybody else do whatever they need to do. I think just simple stuff like that. And I've actually seen that a lot on my teams, especially because we're very remote, lots of people on phones. So it's very easy for the people in the room to take over conversations. And so watching out for that. And I think another thing is just prompting and helping. What do you think? You're quiet. How can I bring other people to the forefront and help them kind of come out and say their opinion? Because I think a lot of people that I've worked with maybe have great ideas, but they're very shy kind of to themselves or whatever. And so bring them out and let them light up their ideas and that's useful. That's fabulous. Richie, what do you think? So in addition to what Josh said, and I like to make sure and I would encourage most of all of you are part of some team. Is it working? So all of us are part of teams which are working on accomplishing some things. And there has been research done that let's take the case of gender. Those leaders who have either daughters or sisters in their lives, have like one or two sisters or one or two daughters. Of course, everybody has a mother, but we can't exist without that. But as yet, but right, who knows? And that's one thing men cannot do as yet. But going back to my point about take those people in who have sisters or daughters in their lives and put them in also make them be part of your team. You will see that they have a very different opinion of diversity. As opposed to like Intel has, like a lot of other companies, has taken a big target on inclusion and diversity. And it's not gender diversity, it's diversity of all kinds. But you will often find men say, why is there not similar effort for men or similar effort for white males? And it's a very hard question if you ask that to a woman who's being successful just because on her own merit, how do you answer that question? You feel that whatever you have accomplished is all lost at that point of time. So just make, an ideal situation would be when that question is never asked of anybody who's successful. That why was that opportunity not made available to me? Think about it, that opportunity which is available to the non-diverse folks today has never been made available to all the women, to all the other people of different lifestyles and diversity of race. They didn't have that. So we should stop thinking about it. All those things are just, and it will become at Intel what we do is to bring them in, we make that special, that you have to have that opportunity. But once you are in, you are equal because you are hired still the best. So that's where I think we should be headed towards. Really, really good points. And I think what you guys are bringing up is that managers and leaders of today have to be inclusive managers. They have to work on that muscle of how to bust bias, how to include people, how to make, empower everybody on the team to work successfully and bring out the best from a diverse team. Global teams, diverse teams, et cetera. So my question to you is, beyond, I really like the ideas that you brought up, Josh, which is everyday things you can do in meetings to prevent people from getting lost or not being heard. How can managers foster a team environment and an inclusive environment as a manager, what can you do? I mean, Vince, you've been doing that. You said you have a diverse team at IBM. How do you do that? How do you make sure that this quiet person is valued just as much as that loud person who sometimes dominates meetings and may feel that they're not being heard or that person who has a different lifestyle or one is a parent, one is a young person right out of college with different priorities? How do you make everybody feel included and valued? Well, I think it can be difficult at times, honestly. I mean, you have to, as a manager and a leader of a team, you have to balance the needs of a business versus the needs of the people. So you have to do the best you can around that. But I think I try to set up in my team, I try to set up the mentorships with others in the team. And if they don't have a mentor that fits them in the team, I work within the company to try to find folks, good, solid mentors that are senior people within the company or within an open community like OpenStack or what have you to help them understand and learn as quickly as they can. And I try to work hard to match those folks up with mentors that are not necessarily, if it's a female, I might try to match them up with a male. But I do it very carefully to try to, I want to make sure that they get the right mentorship or, however I try to manage that. And sometimes mentorships don't always work out. Sometimes they do. You have to be flexible in how you manage that as well. And that's been really successful for me is finding good, solid mentors for the folks in the community. And it teaches them that it's OK to speak up. It's OK to be heard because they have a good role model that they can follow. And sometimes it's even folks that have been with the company quite some time. You recognize that and you help pull them out of their shell a little bit and be heard and be included within the conversation. You're also saying that as a manager, I cannot always be the only person that they can turn to. Let's open up the resources for them to work with lots of other styles and people that they can be mentors. Absolutely. I mean, across IBM, as you can imagine, with nearly 400,000 employees, we have a lot of opportunity and a lot of diversity within the company. And I'm very proud to work for a company like IBM that has often led the forefront of a lot of the social justice as well within what they've done around hiring women and minorities and promoting that within the company. So it makes it very easy within IBM, I think, to do that. And Nina can probably speak to that even more than I can. But our founder, Thomas Watson, was a big proponent of that. And so I think it's part of our DNA a little bit that we look at that. And we want to be at the forefront of a lot of what we do there. So as a manager, I feel like in order to keep that going forward, I have to help along the way and make sure I continue to carry that legacy forward. Nina, as a technical