 Welcome everyone. This session has the wonderful distinction of being between this group and a party. So I know that we'll move it along very, very, very quickly. But in all seriousness, we have a really, really good lineup for you this evening. Some good information on education, some awards that are going to be sent out as well as a special and exciting announcement. My name is Phil Gaskin. I'm the director of our East Coast Operations for our Impact Hubs in New York, Philadelphia, and soon to be other locations in the East Coast. As well, I work with SOCAP and strategic partnerships with many of our fantastic and wonderful team. So first, just to start out, a little bit of housekeeping. First, as always, thank you to our sponsors. We could not do this without you. So thank you very much for any of the sponsors that are in attendance right now throughout the conference. Now for tomorrow, we're jam-packed. We've got 29 more sessions tomorrow. Reminder, there's no plenary session in the morning. We get right into sessions starting at 8.30 in the morning. Now one note, at 9.45 tomorrow morning, there is a room change. So if the session that was going to be on the meaning stage is actually going to be in Cowell Theater, so you want to make that note in your program books. And vice versa, what was going to be in Cowell Theater will be on the meaning stage. 12.30 p.m., we have a really powerful closing plenary session where you'll hear from USAID and thought leaders including Penelope Douglas and Kevin Jones about what's next in our space. So you don't want to miss that. I'll repeat this at the end of the session as well. Now for tonight, obviously there's a SoCAP get-down. It's at 6.30 p.m. and the Impact Hub at SoCAP and the Festival for Pavilion. So you don't want to miss that. It's going to be a really, really good time. Celebrate yourself. Celebrate all of the wonderful interactions that you've been experiencing with everyone in the last few days. You know, as you go to these sessions and you listen out for themes and certainly to the themes that I've been hearing the last couple of days are around acknowledgment, acknowledgment of social impact, acknowledgment of talent, acknowledgment of the space that we're in, acknowledging that we're all working in this space together. And one of the others is on learning and development, educating social entrepreneurs, educating corporates, foundations, whatever it may be. But there's a common denominator. I heard of acknowledgment and learning and development. So we're going to continue that theme of learning and development and acknowledgment this evening. And we're going to start with Jacqueline Fuller of Google.org as our first speaker. Jacqueline leads Google.org which provides more than $75 million yearly to support tech innovators making transformational impact in areas such as education, development, and renewable energy. Jacqueline previously served as Deputy Director of Global Health at the Bill and Melinda Gates Foundation and has a Master's in Public Policy from Harvard. In her keynote, Jacqueline will share three lessons that Google.org has learned in their journey to make meaningful investments and scale social impact. Please welcome to the stage Jacqueline Fuller. Thank you. Hey, so Cap, so I love being here. And you know, as I was walking around today and I'd introduced myself and tell people I'm from Google, I always got the same question. So I thought, you know what, let's just get that out on the table. And you know what the question is, right? So it was working at Google the same as that movie, The Internship. And so here's the thing, it is actually very similar to that movie, but you know that Quidditch match with The Interns, we don't do the Quidditch match, but we do do lightsaber wars, you know, in the summer with our interns. Well, as I have been out and about talking to our SoCAP tribe, you know there's one thing that really comes across, a really common passion that we all share. And that is in so many conversations, people were basically trying to get to the bottom of this issue, which is how can I take everything that I have, my resources, my capital, what I can bring to the table, the best of me, and have the biggest impact for humanity. You know, regardless of the form, the format, whatever. Well at Google.org, that's a question that we ask ourselves every day, basically. And we wake up and we think, okay, we've got the $75 million budget, but we've got 50,000 Googlers around the world. How can we best utilize those things to make the most impact for humanity? Well, when I first came to Google, one thing I learned very quickly is that Google is a launch and iterate culture, right? So like a lot of the tech industry, we throw spaghetti against the walls and we see what sticks. We launch, we iterate, and then we launch some more. So we have tried a lot of different approaches through the years to find the magic for us. And so I thought tonight I could share three of the lessons that we've learned at Google along our journey that have been relevant for us and might also have a little relevance for you. So