>>The Cube presents UI Path Forward five. Brought to you by UI Path. >>Hi everybody. Welcome back to Las Vegas. You're watching the Cube's coverage of UI Path Forward. Five. We reach cruising altitude on day two. Christina Seacrest is here. She's the process Artificial intelligence and automation GPS automation leader at ey. And Bob PCIs, executive director for Intelligent Automation for the state of Tennessee. Folks, welcome to the cube. Thank you for Adam. >>Good >>To have you. Okay, I don't know if I messed up that title, Christina, but it's kind of interesting. You got process, you got ai, you got automation, you got gps. What's your role? >>I have a lot of rules, so thank you for that. Yeah, so my focus is first and foremost automation. So how do you get things like UI path into our clients, but also I focus specifically in our government and public sector clients. So sled specifically. So state local education. So that's why I'm here with the state of Tennessee. And then we also like to take it beyond automation. So how do you bring an artificial intelligence and all the technologies that come with that. So really full end to end spectrum of >>Automation. So Bob, when you think about the sort of the, the factors that are driving your organization of, how did you describe that, Those sort of external factors that inform your strategy. What, what's, what are the catalysts for how you determine to deploy technology? >>Well, it was primarily that we know tendency has a tendency to provide good customer service, but we want to get to a great status best in class, if you will. And we had an external advisory review where it said, Hey, you know, we could make automation to improve our customer experience. And so that was like a directive of the, the state leaders to go across the board and automate all processes statewide, starting with the 23 executive agencies. >>So where's the focus from that standpoint? Is it on just providing better interfaces to your constituents, your customers? Is it cutting costs or you actually have more budget to invest? Kind of a combination of >>Those? Yeah, so it's, it's really both qualitative and quantitative, right? So quantitative is where we're able to reduce hours and therefore we can redirect people to more less mundane work, if you will. And then qualitative is where we're able to reduce the errors, improve data quality, reduce cycle time for our citizens, you know, when they're making requests, et cetera. So it's, I think it's a combination of both of those quantitative and qualitative metrics that we are mandated in, in micromanaged, quite frankly to, to bring, make those >>Numbers. So I'm from Massachusetts, when I go to a a mass.gov website, I say, all this was done in the 1990s and you could just see where the different stovepipes were, were. But then every now and then you'll hit one and you'll say, Wow, okay, this is up to, it's such a great experience. And then the flip side of that is you want your employees to be happy and not have to do all this mundane work so you can retain the best people. You don't have to. So you're living that in, in state and, and local. So where did you start your automation journey? What role did EY play? Let's go. Yeah, >>Sure. So I, I, I think the thought for process automation was probably three or four years ago, but then we started the program about 18 months ago and there was a lot of, let's say behind the scenes work before we could bring EY in, you know, like what resources was I gonna have in, in the state that were gonna help me address all of the agency simultaneously, right? Cuz normally you'll see a project that'll do be more siloed across the state and say, we're gonna do this agency, we're gonna do this division. Well, you have 40 other agencies that are, you know, the momentum is it's just gonna fall, it wayside. So how we looked at it was let's blanket it and go across all 23 agencies at the same time, you know, identify common processes that are used across 40 divisions, for example, right? >>So, so what we basically did is we procured the software, you know, did the contracts, and then it was really about, I designed, I'm gonna say a multistream approach where they were, we could run multiple work streams, independent define all the architectures, required dev tests, production, the disaster recovery at the same time in parallel developed the center of excellence, the operation model, the processes, methodologies. And the third one was, let's go out to a few divisions, business administration, health, you know, health, human resources, and be able to do a process inventory to see what was there. And then based on that, there's all this theory of well let's do a proof of concept. Let's do a proof of technology, let's do apply. Well, the bottom line is rpa technology's been around for a long time. It's proven there's nothing to prove. But really what was important to prove before we decided to go, you know, full tilt was, you know, develop a proof of perceived business value. >>Are we gonna bring in the, the business value, the hours and the qu qualitative metrics that is expected by our ex executive team, The leadership, we were able to do that, you know, with the help of help of ey, we built out the prototypes and we got the green light to go forward, got ey to start, and then we just basically went pedal to the metal. We had our foundation already defined. We built up the architecture in less than one to two months. Now, in, in a public sector or private sector, it's just not heard of, right? But we have a tendency with EYs technical team, myself, we look around the, the road around the rock instead, the rock in the road, right? So we ended up coming up