 Okay, first of all, it's been great to be here this week after not traveling for three years is my second trip in three weeks, but really nice to reconnect with scientists. And in particular to start to get to know a lot of the aircraft work. And my only regret is we didn't really either probably still have the aircraft scientists in this room I haven't actually met. So I'm unfortunately that we didn't have kind of that kind of mixing that would have been really nice. But I guess over the years we will get to know each other. So, I think we all interpreted it a little differently what this task was about. But I'm going to go ahead with what I pulled together with the support of several other people in the room as well as online with some of the inputs from the week. So I'm going to talk about governance, equity and well being ways forward next slide please. So you can click through this my takeaways from the week. Keep going one more click. Everything is complex one more click. And everything is complicated. Sorry, everything is connected. Okay. So next slide please. So the last week was that we have a lot of different umbrellas for talking about complexity and connection as integration. We heard this from landscape approaches agroecological principles stewardship approaches to restoration inclusive business ecosystem adaptation, lots of different umbrellas. Next slide. We have a lot of opportunity because each umbrella connects us to a particular global discourse and a global community. But there's also a risk in terms of how are we connecting all of this to the ground we don't want to float away, like Mary Poppins there. Next slide. We have another opportunity which is, I was just thinking with no more TPP's maybe we need a TPP to integrate all the TPP's because obviously, if we're all looking at complexity and we think everything is connected then. Well, there ought to be a lot of complementarity and similarity across all of these different umbrellas. But we may also find that there's some contradictions and trade offs. So it seems like we need to. These are these are governance issues to me so this is what I'm where I'm coming from. Next slide please. My connection is my my connection. My question is how do we use all these different frameworks here to connect in a coherent way with all these different communities. And are the umbrellas the same at the core, or are they different. And what is at the core, we have the same handle on these umbrellas or not. Next slide. So what are our core commonalities, just some thoughts about this transformations don't come from science, they come from how people use it. I've heard that today again this innovation agency all of these things is what do we do with what what we're what we're learning involving everybody is not a transformational strategy. It's bringing people to the table but you've got to have a strategy behind that transformations require agency, and particularly the agency of those who do not have it now. So some panels, such as agriculture and stewardship talked about agency a lot didn't, but I was really excited just today to hear some well I'll come I'll come to that later because I'll come to my, my main argument in a few minutes. Next slide please. So what's at the core, everything we do about at C for aircraft is about people at the core governance farmers agency empowerment equality, tenure and other rights well being. Transversal. And so what I just heard in the last hour, the Lee talking about restoration, completely integrating the social and the ecological. Anya, our comparative advantage is that we work in managed landscape landscapes that's people managing landscapes. But Roland mentioned the people filter on what's appropriate for biodiversity. We just talked about social justice and climate justice and Michael about the money and value chains being in the livelihoods. That's all about people at the core. But what I heard this, I didn't hear a lot about people this week. I think we all see it as implicit in what we do. I don't see. They're mostly people are mostly not drawn out in the presentation of our results. So we're all addressing these themes. But we're not showing this, and we're not showing how we're addressing these themes, these themes with people at the core. Next slide. So for me, one of the key questions in terms of moving forward is, how do we distinguish ourselves from all the institutions and projects that are not putting people at the core. We're not coming out. And I'll make this comment because we were, we were just interviewing people to hire for the new gender position and we also had someone doing a fundraising strategy for us. These people spent a lot of time on our website, and they all came back to us and said, quite figure out what what you're about. And that's not a good sign. I think we're missing some really key messaging here. So we need to negotiate a bit and see for aircraft about our core commonalities are focused on people I think is our biggest comparative advantage. I also think we need to reflect a bit around these issues of equity and governance goals are the goals in and of themselves. How do we see them what do they mean to us, or are they instrumental. They're obviously a bit of both, but how do we see them as an institution and how are we going to take these on. Another obvious thing that we do that's a real advantage is we build, especially with the merger, we build on the connections from the farmer to the global from the global to the farmer, and the in between. Valentina brought out some of the key issues about working with these middle people and how they can both obstruct or really facilitate change. Next slide. This is my last slide for me. I think we all understand transformation means digging up the roots of inequality. It means going in and, and, you know, pulling out the obstacles, really facing those obstacles from the opening session. The roots include things like the social norms attitudes, behaviors and the social systems that underlie them. They include the power imbalances among food systems actors, as well as the actors and all of the whichever umbrella you want to choose the power inequalities. So for me, getting to the roots means that we understand that frictions and difference of interest and trade offs. These are our core entry points. It's not the multi stakeholder part. It's not bringing everyone to the table. It's understanding what's keeping people from talking to each other what's behind the differences. What's behind the inability to bring about the transformations we need. One central underlying structure of inequality that I didn't hear a lot about this week but when I did it was really important. Land matters to matters and pretty much everything we do land and resource tenure and rights matter in refugee settings this came up in the landscape management and the trees on and off farms, who's going to grow the trees off the farms. These are all major tenure issues. I think we really need to remember that these are this is a cross cutting and core issue to everything we're working on. And finally governance and equity, we talk a lot about being context based. If we have principles when we go into these contexts, we've a lot about principles this week, and a lot about context, again, with people, working with people. So, just as my closing statement every question about people should be followed by a question about power and equity, who wins who loses and who decides. That's the end.