 Our project is one of the largest in open source software in general. Let's say that the open source environment has changed quite substantially over the last 10 years and has changed over the last 20 since OpenOffice was launched. Around the turn of the century, the open source software was probably limited to a small niche of technical people that were able to manage the software and were able to install the software was not always as easy as it is today. In 20 years, the situation has changed completely and has evolved almost every year since then. Let's look at some numbers. I will go quickly but the reality is that today we are in a market which is around $25 billion in 2021. Actually, the market was around $30 billion in 2010. It has decreased for five years and then it's increasing back. Now it went down to around $18 billion, so 60% of the original market and it's going back to $30 billion in 2025. This is because something has happened. People with arrival or internet were forecasting the death of productivity. Everything would have been online and everything would have been on smartphones and tablets, but the reality is that this didn't happen. Of course, in 2020 the market was it by the pandemic, but we can say that that 2% of growth was just from open source software. And from 2021 to 2025 the growth is around 5% is steady year over year. In this market, as I said, we are estimated to have around, open source is estimated to have around 16, 17, 18% market share. This is by analysts. But what we have got from Microsoft recently, we have been talking with Microsoft to have LibreOffice in the next iteration of the Windows Store. Is that LibreOffice is probably the most requested open source application by Windows 10 users. So Microsoft makes these two consequences. The first one is that Microsoft is keen about having LibreOffice in the Windows Store, independently from the fact that LibreOffice may be a competitor of Microsoft Office and shows that the project, although it could, everything could be done better, has grown in a rather good way during the last 10 years. So just to recall a little bit very quickly our model, when we started, we, LibreOffice was a fork or a spin-off, if you prefer from openoffice.org. And one of the, let's call issue, but one of the fact that we wanted to avoid was to have a single company sponsoring the product. So we tried to design our statutes in a way that was making difficult for a single company to control the project. And on the contrary, we wanted to have an ecosystem of companies that were contributing to LibreOffice. This has happened, of course, has not happened as designed because we were not able to influence completely the situation around us. But the reality is that after 10 years we have a strong community and we have a strong ecosystem. For the next 10 years what we need to do is to strengthen the community and is to strengthen the ecosystem. If we don't make the community and the ecosystem stronger, the risk is that the project is not growing in the right way as it did during the last 10 years. As I said, everything can happen in a probably in a better way. We all know, we all have one or a couple or three or maybe more things that we would have done in a different way. We should always remember that a project is structured as the LibreOffice project. So our model of not having a single entity at the helm, of course, makes it a request to find a balance between the needs of the community and the needs of the ecosystem. We cannot have the community winning on every decision. We cannot have the ecosystem winning on every decision. The ideal situation would be to find a common agreement on each decision. This is not, unfortunately, this is not always possible. So I think we have to be patient and find a way of working together, even when the discussion seems too strong and seems not to have an end. Life cycle of office rates. Our market is a mature market. The reality is that although mature will not decline, this is clear. The last 10 years have made it clear that desktop productivity and for desktop productivity, I say productivity on something which is in front of you, not just on your desktop. So it can be a desktop computer, it can be a laptop, it can be a tablet, it can be the cloud, which is accessed by a desktop tablet, a cloud and so on. So it's important that we remember that desktop productivity, it's here to stay will change, but it will not disappear. And what is important to remember is that the attention for digital sovereignty will definitely give new life to office suites and give new life to open source office suites because proprietary office suites are not born to be compliant to digital sovereignty. So which are the stakeholders, community members, every community member has a very high personal involvement because it's volunteering and has a very high project value because the project is contributing to. Of course, volunteering or in some cases is paid to work on the project. Users do not have personal involvement. The product is free and they don't see the product as to have a huge value. The office suites are a commodity and this is a fact. The fact that office suites are a commodity doesn't take away value from LibreOffice is a commodity because it's on every desktop. It's something that everyone is more or less capable of using it. Some