number one lesson, and this one probably won't surprise you, is invest in the power of technology. So not surprising that Google's a big believer in technology and we are, whether that's a self-driving car or even just a humble mobile phone. But you know that humble mobile phone, that phone that most of you have in your pocket right now actually has more computing power than the computers that sent the Apollo mission to the moon. And access is spreading. There are now more people with access to mobile phones than people who have access to toilets. And once we get those phones, boy, do we love to use them. On average, Americans use our phones about 150 times a day. And if you're like me, it's like the first thing you reach for in the morning when you wake up. And it's one of the last things that you touch at night. And we've seen, you know, just thinking this month alone, thinking about the power that we've seen in mobile tech. You know, we've seen people who have held up their phones, pointed out to the world and taken photos and videos and organized protests in a place called Ferguson. And they've created a really important debate around race and police power. We've seen people turn those phones on themselves to take selfies and of themselves throwing buckets of ice water on their head. And in doing that, they've raised more than $100 million for ALS. Well, those are two examples just from this month alone. But you know, the power of computing devices is growing exponentially. And it's not just phones. It's in all sorts of form factors. It's in robotics. It's in wearables. It's in drones. It's in Google Glass. And what's really exciting is that there are tech innovators around the world who are thinking, how do I use these new technologies to take on some of our world's toughest challenges? Well, one of those challenges involves the African Rhino. And as you can see this photo of this little guy, the African Rhino is actually on the path towards extinction. So this is a critical issue. This is a crisis. And they're on the path to extinction because the wildlife, the trade and illegal wildlife, is actually at the highest point that it's been in 25 years. So an African rhino horn can get about $300,000 on the market now. So that means it's worth more than it's weight in gold. So this makes it one of the five most lucrative, illicit markets in the world. So the same kind of bad guys who are trafficking in drugs, in weapons, in human lives, are also trafficking in wildlife. And you know what? They're bringing money and resources to the table, and they are also using technology. But the good guys just don't have access to that technology. And this is a clear case that without a huge leap forward, we're not going to succeed. Within two years, rhino deaths are going to overtake rhino births. So this is a clear case where we need to invest in experimental technology to help us come up with new solutions, new approaches. And this technology needs to work in places like Chitwan National Park in Nepal. So Chitwan is 360 square miles. You can see some of the beautiful scenery here. And it's wetlands and forest and mountains. There are no roads. So the rangers patrol on foot and on elephants, on the back of elephants. And you know, the bad guys I mentioned have the technology, but the rangers don't. And this is a very dangerous job for the rangers. In fact, around the world, about two rangers are killed every week. So this is a very, very serious problem. But the exciting thing is that we are working with the World Wildlife Fund, or WWF, on some really cool new technologies, including drones and including next generation tagging and even Google Glass. So we're still very early on in this project. But for example, with the drones, one thing we're seeing is that, you know, when you have the drones up there, they're able to send data on migration paths and where the rhinos are feeding and breeding. And this helps the rangers to optimize and get themselves into the most critical areas. They're also developing next generation tags, like wearables for rhinos, where they're able to put on these low-cost, lightweight sensors that have GPS trackers. And then that information can be relayed in real time to the drones to help optimize their path as well as to the rangers. And then finally, a researcher there on the ground, Sabita, came to us and said that she wanted to try and use Google Glass because as she's going out and monitoring and tracking the rhinos on foot and on the back of the elephant, it would really help her to take photos, to take videos, to get the data and improve the work that she was doing. So this story of the work that World Wildlife Fund is doing in the front lines in places like Nepal to save rhinos is a great example of our first lesson, which is the power of investing in technology. And one thing that we really love about this team at WWF is that they've been able to adapt really quickly to any curveball thrown their way. And that leads to our second lesson, which is the importance of betting on teams and then allowing them to pivot. So let me tell you a story about