 Okay, so welcome everybody to the YPN and today it's a few new people here which I'm going to create to see. And we're very happy to welcome Vienta Camilla here to the YPN. And Fiat is, as I'm sure you all know, the CEO of the Digital Home. You know, you might not know exactly what that is, but we're about to find out today. You can tell me what it is. And Fiat has also been the CEO of the Digital Home since 2016. And before that, he had a successful career as the head of the Abbey Theatre. And he's also served as a senator in the Charlotte. And he went to Trinity originally and just finished a Master's in UCD with another YPN member. So, nice friends here. And so the discussion here is going to be, I don't know, all the record discussions will be filmed. And after the presentation we'll have an all through records chat where you can just ask further questions about what everyone wants. So, I'll hand it over to you. Thanks, Ian. And I'd like just to be involved here. So I'm going to do a presentation of, I mean the role that's been two years. So it's been a bit of a journey for me in terms of trying to engage with what I see. So I'll give you a presentation and then I'll have to answer any questions because there's a lot of public policy issues around it. But it's also an exciting area because it crisscrosses several functions and policy areas that might not necessarily be understood by the parent department that we're on. So I'm happy to talk about this. So, the Digital Home. We're a vibrant, diverse, collaborative community in double age. And we are a statutory agency. So we're a statutory body in absolutely 2003. And I believe one of the reasons I got the job was that I read the act before the interview. So it's my gift to all of you as you enter the oil grid and you're all trained in it. But ultimately I read the act and the act became, was not essentially what the Digital Home was doing at the time. And so for me, it became an amazing tool. Going back to the act often over the following two years is the way of, OK, what is this? OK, looking back to the act because, you know, people thought it was something else or people went down maybe to the side. And so I found it quite liberating, although as we know, legislation could be debilitating. But I just actually found it something liberating. Because they look at it and parse it and they're dealing with policy makers and particularly dealing with government departments. It was always a good touch point to go back. Well actually, section says this and this section says that and that. So for me, it was always a reminder that I pinned it up in my law as something that reminded me of what the authority, where the empowerment is and what you want to do or not do. So we're the largest cluster of technology digital media companies around. You know, and we support scaling and emerging companies. So we have 2.7 hectares of space in the Thomas Street area. And that 2.7 hectares space is actually written in the act. So it's got a balance that says Digital Hub goes from Thomas Street or Crane Street across the Red Street. So that's also interesting and kind of unique. We have nine buildings with 80 companies working in the digital space with 750 people working. And we have an FBI ratio. And it's around the theory of clustering. Cluster idea, you have diverse companies working across. And what we do is essentially support companies who have an economic and or social benefit. That social benefit is an important part. And that's where I'm trying to pivot that role of the whole thing actually. That's where we are now, where we see inequality, where we see a gap in where technology can support. And that's an area that I'm happy to discuss. And we're soft landing for idea and enterprise-oriented companies. And as companies come in, we can support them. So some facts and figures with at the moment 2.8 million in terms of commercial revenue. 20th cent churn. What we mean by that is we, you know, all of the 70 to 80 companies we have, we encourage companies to scale and leave. And other companies can come into that actually. There's always a kind of dynamism that it's not the same companies there. At the time, we set up 2,000 square feet with diversity. And we will about to do doubling our office space in the next five years. So this is, I don't know if any of you live or work in Dublinate or from Dublinate. Okay, so this is the shot from the north side. It's a municipality with Guinness is here. And it's got a roll of about 40 seconds. So it's a sweep of all the land property that we own. We own all the land that we need to move into that project. So very deprived areas as well. Lots of inequality, lots of large debt schools. This is a Bridgeford Street commercial park, which we work closely with local community there. And of course, there's all of Guinness, which they're going to redevelop as well. This is the Guinness storehouse up here, which most of you probably know. We own this property here. It's a big warehouse space that we need to develop. And we develop it towards tech, creative, community, but also social impact. Again, all this space here is full of our companies. Our companies mention two to 70 employees. A very famous old tower here, which we use to be the largest windmill, a smock windmill that did Rose Whiskey, which was the greatest exporter of Whiskey to America in the 17th and 18th century. This is my office right here. This is Thomas Street here. And we own all this property here, where we're going to look at supporting and revitalizing the generated part of Dublin. And then again, the properties here and here that we have companies in digital. So it's a large space. And it's quite exciting space. One of the reasons that I looked at it was to be able to see how we can support what the access and how we can regenerate and support the local area. So again, we're a generation of the core value. So enterprise is one thing. The digital enterprise, the largest cluster. The second piece in the act is around our regeneration. We have all these properties, some of them listed. And the idea is that we need to put them back into use. So even though we're in the Department of Communications and Climate Action and the environment, that's our parent department. This is the urban renewal piece. So we have to engage with Dublin City Council. We have to engage with the Department of Heritage, the Department of Environment. And then this gives you a sense of... These are all the diverse companies and areas you're working in. So we work with innovation. We work in an innovative way. We also work closely with some of our... We've had a fantastic National College of Art and Design. We've gone down the road. We've changed the hospital, the children's hospital. And so there's a kind of an emerging ecosystem there that allows us to support innovation, support technology in terms of a use for social use. And then we work with enterprise and scaling companies. The whole non-entrepreneur part of my role is working with CEOs and working with companies we need mentoring. We may need advice on financing. We also, because of my interest in the local community and community development as a part of... In other words, the inequality piece is no use. If one part of society is going, how do we bridge that divide? Sometimes we do that through mentoring. Sometimes we do that through working with the... In terms of training programs and engaging programs as well. So again, we have a future creative, a future debt program. We work with young girls and boys from the age of 12 to 17 on STEM and STEAM projects. Particularly because this desk school that we have a lot of schools in our area are in socio-disadvantage and my role and support, the understanding that young boys and girls in double age can actually aspire to further education, whether it's through fellowship, through full-time, further education or through ongoing online education. So that really ends up being a STEM and the idea of collaboration, the idea of joint decision making as well. So we will liberate the music technology program with the local bin college and we work with Dublin International Film Festival as well on a college screening program. We work with Deccan Ryan, the one humanitarian where we offer language learning programs for migrants of direct vision, immigrants who have already third level education but haven't got the confidence to engage at university or to apply to university. That kind of step up in terms of academic English, so to speak, and have to write in this as that confidence. So we have quite a few nutritious qualified doctors, lawyers from their own community. We have several from Syria who we try and give them their own full-time exposure to the use of English language that allows them to go and pursue accreditation. Deccan Ryan gives, we give them free and it's over four days a week and we integrate them into our community as well and we're very pleased and proud of that as well. And my final slide is around the idea that we are about connecting communities, about connecting the word community can be used and loosely used but we work with the communities of our tech and entrepreneurs and our local community in WNA who have, I suppose, been shown the industry for over 300 years, so there's a difference in the 16th, 17th century or today in the tech and creative community. That's it.