leader, what have you been doing? And how do you also foster teamwork in projects you work in, in the open source community, but also across the company to community? Right, so the thing is when you're working in a technical team, right? I mean, ultimately, it's just the quality of ideas and the quality of work you do. But then it also comes back to Josh's point about who's the loudest, right? And I think when you're working in a team and when you're leading a team, it's really important not to just listen to the loudest voices, right? You really have to listen for the best ideas. And the best ideas are not necessarily, especially when looking at a diverse global workforce like we have, right? You have people in the room, you have people on the phone, you have people on IRC, right, even internally. And you have to make sure it's not just a loudest voice. If the ideas are not necessarily phrased in the best language, I mean, not everyone has English as a first language. And people sometimes are hesitant, right? It's not just because you're a female, right? You just could be, you know, you could be a, it depends on your personality type. You could just be a new hire who's come from a small town, who's, you know, getting used to the vastness of working with IBM, the vastness of working with the open source community, right? So making sure the voice is heard is extremely important. Sometimes, and you know, this is, everyone's heard this example, right? You know, someone says something, the team ignores it, someone else louder and more confident says the same thing phrased differently, and everyone jumps on it. Then it's your role as a leader to step in and say, you know, everyone's like, yeah, yeah, you know, whatever B said was great. And you step in and say, yeah, absolutely, right? What A and B said were great, right? But you acknowledge the contribution of the first person. That's extremely important. So that's almost your role, you know, to step in and make sure everyone's heard. And then once you start doing that, the others catch on. And whether that's, you know, on IRC, whether that's on the phone, whether that's in the room. So that's one thing you have to watch out for. And as I said, it's not just, you know, male, female, right? It's really personality types, right? The second thing you have to do is, because, you know, we had that really interesting session earlier, right? We were looking at statistics on contributions in the community. You can look at your managers to feed the pipeline, right? They do the hiring. But once they come in, I feel retention and growth is my role as a technical leader to foster that in my team as well. Because if your team doesn't feel like they're growing, you're going to lose them. And you will see that in the community as well. You can say all you want, right? You have to come in and do the code reviews, right? Try and fix some bugs. But there's only so long that someone can do that, right? This is their career, right? They need to have something to hang the hat on at the end of the day. Because that's when they feel you're trusting them to do something technically. You're acknowledging what they bring to the table. So it's also your role to find that, right? You can start off small, but you need to give them something to work on. Because once they work on it and they do it successfully, that's when you can also then acknowledge it, right? Because then that's when you feel you belong to the team. Because until you do that, you're never going to really feel validated as being part of the team. And that becomes really important. Absolutely. In fact, I think one of the changes that I'm seeing in what a lot of our companies and the community is doing is taking a look at changing the environment and not just changing people. In the old days, we used to always talk about fixing people. We'd say, oh, that person doesn't fit the company profile. Or she talks too loud, or he's too quiet. And we'd try to fix people rather than fix the environment to be more inclusive, to bring out the best in people. And frankly, it is those types of team management techniques and inclusion that creates a more empowered team. So I really applaud some of the things you've said. I was going to pick up on what Josh said before about some of the harassment that happens online. And we've heard it in online communities in particular. How do you, clearly, we need to have zero tolerance. But how do you, especially powerful as a man, as a peer, to come in and say, hey, this is not kosher? This is not correct. How do you make a difference there and change the climate of those online conversations? I'm putting some heavy burden on you there. Online, I have no idea. I mean, just watching what people do, and it almost feels like helpless there, which is why I think it's potentially easier for us to look at our own communities. And how do we help those? And honestly, in my experience, it's really straightforward and simple. I mean, somebody says something that's maybe kind of funny or whatever that might be a little bit sexist or racist or whatever. And you just say, hey, dude, that's not cool. And as simple as that, and most people are like, yeah, you're right. I was just kidding around. Call them on the behavior. And you don't have to be aggressive about it or mean or anything. You just say, don't say that. Because someone needs to call them on it. And Intel has been talking about this. BK has been talking about online, yeah. Especially on that, what do you call it, code? Yeah, Gamergate thing. BK went out on a limb. And he said, it's totally unacceptable. And it wasn't that. And because we had some ad or something, I don't know if anybody from Intel remembers what exactly happened. But we pulled out that ad. And then BKB, who's our CEO, made a very, very explicit comment that this is not kosher. And we are not going to support it as a technology company. And that makes a very valid point, which is, as leaders in our projects and leaders in our companies and communities, we need to stand for it. We need to stand for zero tolerance. Because if we role model it, and if we say this is unacceptable and we are vocal about it, then people start backing off. Nobody's called these guys on what they're doing. So sometimes