a nonprofit called GiveDirectly. So GiveDirectly was founded by a group of really wonky PhD econ types. And when they first came to Google, they said, hey, you know, we have a really great idea for how we can take on poverty. We're going to give money to poor people. They're like, oh, okay. We're a little skeptical. In fact, one of our executives notably said, you must be smoking crack. But you know, here's the thing that really grabbed our attention. They're able to use technology, specifically mobile payment systems, to get the efficiency to the point where they can deliver 90 cents of every dollar directly into the hands of the poor. So that's not 90 cents into, you know, program. That's 90 cents directly into the hands of the poor. And with this kind of efficiency, they've also seen great outcomes in the lives of the poor. The other thing that struck us is they're using randomized controlled trials. We hardly ever see this, you know, gold standard RCT in the field of development, but they've invested in RCTs and they're showing that they're getting incredible outcomes in the lives of the poor by just giving them cash and letting the poor make decisions about how it's spent, whether it's investing in businesses, school fees, but they're seeing reductions in hunger, increases in health outcomes, increases in the number of businesses. Well, you know, the exciting thing about what GiveDirectly does is it accomplishes two things. On the one hand, it's a mechanism to channel a lot of money that consumers might want to give directly to the poor in a highly efficient way. But it also sets up a baseline. It sets up a standard that says to anybody who wants to raise a dollar that they want to go spend on behalf of the poor and say, just make sure your outcomes show that you can do more with a dollar than the poor could do with a dollar themselves. So that's a really powerful premise. And so we backed them. We gave them their startup funding and we also provided engineers who helped to code their back end. But then they came to us shortly after that and said, you know, hey, Google, we want to make a major pivot because what we've really learned as we've been doing this is that alongside the nonprofit solution, GiveDirectly, we really need a market solution as well because there are billions of dollars that are being spent by governments going directly to the poor. But these are going through really antiquated systems. And you know, think of these as pipelines with water going through and there's just money just leaking, just leaking through government inefficiency, through corruption. But by applying technology, we could really improve the flow that gets to the poor in the tens of billions of dollars. So we were like, absolutely. So we have reinvested in GiveDirectly. But I think that they are a great example of the importance of funders acting like VCs in finding great teams, betting on those teams and then allowing them to pivot. Well, one other thing that comes up from my story of GiveDirectly is the importance of data for us in getting us from you must be smoking crack to we will be your largest funder. So data is our third lesson and for us, our mantra is let data be your guide. So you might have heard recently Google announced our diversity statistics and if you didn't catch it, I'll just give you the headline. We have a lot of work to do. So across Google, we're about 30% female, but in our tech roles, it's even worse. We're about 18, 17% female and about 3 to 4% black and Hispanic. So as Google thought about this problem, diversity for us is a core human value, but it's also a business critical issue for us because we have done research on our product teams and we have found that effective product teams have one thing in common, one top thing in common. And that is those teams have at least one woman. So it's absolutely critical for us from a business and a product perspective to increase the number of women that we have coming in who are software engineers who have majored in computer science in college. And as we looked at this, you know, there was some good news in that across the board, women are getting more and more degrees in STEM, science, technology, engineering, math, degrees in college with one exception, computer science. And in computer science, we're actually moving backward. In the 1980s, women were getting about 37% of the computer science degrees. Now it's about 18%. So we're going the wrong direction. So as we looked at this and thought, you know, well, what are the key levers that are going to help get more women into college majoring in CS, finishing computer science degrees? One thing really jumped out from the data as a key lever. And that's the importance of taking advanced, rigorous courses in high school in the math and sciences to prepare you for the rigor of college. So kids who take advanced placement or AP classes and AP exams and do well in their AP exams are much more likely to go to college to actually finish college and get their degree and get a degree in math or science. Okay, so we know that that's key. But then we needed to think