numbers about development. I've already provided these numbers so I think everyone knows that. I think the balance between ecosystem companies and volunteers is not a bad balance because of course the 28% and probably in some cases can be more from volunteers is extremely important. Key activities like localization, documentation, quality assurance, user interface. What is unbalanced, unfortunately, are contributions are economic and not only economic but let's say contributions from users. If we look at donation numbers, 90% are from individuals and 10% from small businesses. There's no donation from large companies. Maybe one, maybe two per year but not visible in comparison to the thousands of donations of individuals. Based on estimates which are based on numbers, less than 5% of LibreOffice enterprise users are with enterprise companies, organizations that are using LibreOffice. Only a few of them contribute to the project. Of course, if we look at the market, $25 billion and think that many, many, the majority of our users in enterprises are not giving back anything. There is something which is not working. It's unbalanced. We should educate enterprise users to contribute in some way. They can, of course, they can put money on the table. They can buy an LTS version. They can pay a developer to develop a feature. They can sponsor the development or a specific group of features. They can pay for support, so solve bugs. Of course, a bug that is solved in fact is a good feature that is added. We should educate these users to contribute more to LibreOffice. It is true that the advantage goes first to ecosystem companies, but if we think that ecosystem companies are, what they are developing is on the LibreOffice Master repository, then is LibreOffice. It's the LibreOffice project that has an advantage in getting this kind of contribution from enterprise users. This issue is not unique to LibreOffice. In the last 10 years, there have been several episodes that confirmed this. In 2014, the discovery of the art bleed bug revealed that such a strategic software was, in fact, maintained by two people. That was not the right thing to do. In 2016, Nadia Egbal, a researcher, published the paper, Roads and Bridges, the unseen labor behind our digital infrastructure, which is extremely interesting and covers exactly what the open source communities are doing to improve the technology infrastructure. In 2019, Driz Bueter is the Drupal guy, published the blog post, Balancing makers and takers to scale and sustain open source. There is a debate on that. If we look at what we are doing, what we have designed, the Document Foundation is part of this debate. This is what I said before. LibreOffice, as a recognized brand name, after 10 years, we are recognized as a large project. This large project, as volunteers, as ecosystem companies, they all are part of the community. There is a large overlapping activities between volunteers and ecosystem companies. We now have a logo for it. We have a logo that will be used more and more to have the LibreOffice ecosystem being recognized as a kind of entity behind the LibreOffice project, part of the LibreOffice project, part of the LibreOffice community. We have to make enterprise users aware that by contributing a little bit of what they save, but by not using proprietary software, makes LibreOffice stronger, probably makes LibreOffice closer to what they expect from a software. They would pay really a percentage, a fraction of what they were paying with proprietary licenses, but in return they will get a software which is probably going to evolve faster and evolve closer to their expectation. If we look at how the LibreOffice ecosystem has started, exactly this was what happened during the first four years. So the ecosystem companies, there was a growing number of ecosystem companies and the number of pay developers went up from 20 to 60, around 60. So it was possible, for instance, to do the refactoring of the code, to do some key operations to make LibreOffice what it is today. Then we started losing several ecosystem companies and the number of pay developers has reduced from 60 to around 40. Now it's stable, but of course we should try to grow it back to 60 and possibly even to a larger number. The community is growing, the ecosystem is not growing as much as the community, so we need to balance the two. Sometimes the relationship between ecosystem community are not ideal and I think they are not ideal because there is a partial lack of understanding of each other objective, their realities and of course a growing number of community members is not aware of the roots of the project because they are coming 10 years, 5, 7, 10 years later. The fact that they don't know, they don't have a solid background in the root of the project can create friction. As I said, we must work together and develop a new strategy for the next decade, supporting the growth of the project, so supporting each other. The ecosystem needs the community, the community needs the ecosystem. We cannot do it by ourselves, this is clear, this should be clear for everyone. So our project has a very good positioning in the free open source environment, the software is available possibly for every platform. We have native support of the best standard document format, best in class support of Microsoft Office documents, we