 Thanks, Manisa. Good morning, everyone. Thanks for the introduction. I don't look at all like 15 years and so on. I hope most of you will agree. I'm still pretty young. I'm not here to talk a lot about GitHub specifically. I think the last time I had to code was some about 15 years back as well in the year 2003. What I do now is actually run IT projects. So I'm here to share a bit more about my experience of running some of the large projects that we have recently concluded with a great experience, a great learning. Of course, GitHub was a part of the journey as well. I'm going to talk about how did we actually drive some of the very, very large and very unique digital transformation projects. There's a quick introduction to start with, you know, about the organization that I represent, Cress. It's a pretty young organization. We are a system integrator. We have a few offerings around enterprise content management, workflow and business process automation, enterprise charts, reporting analytics that everyone talks about and definitely on the developer collaboration solutions. We are a young company, highly agile. That's what I think the today's world demands. You can't just be rigid if you're going to survive. So that's a pretty brief about us to deliver solutions. We partner with a few organizations. You can see most of the logos on your screen. We love open source. If you start with offerings, start with Alfasco, which is a digital business platform. Close to 10 years old in the market now offers you the content management, workflow, automation, machine learning, enterprises embedded in all in one. We're happy to be a partner with GitHub to manage all of our projects. We partner with MariaDB, which is a fork of MySQL. And I would say pretty popular, making a lot of noises in the market. Kicking out, I would say, the commercial products assets. I don't want to name you guys pretty smart to know. FSoft Enterprise Capture Solution. Again, open source. We also partner with IBM for their open source journey. They have made their hardware platform open source. We talk about open power, Linux on power. So we partner with them from the interest standpoint. And finally, we partner with a company called FASU, which actually offers the digital rights management solution to actually secure the infrastructure that we actually build around the content and information management. Some of the customers that we serve in Singapore, in Malaysia, in the region, in the National Library Board, Fusion Zerox, Brother, the printer company, Ong and Ong, which is a property company. Our biggest customer on your right side of your screen is Mumpo, which is actually a counterpart of GovTech in Singapore. So they manage IT for Government of Malaysia. KTM, the train guys in Malaysia. There are a lot of universities that we actually work with. So they are some of the customers that we work with. And we are located here in Singapore as well as in Malaysia physically, and we serve customers in the region. So let me come on to the subject that we're going to talk about and my experience that I'm going to share today. So the client that we're working with for the past couple of years is actually a central government agency for Government of Malaysia. As I said, it's a counterpart of GovTech in Singapore. I can't name it because of obvious reasons. You guys may guess who is it. Their job is basically to be a catalyst for change in the administration management. Everyone talks about e-governance today. No more it's going to be the manual way of doing this. So they are basically the leader in developing the ICT for the public sector and supply base. So it's not only related to one specific government agency or ministry, but the drive innovation, the drive ICT in Malaysia. And they also act as a consultant to the public sector organizations. They facilitate the modernization, they bring in technology, facilitate e-governance, and they also do have the research organizations within to actually look for the better solutions, the open source focus and so on. So the challenge that the organization faced was basically to how to drive the digital transformation in a public sector organization. Now that can be really painful to actually drive change in a public sector organization. It's easier, I would say, in a commercial organization. People are ready to change, willing to change, but not specifically in the public sector organization. So we talk about the people process and technology. They have the technology. They possibly have the access to the tools, but they go to change people. They're going to change the processes as well. So they were tasked to basically drive or to actually design a digital transformation roadmap for the entire government of Malaysia and ensure that the different arms of the government or the public sector actually talk to each other. They collaborate digitally. The challenge that they were faced was that there was lack of standard processes. There's a lot of papers flowing around. Agencies, ministries are working in a very layman, old-fashioned, 70s, 80s era. Nobody's following the processes. Lack of appeal to the electronic systems. Public sector employees hired 30 years back. Don't really want to change. So there is a huge resistance that they were faced with. High cost of proprietary technologies. There are tools and technology available in the market, but there is a cost attached to the proprietary technologies that they faced. It runs in few hundred millions of dollars. Silo data environment in each agencies, you go to convince the public sector organizations to actually share data, and sometimes because of obvious reasons they may not be actually willing to. So there are silos and there is a technology skill gap on what fits, and as I heard one of the speakers before, there's no one-size-fits-all approach. So each agency runs their own platformers and own technology. How did we solve it? Pretty simple. I'll come on how did we embark on it. What we did is actually deployed a multi-tenant digital business platform based on the technology that I shared earlier from Alfasco, which is actually an enterprise content management repository with workflow and business process automation and an enterprise search engine reporting and analytics capabilities built into it. So we actually deployed a multi-tenant platform and we onboarded all agencies onto a single platform. It's actually known as DDMS. This is how the government actually called it, Digital Document Management System. And it also complies to the national key economics areas which the government was actually pursuing. Content infrastructure, it's one of the six entry point projects for government on Malaysia. That means this is one of the sixth biggest project that the government is actually pursuing in actually enabling a single platform for all public sector organizations to share, manage, and collaborate around all the information that the agency is actually pursuing. And a goal is to actually achieve the paperless government. So it was a multi-stakeholder project that we had. So there were various arms of the government we were actually involved into it. So we came in as a subject matter expert, as a technology guy, system integrator to basically provide a technology solution. Our client, which is, as I said, is a control part of Galtech, actually brought in their expertise in terms of licensing with the various arms and wings of the government. We had a national archive of Malaysia which was actually driving the processes, the standards, the principles that we were