about how in the world are we going to increase women and underrepresented minorities in these AP classes. And this is a real problem because if you look across America, fewer than 1% of the schools have AP classes that reflect the diversity of their students, less than 1%. And literally in 10 states last year, there were zero black students who took the AP computer science exam, zero. And across America, if you look at all of the kids who took the AP computer science exam, only 18% were women. So you can see where the problems down the pipeline come from. Well, so we did a search to try and find a partner who was doing really good work in getting more women and underrepresented minorities into APs. And we found equal opportunity schools out of Seattle. So EOS, who was originally funded by Echoing Green, is doing amazing work in finding missing students. They use data like grades and test scores and interviews with parents, interviews with teachers, interviews with students, then they take all of that data, they run an algorithm that they've created, and they literally find missing students. Students like Monica. So Monica, this is a real student's photo with another student's data to protect privacy. But Monica is very typical. So Monica is the first in her family to go to college. And she has her test scores and the interviews show that she's a very high capacity student, has a lot of capability. But when you talk to her, she says, oh, those classes aren't for people like me. I wouldn't feel welcome there. And in fact, she literally did not even know how to sign up for an AP. So what EOS does is they use their data, they find students like Monica, they go and talk with her, the teachers, they get them into these courses. And here's the amazing thing. These kids like Monica who are selected by the data and put into the courses do just as well as their peers. And they are finishing their APs, taking the exams and doing well. They're going to college and they're doing well in math and science majors as well. In fact, EOS over the last several years has gotten 10,000 kids just like Monica into these advanced courses. So they're doing amazing work and this really proves our lesson that it's important to let the data speak. So summing it up, if we look at our three lessons, number one, invest in technology, two, bet on teams and give them the freedom to pivot. And then third, let data be your guide. And then just one final thought, you know, sort of a personal reflection as I was thinking about lessons, but as I look back over my time at Google and the Gates Foundation and the government before that, I think one of the most important lessons is that innovation can and does emerge from sometimes some of the most unexpected places, even a village in Zambia. So a couple years ago I was in Zambia, I was out there actually looking at clean water wells, and I just happened to cross this mobile charging station that had been set up out in the bush from recycled parts, and I found out it had been put together by 12-year-old Daniel. And Daniel at the time didn't even have the school fees to continue on his education, but he had figured out how to set up the only charging station that was available to his entire village, and he was charging everyone's phones, he was setting up the lights at night. So I think one of the key lessons that I've taken away personally is that we need to find the Daniels of the world and the Sabitas and the Monica's, and we need to invest in them, because these are the innovators that are going to help bring us the kind of 10x impact that we need to take on some of our toughest challenges. Thanks. Jacqueline, thank you. Very rich, very rich information and content there. Okay, our first award presentation of the evening is going to be for the Impact Weaver Awards. The first annual Impact Weaver Awards recognizes the internal leaders who work behind the scenes to build the team and the operational infrastructure that make up a successful organization. While we frequently praise the founders of a social enterprise for their vision and risk-taking that come along with building a successful venture, we can sometimes forget about the internal leaders that build the team and make the hundreds of strategic and operational and tactical decisions needed to bring the vision to fruition. So SOCAP and the Friday consulting team work together to create the Impact Weaver Awards because we understand that it's not just the single entrepreneur that makes it happen and that the critical second-in-command folks often go unrecognized. So here to announce the winners and present the awards is Anne Sauer. Anne is an associate consultant with Friday Consulting and a recent graduate of the Presidio Graduate School. Please welcome Anne to the stage. All right, thank you, Phil. I also want to thank Kevin Doyle-Jones and Liz Kruger for conceiving of this award and thank our volunteers from Generation Citizen, Vodia Ventures, Schaefer & Combs, and John I for helping to design and judge the Impact Weavers Award. And finally, I'd like to thank Friday Consulting's founder and principal, Shivani