 Yeah, so this is a reflection on scaling, what we are able to achieve or do under scaling from Masiwa's ID phase two, or this phase, and we see how that work has informed what we are already doing by looking at the achievement and what learnings we can draw from that piece of work. So early on in the project, we did a scaling scan, and for the scaling scan, the main objective there was firstly is to have everyone look at this work or approach the work with a scaling lens. So develop sort of like a scaling mindset for all the partners and the stakeholders that at the time we had, including the project staff. Secondly was also to appreciate the various, the different dimensions of scaling that exist. Mostly, most of the time we look at scaling is quite a popular subject and its understanding of its concept is not as, it doesn't go to hand in hand with how popular the topic or the subject itself is, and therefore scaling out, increasing numbers, increasing dissemination, multiplication of the technologies usually gets the most focus when scaling is discussed. But we wanted also for this, for our group to develop or appreciate these other different dimensions of scaling up where we are looking at transforming institutional institutions, the conditions, existing conditions and environment, and I think in the project, you can see that this has been done in creating an environment for whether it's agri-prenuers, whether it's for stakeholders in government or private, ensuring that we are not just working on increasing the numbers that we are doing something around institutional work, like influencing policies and creating or developing groundwork for strategic partnerships. There is the other dimension of scaling deep, which we, in the project, scaling deep is in refers to changing minds, values and some cultural practices and in these specific projects we have seen in the work that we are doing with encouraging women and youth to especially participate. And I think from what I've heard in the last few days, this has come out very well in the work around vicaria and forages as a business, that the uptake there is being owned or driven by women and youth. And finally, as an objective of the scaling scan was to have a scaling ambition. And if you recall, we had different ambitions for the different technologies, ECF, AI, vicaria and manual work. But one of the achievements we did was also to consolidate, to integrate all those into one scaling ambition. This gives us a target as an integrated project. It gives us a target in terms of the scaling ambition, which has a very specific framework and which I will highlight in the later slide. Another achievement still from the scaling scan process was for the project to appreciate the non-technical elements, the role of non-technical elements to achieving impact. And the difference between how we look at scaling and impact is that normally in the project setting, you'd still look at impact. But we want to, under scaling, we want to look at impact even when there are no direct inputs by the project. And therefore, and that's where we bring in this other scaling ingredients. These 10 ingredients you see in the image on your right, starting from technology up there, that we're not just focusing on the actual innovations that we bring on the table for reasons, an ECF vaccine, that we appreciate the role of awareness of this technology or innovation in achieving impact or getting a scale up of that innovation. And so forth and so forth for the 10 elements. I think before businesses, it comes out very clear in this integrated project where I think I've had conversations around bundling of of technologies as a business model. And in this appreciation, this kind of work is actually what the scaling scan brings out in this work that we're doing. The image on your right down there, on your left down is I think a scroll ECF. It's around scaling pathways. And one of the achievements that we also have constantly have, and these are reference, sort of it's like a long, long time ago, we used to call them logical framework. It's a reference point. These are reference points. The pathway is there for you to determine for this specific context. And with the resources that exist, what pathway is best for us to pursue? And for ECF, at that moment, was private sector pathway down there. It's not clear, but you can see the pink purple color that through some queries, you find a pathway for those conditions. This was done with the stakeholders on board and this therefore informs the work around ECF when we work with the with the agripreneurs. So we are no longer just working on high, like hypothetical as a project team, hypothetically sitting down and think these are supposed to be that in this in involving stakeholders, we get a pathway that they also confident that exists. Some of the learnings we draw is use of this pathways and we learn that that different, there are different pathways for the different types of business lines for the brick area, forage or for manure. So we appreciate that those pathways would be different. Some might be private led or private public private led or private private. And the importance of working through partners for one to enhance sustainability. Because for scaling, we want to achieve impact even when the project is no longer directly inputting, having inputs in the project. I've mentioned part of the lessons from the refraction that we did with that kit did yesterday is around some of these scaling ingredients, learnings, value chain technology, business model. So appreciating at the end of the project that these non technical elements are usually just as important as the actual innovation that you have in the beginning. And finally, that scaling ambition is has a specific framework and therefore forms a target that we can aim at. And in this target, we have other considerations like environment, what is the impact of our work to the system to women and youth. And in our case, we also had a learning on how to integrate different scaling ambitions. Significance, our implications is that again, we can see from our work that right now we from the pulse process we did with the kit yesterday that, you know, we we had a moment where we can't access outcomes right now, but we see progress. And therefore, we learn that it takes a bit of time for us to achieve the scaling target ambition. The importance of having a scaling plan in the beginning or from the beginning, because then it informs the pathways, it informs the scaling ingredients and the assumptions that we all then work with. Most importantly, we have a target in the scaling ambition at the flagship level, technology level, and also as an integrated package level as a project that we can periodically assess. And I think this has been ably supported by kit all along. Over to you, Peter. Thank you.