support more legacy proprietary format than any other software. So this makes LibreOffice the only real alternative to Microsoft Office and probably this is what Microsoft knows and the fact that they won't really want us to be on the Windows 11 store is a demonstration of this. We are really at the crossroad of many open source projects because we have companies that are supporting us, we provide, we are between communities, users, we reflect what traditional software companies are doing. We are really at the crossroads or in the middle, if you prefer, of the open source environment. Our unique selling proposition, best open source office suite ever and this is absolutely uncontroversial. There's no other open source software and open source office suite capable of doing what LibreOffice is doing and backed by a community such as the LibreOffice community and an ecosystem such as the LibreOffice ecosystem. We provide the best of open source, we provide professional support, we provide professional consultancy, so it's a complete project. We will improve it in the next few years but we are already starting from a very solid office, solid base. In the future, we have to leverage our brand. This is one of the reasons why now we have technology and ecosystem logos, visual logos will help us in being recognized in having ecosystem companies recognized in having product based on LibreOffice technology being recognized. It will help us in growing the awareness around LibreOffice. We have to educate users, we have to educate individuals but we have to educate especially organizations about the value of a self-sustaining free open source software project and we have to find a balance between the free product and the enterprise supported product. We have a mission which is to bring free software to the world but of course in some cases we have to be careful where our mission ends and the opportunity for the ecosystem company starts. Let's discuss it. Do not stand as wall against wall. That's not bringing any value to anyone. We have to win as much as everyone else has to win around LibreOffice. We have to underline the peculiarities of the LibreOffice project. It's really unique. Have you heard about an only office project? I don't think so. It's not a real project. It's a company releasing an open-core product. So in the next 10 years, let's use the LibreOffice technology ingredient brand. It's important. We should all use that concept. It's also a concept that makes LibreOffice stronger. Reduce the perception that the Document Foundation is a software vendor because people will attach to the software vendor concept the service support and other services that we are not able to provide. We should communicate with that coordinated strategy to make it easier for the user to understand which is the best LibreOffice version for their needs. And of course we started to differentiate the LibreOffice desktop. We added the community tag to the LibreOffice version released by the Document Foundation. It is clear. It's supported by volunteers. We have to make it clear what supported by volunteers mean because it's not the same as supported by professionals. A volunteer can be as professional as anyone in term of quality, but it's not available 24 hours by 7 every day. It's not available according to a service level agreement. So if you need support on a weekend, if you need support at 9 o'clock in the evening, it's probably better that you look for professional support. You pay something and you have what you are looking for. It's useless to send email or to send email like did you receive my email? I've sent it four hours ago. No one has answered. This is something that happens. Sorry. It's not the way you should address volunteers. And we have a LibreOffice enterprise. This is not a product. It's a kind of umbrella name from ecosystem companies. It's professionally supported, suggested for production environments in enterprises and large organizations. We should be proud of having an offer which is free for the majority of people and professionally supported for the people that need professional support because they deploy LibreOffice in an environment where production is important, where you use the software to make money. You use the software to support a business. At the moment, we have many universities. Of course, universities are a composite environment. There are universities in many countries that do not have a lot of money. There are universities that have a huge amount of money. Of course, we have to be careful of their governments, enterprises. We have to be careful about when we look at these users, we have to be careful to see and decide which one has the right of getting the free version and which one has the opportunity of paying for the enterprise version. Sorry. Last minute started. So LibreOffice Enterprise, as I said, is not the name of a new product, but is the family name for the product provided by ecosystem companies. There are slides that have started to make available. Please use them. If the slide do not reflect what you are looking for, write me. We will try together to produce a good slide deck for your needs. And that's the end of my presentation. Thank you for listening and you will hear me again on this topic many times in the future. Okay. Thank you very much, Itero, for this interesting insight.