Ganguly, who unfortunately couldn't be here tonight due to a family medical emergency. It has been a real honor and a pleasure for Shivani and me to create this way to celebrate the people who interlace the many pieces that are needed in order to turn entrepreneurial dreams into realities because this is what we do every day for the clients that we have at Friday Consulting. Through the Impact Weavers Award, we've had the opportunity to meet some remarkable internal leaders who are making things happen at social enterprises around the world. And I am very excited to introduce you to two of them today, the winners of the 2014 Impact Weavers Awards. Lindsay Aang is the co-founder and managing director of Impact Hub Seattle. For Lindsay, social enterprise is all about the people and the keys to her success have been self-reflection, delegation, and humility. Mary Vobel is the program director for the nonprofit Upwardly Global. Mary wants us to build learning cultures in our organizations to foster innovation and to celebrate not just great impact results, but the work that goes into creating those results. Please join me in congratulating these amazing behind-the-scenes movers and shakers, Lindsay and Mary. Thank you. All right. Moving on, I mentioned earlier that we were going to have a special announcement this evening. And it's going to be regarding a new public and private partnership that will be bridging a pioneer gap. And I'm not going to talk about it any more than that because they can talk about it much better than I can. But please welcome to the stage from Village Capital, Ross Baird and Victoria Fram, from Chilton Capital and DeRosa, from USAID, Chris Juergens, and from Sorison Impact Foundation, Jim Sorensen. Thank you, Phil. That's louder. Hi, everybody. My name is Ross Baird. I am the executive director of Village Capital and we are excited and thrilled to announce a partnership today that will be bridged. You've probably heard the pioneer gap term more times than you can count. And this is the fix to the problem. We are working with USAID's PACE program, which Chris will tell you about in a second, Sorison Impact Foundation and Chilton Capital to set up an investment vehicle that can provide seed capital to companies in the gap where they can't get funded now. Now, I'm going to go wonky for about 30 seconds to bear with me. I try to say all the time, why don't funds have more risk tolerance? There's a very specific problem, which is funds do not have financial incentive to make small investments because management fees that investors are willing to pay do not lead fund managers to want to raise small funds. Wonky part over. USAID is essentially partnering with private capital to allow us to appropriately resource a team that can actually deploy $50,000, $100,000 investments to early-stage companies that currently are not receiving capital. And we can talk more about the financial structure if you want offline, but this is an excellent use of blending risk capital from USAID and private capital that goes directly to companies that will get a lot more resources to a lot more early-stage companies. I'm thrilled to partner with the folks here on stage. I want to head over to Chris Juergens to talk about the PACE program and how this partnership fits in. Great. Thank you, Ross. I'm Chris Juergens. I head up the global partnerships team in the U.S. Global Development Lab at USAID. I'm thrilled to be here with Ross and Victoria and Jim and Anne to announce this exciting new partnership. Our vision as USAID is to eradicate extreme poverty from the planet in the next two decades, and we see partnering with the entrepreneurship and impact investing communities as one of the most powerful and catalytic ways we can do that. Our administrator, Ross Shaw, talks about USAID embracing a new model of development. And a key element of that is how do we use our donor capital as Ross was stating to catalyze private investment to build market-based solutions to build entire impact industries, and that's what this deal and this initiative is all about. It's one of three public-private partnerships we're launching this week under our partnering to accelerate entrepreneurship or PACE initiative. And it's aimed at this pioneer gap, the seed funding gap, this valley of death that's been a key theme of the conference this week of not enough early-stage enterprises getting access to the kind of capital they need at the right time to foster their development and not enough investment-ready deals for many impact investors. And so PACE was launched to identify innovations that can address this gap. And from our perspective, to identify new partnership models for how can the kind of stakeholders on the stage here work together to solve this problem, donors, private investors, venture philanthropists, intermediary organizations, incubators, accelerators to build these sort of vibrant ecosystems. So we're making partnerships, co-investing in partnerships with three goals in mind to stimulate financially sustainable methodologies for early-stage incubation that are producing the kind