bringing in. We had a security arm of the government which was actually laying down the security principles. And then we had the Prime Minister of Malaysia itself actually monitoring the entire project progress which is actually going to impact the entire eGovernment journey for government of Malaysia. So we deployed the solution and some of the key factors or the key facts that we have today that this is an online system. It's one of a kind, unique system. And let me give you some of the statistics we started off a way back in 2015. In September 2016, we went live with the solution. We onboarded one agency with 1,000 users. That's what we started off as a pilot, as a baby step that we actually took about one and a half year back. Where do we stand today in one and a half year? We're talking about 65 agencies onto a single platform. We're talking about 48,000 users in a central repository. And it's entirely running on the open source stack as we actually talk about. It also complies to the global standards which we refer to as ISO 16175, which complies, which is actually laying down the information governance principle in any organization, be it public sector or financial organizations. So how do you actually manage electronic information and how do you capture, manage, store, disseminate and dispose at the end? So it actually caters to the entire life cycle of information governance from end to end and it follows the ISO principles in there. And as I mentioned, this is one of a kind of a project in the world. There has never been a project like this before where multiple wings and arms of government are actually using a centralized repository to manage and collaborate around the information. There have been silos including Singapore. There have been silos. Every ministry, every agency actually uses their own information management system. And if the data has to be transmitted, mostly it's actually done by APIs. But there has never been an approach or there has never been an idea to actually create a single repository of all the government information on a central platform which is secure enough, which is actually catering to all the principles, all the standards like ISO. Also, ISO 27001 from a security standpoint. So that's been the experience. So what are the learnings from this journey? We crafted a vision. Nobody has done it before. It was never thought about as well. It doesn't exist even today except what we have done. So we had a vision. We followed up with action. It took about an year and a half, close to 18 months, to actually bring all the stakeholders on board to the idea. It wasn't easy. There was a lot of skepticism about how secure the system is going to be. Is there going to be a data security compromise system which is going to happen? What if the system is going to get hacked? Some of the smart developers in the room possibly write some code to actually get some of the data from the system and so on. So it took, it was a long journey, one and a half year to actually craft a vision. But we followed up with the action. We put in all the necessary tools that were available to us. So we embarked on open source to actually keep it very cost effective for the government, very competitive, very appealing. And definitely there were turbulence, you know, on the way. It wasn't an easy journey. Crafting a vision itself, convincing all the stakeholders to actually come on board to such a unique and one-of-a-kind system was definitely a challenge. And as we progressed along the way, it was definitely a challenge to even craft such an architecture to actually put it in place, which is secure, which is scalable, and which is future-ready. So there was turbulence on the way which we successfully, you know, overcome. We kept it simple. We did not really make it complicated. Because we had to deal with 48,000 users, as on today we started out with 1,000 users. We are standing at a 48,000 users today. And the future for this project is by ano 2020, the target is to reach 250,000 users for a single repository. Hopefully by ano 2030, it's going to be 1.6 million government users across Malaysia. That's the target. That's the goal. That's the destination that we have in mind. So we have to keep it simple. We have to manage the change. If we don't keep it simple, we won't be able to manage the change. Because it's, I think, humanly still impossible to actually manage 1.6 million people's expectations from a single system. So we kept it very simple. And we are not resting yet. We're dreaming big. There are going to be more use cases which are actually going to come in this platform just to share with you. At the moment, it's pretty much information, there's going to be business process, process automation around it. The system is going to get connected with the open data initiative of government of Malaysia where in certain information will actually be post alt for the public consumption, et cetera. So we are not resting. We are still dreaming big about it. So that's been the learning for past, I would say about three years now. So one and a half to craft a vision and another one and a half year to actually put it in action and execution. As part of our journey, of course, we have the luxury to get the GitHub Enterprise complimentary license that we get. So we are running our own on-premise GitHub server for our development team to actually collaborate and support the massive customization tasks that we will actually do it. And a lot of new releases that we actually had to deal with. So we are using all possible features of GitHub Bait using it as a repository to manage all the codes, manage the release, et cetera. Or whether we talk about doing the issue management whenever the testing team identifies any bug and using the workflow basically to assign it to the developers and work on the next release and the build. And it's also helping us to do some quick monitoring of the developer tasks that we have so we can actually be on the track. Then just to share a bit more, very recently we also have actually deployed GitHub. We had our first customer in Malaysia for GitHub in the financial industry, which is the largest bank in Malaysia. They've been using RTC for quite long now. It's been, I think, about five or six years that they've been actually using IBM RTC. And just about a month back, they have decided to actually move on to GitHub. There were certain challenges that they were faced with. So that's been a learning as well. In terms of, you know, they have a distributed team. They run a few businesses in financial industry. They have a bank. They own an insurance company. They have a back office development team in India. So the team is spread across. So it was a bit of challenge for them to actually roll out RTC from a cost standpoint. RTC also had a bit of challenge in terms of supporting the new technologies which the bank is actually embarking on, be it on the mobility, IoT, artificial intelligence, and so on. And it was a bit resilient in terms of, you know, the new developer on morning. So there were some of the challenges that they were faced with. And that's where GitHub actually helped them in providing a cost-effective option compared to GitHub. And also supporting all the range of technology that you guys are aware of. GitHub supports almost everything, every technology on the planet. And it's pretty flexible and agile for them. So for them, it was pretty easy to actually do the change management from the RTC to GitHub. I think that's all I have for today. Thank you very much. Awesome. Thank you so much, Man.