 So today, we're really excited. So very first thing this morning, and we're delighted to have Tupapa's new chief executive, Rick Ellis, here to say a few words and introduce himself to the NDF community. As you may have seen, when Rick's appointment was announced a couple of weeks ago, Rick has worked as a senior executive in roles in the public sector, as the chief executive officer of ANSET New Zealand, the managing director of EDS New Zealand, and most recently, the group executive at Telstra Media, based in Sydney. Rick also spent 10 years as the chief executive of TVNZ, where he led the development of their digital channels. So we're very pleased to welcome Rick to the NDF, and I hope you'll join me in welcoming him to the stage. Tanakoto, delighted to be hosting you all here at Tupapa. Thank you for the introduction, Thomason. It makes me feel so old, with all of those jobs that I've had. But I'm just delighted to have this opportunity to just share some thoughts with you, I guess. Our challenge, I'm sure, resonates with all of you. It's how do we help create a brilliant, connected future for all New Zealanders? And those, of course, that have an interest in us. Whilst this wonderful physical place will always be our home, we literally have a treasure trove of stories to tell Taonga treasures to share that help to define who we are as a people, increasingly a multicultural society, and who we are as a country. And digital can clearly help to liberate those stories and treasures. You'll no doubt know that smartphone and tablet penetration in the developed world is basically north of 90% now. In fact, in my relatively short time at Telstra, the growth rate from 2011, 2012, 2013, now into 2014 has just been phenomenal, where feature phones have literally disappeared off the face of the earth. In fact, the last sort of vestige of feature phone usage is mainly gamers who have a community of games on their feature phones, and they're reluctant to give that up to the smartphone environment. So clearly, human behavioural response to this changing digital technology, particularly the smartphone and tablet technology, is fundamentally changing almost every sector of society and business, whether you look at the public sector, the private sector, the not-for-profit sector. And I just moved to Wellington from Paddington, Oxford Street, Sydney, and the evidence of this change is palpable. Oxford Street used to be a vibrant shopping area, lots of boutique stores and mainstream brands. And today, when you walk down Oxford Street, every third or fourth shop is empty with a four lease sign on it. And it's interesting actually in today's DOM post, where I see the direct parallels here, Pumpkin Patch may close stores, and then one of their executives has quoted, a greater focus would be put on the company's Omni-Channel business model, which includes a digital strategy centered around mobile and online sales. And then she goes on to say, if you haven't adapted to online change, then you're going to get left behind. And above those empty stores in Paddington is a vibrant digital acceleration and incubation community housed in a Telstra facility, Telstra Global Exchange facility. And every six months, there's 10 or 11 digital early stage businesses that go into that intense acceleration environment and get propelled into global markets because fundamentally, these digital businesses, if they can't succeed globally, they're not going to succeed at all. And this particularly into China and the United States. And we've now partnered, connected this community. It's called Muru-D, Muru being Galangal Aboriginal people language for pathway 2D being digital. And we've now partnered the Muru-D community with the Ice House and Lightning Lab communities here in Wellington and in Auckland. And I attended four weeks ago at the launch of Lightning Lab Auckland, which is a concentrated acceleration of digital businesses here in New Zealand. But in addition to that, attended the Ice Angels annual function, which was the most well-attended, in fact, the most extraordinary function held really in the digital lifetime to date of New Zealand. Fourteen businesses from Dunedin, Toweronga, Wellington, Auckland, Northland presented their business case to about 180 angel investors, not all grey hairs like me. And the most amazing thing is they were asking for between $1 and $3 million of investment to take them to that next phase of growth where they can hopefully grow to be a $50 or $100 million company or more. And the amazing thing is, just with the Ice Angels show fund too, which closed, I think, yesterday, angel investors will right now checks for $20,000, which is the minimum investment to be part of this $1 million fund. And what really struck me, attending that function, and indeed investing along with many others, was that people are taking their money out of term deposits and property now and putting it into these businesses. And I firmly believe that New Zealand has an opportunity to be a world leader in digital entrepreneurship and that there's a whole new wave of digital economic opportunity that will embellish and enhance our core assets around dairy and food production and tourism and create a framework or a platform, if you like, for significant future security around our economic prosperity. So whether in the not-for-profit, in the public sector or in the private sector, we all have to connect with our consumers. And I just have a couple of thoughts, perhaps I could leave with you, in terms of what I believe are some of the basics of succeeding in connecting with consumers, with citizens, and with all stakeholders in a digital environment. The number one is to deeply understand what consumers' expectations of are you, let's say citizens, expectations of are you, your service, your product, whatever. How do they want to engage with you? What do they want from you? You have to understand that to be successful in a digital environment. And that's why you're seeing an explosion of organizations, public and private, employing basically design thinking, which is a fundamentally different way of thinking about the future and about strategy, which is anchored in a deep understanding of consumer behavior and particularly consumer expectations around technology and how you engage with technology. And I have to say, design thinking is well embedded in the United States. It's in its incubational stages here in New Zealand. I think we're actually ahead of the Australians in this respect. There's only one design thinking company of any standing really in Australia could second road. And I'm just delighted and high fives to the AUT in Auckland and Matakau campus for bringing design thinking into their curriculum. So that's the first, I guess. The second is really where you can is to adopt or deploy existing platforms or apps as opposed to inventing everything from scratch in your own organization because that's expensive. It's got a high probability of failure. And of course, failing fast is a big part of the digital world learning from that and then getting on with the next iteration. And then I guess my final message in this space is irrespective of what approach you do take, just get on with it because the citizens and consumers are gonna leave you behind unless you engage with them in an effective way. So with that, I trust that you'll have an enjoyable day. I see it's a rich agenda and kia ora.