of enterprises that investors want to invest in to test new ways of blending public money, grant money, venture philanthropy and private capital together at the right time to serve impact enterprises and to make investments that build out entrepreneurial ecosystems in developing countries that are building the infrastructure that entrepreneurs need to thrive. We're excited to partner with Vil Cap and this as a leader in this space, for peer-based incubation methodology. It is in itself a great innovation in incubation and we hope this partnership can help that scale, particularly in the developing world. And Ross described the catalytic investment we're making to crowd in private investment to the fund that's being created. We're grateful as well to be able to partner with Jim and Anne and Shilton Capital and I will hand it to them to talk about their perspectives on this deal. I'm Jim Sorensen and it's great to be here amongst the leaders here on the stage and I think my perspective is one as an investor. I've been an impact investor for more than a decade and as a foundation and as an individual, I think one of the biggest constraints is already been finding good quality deal flow and I found that as I started making investments and I endowed the Sorensen Global Impact Investing Center at the University of Utah to help in the underwriting and a lot of the due diligence that goes into these investments. But a lot of the source for the deals that came through were through the Village Capital Program and I wanted to get to know them better. As I did, I was really convinced of the methodology and the approach and really the effectiveness of this organization in being able to find these very early stage social entrepreneurs and enterprises and help them to get to a stage where they're ready for that very first investment. This ecosystem is one that is I think very fragile. It needs this kind of development and it needs the various friction points from the idea to ultimately the funding to be able to find the right kind of solutions to make it work. Village Capital plays a very key role in that ecosystem and it's great to be involved as an investor and also on the board of Village Capital. I couldn't be more excited to be here tonight with all of you and I'm glad to see there's a big crowd because I think the announcement that's being made tonight is going to have repercussions for many years to come, particularly in my industry which is wealth management. I think the partnership that's on the stage tonight represents a tremendous leap forward of bridging the gap between private investment, traditional wealth management and the support of the growth of that ecosystem for social impact entrepreneurship. With GEM, we have committed the first seed money into the fund and couldn't be more delighted that USAID has stepped forward in such a powerful role to make this feed sensitive activity possible. Otherwise our investors wouldn't have access but because of this action, you're going to see going forward the possibility of constructing large-scale portfolios with Village Capital as an asset allocation. We're excited also because in Houston we use the Village Capital model to create an investment, a social impact entrepreneurship and a community development model that allows for the investors, the entrepreneurs and the local citizens to become involved in impact investing in a way that builds not just a richer investment experience but also builds community. We feel no one does that better than Village Capital both from the standpoint of efficiency and effectiveness in terms of delivering the incubator model but over 90% survival rate and they have many other metrics that I think you're probably all familiar with but it's totally in keeping with a long history at Chilton of critical thought, primary research and just fundamental key analysis around the kinds of large-scale equity investing that we do at Chilton for just traditional families, institutions and endowments. This is a breakthrough moment when now it's going to be possible for a broader, much broader sector of the investment community to invest directly in catalytic impact. So to Chris, to Jim, to Ross and Victoria, I say thank you and I say thank you to all of you and I hope you take this moment forward with you and follow us back in the years to come to see the impact of this commitment tonight. We're just so excited, honored and humbled to be here with such great partners. I think everybody has spoken to the catalytic and tremendous nature of this blended support and we're thrilled to work with many transformative entrepreneurs at a greater scale over the years to come to generate returns for our investors and tremendous impact around the world. So thanks to all of you. Big hand to USAID, a 2.6 million commitment has already unlocked enough private capital to provide support to 50 enterprises over the next five years and we're ready to get the work done. Thank you. Alright, impacted investing at work there. Our last presenter, last but certainly not least, is the Gratitude Network. And as we mentioned in this morning's