that's what happens. So what I'd like to do is there's also another aspect that I'm seeing to address some of this, which is code of conduct, projects adopting code of conduct, but also enforcing the code of conduct. And not just having a piece of paper, but when these types of infractions happen, nobody really enforces it. OK, it is on now. So I personally would like to ask everybody here and use that power to us so that all of you ask the rest of the people in the community who you work with. There is a code of conduct which exists for OpenStack and for the Linux communities. We have to enforce it. And if we take that things lying down, if there is any harassment which you see, you have to call it out. Nobody should take it lying down. That's something which is very, very important. Because if you see somebody, it's also about being an observer in a crime is you make your criminal. Totally. Thank you. That's a good call to action. OK, this is just really teasing out some more examples of what have you done to make your team feel valued, Ruchi? Is that an example or a story you can tell of how you recognized someone's uniqueness and brought their value to the table? So what often happens, it's not about gender. What I'm going to talk about it is people's behaviors. So if there are people who are generally very quiet, they may be extremely diligent in what they do. And I have a very diverse staff. I mean, there are people from three continents on it and very different thought process. And things which we learn in a class called micro inequities, when you do rotation, when you go out on a travel or vacation, make sure that you rotate coverage by everybody, those things. And same thing happens if you're part of, say, a NOVA team. Make sure that some sort of leadership opportunity is given to people of all backgrounds. And I would like to now applaud the NOVA team, because earlier it was everybody was of a particular background, maybe a particular corner of the United States where they all came from. And it was called out. I actually went and spoke to people in the NOVA core team and said, do you realize that a lot of people are of the same background? And now they have people who are coming in from different geographical backgrounds, language. Because it's one of the core projects of OpenStack. So try calling those things out if you see that. And because it'll enable different kind of things to get accepted into the OpenStack technical base. So that's how I think we can make things happen. Anyone else have an example of something they did uniquely to call out people? It's not so much an example. It's also to say that if you feel uncomfortable, you should raise it. Because sometimes just bringing awareness to it makes a big difference. Like Ruchi said, you just talk to the NOVA guys and say, hey, this is what I've noticed. That itself leads to change. So if you find that something's happened to you or someone you know, that has made you all uncomfortable, it's time to speak up. Because we can only address what we are aware of. And if there is not awareness, and that's when I think things can fester and over time get bad. So I really think the early intervention is extremely important. So we have about 10 minutes left for the time. So I'd like to turn it over to the audience. See if anyone has questions. And if you do, could you kindly come to the mic? And we'll take the question from there. And then I'll share some resources on how to get involved in the Women of OpenStack as well as the Diversity Task Force at OpenStack. So does anyone have any questions? There's also the people that you might already have on your team, so things to do about retention. So that's a great question. We often forget about retention. We just bring people in. And then frankly, we have a leaky bucket problem in the industry. We lose people because we don't create an environment to value them. So any examples from the group here? So for me personally, for my team, I've got a large team of folks all working on OpenStack. And I think it kind of goes back a little bit to the last question. I think from a retention standpoint, it's all about feeling valued as a person. And there's many ways that you can help your team feel valued. It might be something as simple as a simple thank you to someone in recognizing the accomplishment that they had, whether that be in a private setting or at a team meeting or something of that nature. But then I think the other piece is, too, is that we as leaders in technology have to realize that our teams are people too. These aren't people that just sit behind a computer and write code. And that's all you do. You have families. You have things that you do outside of work. You have things that you are, and all of us are different. So we celebrate different holidays. We celebrate different things of that nature. And I think you have to be respectful of all of those things as well and understanding as a leader to make sure that you manage that appropriately and help let your team know, let the people know, that they're valued as a person. That you're not a resource. You're not an asset. You're not a field replaceable unit as a coder. You're a person. And if your people are happy, they're going to stay around. I think there's been some studies done that the top reason people leave a company or leave a particular position isn't because of the job. It's because of the leadership that they have. So I take that personally as a leader that that, to me, is the biggest way that I can help make sure that I keep my people happy and make sure that they're happy in the job that they're doing. I think you have another question, but just to add on to what you just said, Vince, is everybody brings some strengths to the table. One of the tool sets which I definitely like to use and our company also has probably made me aware of that is you leverage a person's strength and go around their weaknesses. Forget about their weaknesses because focus on the strength and that enables every individual to succeed and everybody has some strength. So that's a bigger stool. I totally agree. Yes. Hello. Yeah, I have a question. I hear about this a lot of talk about inclusion and it's all great to have this conversation. However, it always comes