plenary, the Gratitude Network and SOCAP have partnered this year on the Gratitude Awards at SOCAP. The awards recognize the most promising and innovative early stage social ventures in education, health and in community development. I'd like to introduce Randy Haken and Paul Miller from the Gratitude Network. Alright, the moment we've all been waiting for for the Gratitude Awards. Perhaps? There we go. Just a couple words for those of you that weren't here in the morning. We actually started with 500 applications that came in to SOCAP for scholarships and those were narrowed down. Some of the focus of the awards were that we're obviously looking for incredible young entrepreneurs. Non-profit and for-profit were both included and tend to be early stage with some traction already. We had 32 semi-finalists and we had a wonderful panel of judges that went through those and came up with our nine finalists. And I wanted to ask our nine finalists to stand up so we can recognize all nine of them together. So one of the things that we want to take a moment to do is just to, in thanking you, to let you know that Salesforce, Google, Adobe and Wenty Vineyards are all providing gifts to all nine of you. So you will be picking up something. And Salesforce in particular, the Desk.com product, they're going to be supporting your team. It's a pretty exciting CRM product that is designed for startups. Google has given each of you two Chromebooks for your companies. Adobe is providing creative. So you've got the whole suite of products for multiple people in the company to use if you're creative. And Wenty Vineyards actually has a label called the Art of Giving. And we'll show you that in just a second. You can see a little hint behind me. But a wonderful fit with the theme of our event here for the last few days. One of the things that we'll be doing with the four winners is working as hard as we can over the next year to gain the mix exposure to this community and to other communities. The Gratitude Network will be making a lot of connections and deep mentoring. And an example of the deep mentoring is we're going to be matching each of the four winners up with these four individuals who are just wonderful and incredible mentors here. And we hope that you'll get a lot out of that in addition, you'll have a team that will work with you throughout the year in getting you to the next stage. So let me turn things over to Paul to do the honors. Great. Thank you, Randy. Thank you, Phil. Again, we're very humbled and honored to be on the SOCAP stage to present the Gratitude Awards. And as many of you saw this morning, these are nine finalists. They are all winners in our minds. Very, very difficult decisions to decide on these nine excellent startup companies. But without further ado, let's go on to present the Health and Wellness Award. And this goes to Drinkwell. You could come up on stage. Congratulations. And just in case you need more to carry. You got a picture? There you go. Drinkwell is providing innovative solutions to purifying the arsenic poisoning problem around the world. In the next category of education, this one also is very fundamental to everything we do here at SOCAP. And the winner is Springboard. Congratulations. Thank you. Yes, the last category we have is community development. And this one really ties in with the entire theme of igniting vibrant communities here at SOCAP. Again, three very excellent finalists were in this category. And the winner, Labor Link. And as we mentioned this morning, the final award is really chosen by you, the audience, the people's choice. And people voted online during the day after talking to the entrepreneurs and hearing their fast pitch this morning. So thank you. So the audience choice winner is Jail Education Solutions. Why don't we get a picture of all the folks here quickly? And then we wanted to do one last thank you. Okay, I want to just take a moment to ask Kevin Jones to come on up here and thank him. These guys have been wonderful partners for us and having Rosalie. Thank you. Look at all these. Yeah. We just wanted to say just in the spirit, having come here the last four years and been part of this and the ability to recognize folks like this has just been wonderful. And thank you so much for making that possible. Thank you. And we have something for you as well. Party. Yeah. The idea here is that that should be enough for two rounds for the whole team. Absolutely. Thank you all very much. Wonderful. All right, that brings us to the close before you go. Just remember a couple of housekeeping things. Tomorrow morning, 8.30 a.m. start to no plenary. We go right into sessions. There's 29 sessions through tomorrow morning and then at 12.30 into the fantastic plenary session, the closing plenary that we're going to have. Remember at 9.45 the sessions that were in Cal, the session that was in Cal Theatre is going to be on the meaning stage. The session that was on the meaning stage is going to be in Cal Theatre and we held to our time. It's now time to go fiesta party. Have a wonderful time. Thank you very much. Have a good evening.