back to a single topic and which typically revolves around gender. So as a person, for example, with a disability, I don't see myself here included. So you talk about inclusion, but you're excluding a lot of people. Yes. And go ahead, please. And I do understand there's this notion of, yeah, we need to focus on something. I do have another answer too, so I'll share that. So this is absolutely correct and what you're bringing up, and I would like to also get your name, is the bigger D and the bigger inclusion. So what I've discovered since we talked yesterday is that there is a diversity task force with OpenStack, by the way. It's not just focused on gender diversity and the diversity task force mission is to focus on the bigger D and building a big tent for all inclusion. And so I'd like to connect you with Kavith Munshi, who is part of that task force and see how we can make sure to include some of the elements from disability, from lots of other areas. Because I looked at the logs from the meetings, right? And there's no... They don't address that. Anything, like disability or race or anything. And there's an ex-IBMer. I know that there's some great stuff IBM can talk about in terms of inclusion. Diversity or inclusion are different things, right? And frankly, our customers have the same challenges. So we need to think about that. 15% of the gross population are disabled. So if you think about how many people you're missing out, plus also by just including people with disabilities. I tried on Monday to see, if I'm deaf, how can I participate here? And the answer was, I can't. There is no accommodation, even though it's the law. And just by including people with disability, if you're a woman, you have the chance, some might get offended or that I get it, you have the chance to get a job. If you're a person with disability, you may not even get that chance of a job at all. So bringing people with disability in, that would even mean much, much more. And I applaud you for speaking up and making sure that, just like Ruchi did, making sure that that's not ignored and that's included. So please provide me your name and we'll connect you to the right people. Yes, yes. So Courtney, could you connect with him and include him in the diversity task force, please? Fantastic, go ahead. Aloha Kako. You talked a lot about what you do as managers with your direct reports. I think that sometimes we forget how important it is, what comes down from the very top as well. No matter how hard we work as direct managers, even if you're in a company with 250,000 people, what your CEO or your board of directors thinks and says matters a lot. Totally, it sets the stage in culture. It does. Secondly, and I think that what I'm about to say may make some of us uncomfortable, but every morning when I get up, the note that I see on my computer says get real, don't screw up, make good choices. The first part of that is get real. I think we all have to recognize the world that we live in. And I think we are given big brains to make good choices but we're human beings and we do have biological instincts. I think when we see each other, that happens. I go to a gathering of really smart, intelligent people and I often find like a party, a social setting and we segregate ourselves by sex. We segregate ourselves by race or origin. There is some biological imperative that's going on there. It is what it is in our genes, but we don't have to act on that in negative ways. We can use our brains to say, I'm not going to let my lizard brain make a comment or do something inappropriate. And so when we say we wanna live in an environment where we don't see those differences, I think that's a little bit of a fantasy. I think we have to say we're not gonna act on those differences. We're not gonna let those differences that we do inevitably see impact us in negative ways. Thank you, that's so true. One more question and then we will have to cut it short, unfortunately, but we could take, yeah. So statement, more so than a question. So differences are important. No one wants to eat the same food every day, right? Does anyone raise your hand if you wanna eat the same food? My 11-year-old does. Maybe Mac and cheese. That's good, that's good. Okay, go ahead. So difference in diversity brings flavor to everything. No matter what it is. That said, I'd like to challenge everyone who's in this room to join the diversity work group. We were there yesterday and there were only four people in the room and one of the things that came up, take it back, there were seven people in the room at most. One of the things that came up is it's very difficult for anyone to really champion diversity if they, in some cases, they're not aware that there's a diversity issue. And in many cases, it's maybe difficult to champion it if they're not in some way connected to the plight of those people who experience that disadvantage. So for those people who are in the room, I would challenge everyone here. Number one, you need to become aware of diversity. Like when you get up and you're working your teams, think about that. Think about the fact, do you interact with a... Sorry, we've run out of time, but can you give us one quick thing? How do they join the diversity task force? They're gonna be sitting out of email. They're gonna be sitting out of an email blast and there's a wiki page for it and they can tell you. One, two, three, four. Fantastic, I know where Carol is. Carol, yeah, if you could tell us how to join the task force. And then on the screen are resources for joining the Women of OpenStack as well, as well as, you know, on IRC mailing list, et cetera. Go ahead. So there's a wiki page for the diversity work group. They send out their communications on the foundation mail list. They'll use diversity tags, so subscribe to that. They have regular meetings that you'll be able to find out information about on the wiki page. Okay, fantastic. Guys, I'm just absolutely jazzed and excited that all of you joined us. Thank you so much because the numbers have been growing every time. So thank you for joining us. Thank you for asking such great questions. I'm so sorry we couldn't get to all the questions and thank you to the fantastic panel here for making their voices heard. Thank you.