with a very unique, very easy to easy to handle architecture that was very scalable. And then were able to hit the ground running and deploy in production by December where head of >>Was EY involved in the whole, you know, dev test production, dr. Center of excellence, the, the process inventory or did you bring them in? Did you kind of do that internally then bring EY in for the proof of >>Value? EY was actually awarded the contract for soup to nuts, basically the first phase, which was those four work streams I told you about. And they worked with myself and the state of Tennessee infrastructure architecture teams. We needed to get these things defined and signed off the architecture so we could expedite getting them built out. And then they, and they basically ran all four work streams, you know, the process, inventory, the prototype, the, the proof of perceived business value, the building out the center of excellence, working with myself. And, and this wasn't just us in a, a vacuum, we ended up having to, I mean, I could do the strategy, I could do the technology and I could said the roadmap and all the good stuff, but we had to actually meet with a lot of the state or tendency organizations on change management. How do we end up putting this process or an automation in the middle of the, the normal traditional process, right? So there was a lot of interaction there and getting their feedback and then tweaking our operational model based on feedback from the state of Tennessee. So it was all very collective collaborative. I think that would be the keyword is collaborative and then building out everything. So then, and then we ended up going to the next way where they knew so much and we were, we had such a tight timeframe that we continued with ey. >>So Christina, Bob mentioned center of excellence a couple of times in the state of Tennessee, but then beyond state of Tennessee, other organizations you've worked with in this space, what's the relationship between center of excellence and this thing we've been hearing about over the last couple of days, the citizen developer has that been, has, has, has that been leveraged in the state of Tennessee? Bob, have you seen that leveraged in other places? Christina? What's that relationship look like? >>Yeah, so we don't leverage that, that model yet we have centralized model and there's reasons for that. So we don't end up having maverick's, runoff runoffs have one off, have, you know, have a a UI path version or down this division or have another RPA tool in another division, right? So then all of a sudden we're, we have a maintenance nightmare. Manageability nightmare. So we basically, you know, I I I negotiate an ELA with UI path, so therefore if anyone wants to go do another automation on another division, or they would basically follow our model, our design, our coe, our quality gates. We we're the gatekeepers to bring into production. >>Got it. Now, yeah. Now Christina, what's your perspective? Because I can imagine Nashville and Memphis might have very different ideas about a lot of things. Yeah. Little Tennessee reference there, but what, what, what about what, what about other places are you, are you seeing the citizen developer leveraged in, in some kinds of places more than others or >>What? Yeah. Yeah. And that's part of, because of the foundation we're building. Yeah. So we laid, you know, when, when Bob talks about the first phase of eight weeks, that was amazingly fast, even in that's ridiculous. Spoke about it to say you're gonna lay these four foundations. I was excited, like, I was like, wow, this, this is a very serious client. They wanna go fast and they wanna get that momentum, but the AUM was laid out so we could propel ourselves. So we are at 40 automations right now. We're in the works of creating 80 more automations in this next year. We'll be at 120 really quickly. The AUM is critical. And I will say at a client, I've, I've worked with over 50 clients on automation programs. The way state of Tennessee treats the aom and they abide by it, it is the living document of how you go and go fast. Got it. And the one thing I would say is it's also allowed us to have such immense quality. So I always talk about you put in forward, you put in another 80, we're at 98% uptime on all our automations, meaning they don't go down. And that's because of the AOM we set up. And the natural progression is going to be how do you take it to citizen developer? How do you take it to, we call, you know, process automation plus, >>But methodically, methodically, not just throwing it out at the beginning and, and hoping the chaos >>Works. Exactly. Exactly. And >>The ratio of of bots to automations, is that one to one or you have automation? Oh no, the single bot is doing multiple. So how many bots are you talking about? >>We're doing, Bob, you're gonna answer this better than I will, but the efficiency is amazing. We've been pushing that. >>So our ratio now, cause we have a high density architecture we put in is four bots, excuse me, four processes. The one bot and four bots, The one virtual machine EC two server. Right? So it's four to one, four to one. Now what we're going to get by next summer, we'll do more analysis. We'll probably get the six to one, six to one that's made serious shrinkage of our footprint from a machine, you know, management perspective from 60 down to seven right now we're gonna add the next chunk. We add another 80 automations in FIS gear 24. We're only gonna add two more bot, two more servers. Right? So that's only 10 running like close to 200 bucks. >>And, and is doing this on prem in the cloud? >>No, our, the architecture's fully >>Oh, cloud based >>Ct. Yeah. So we use UiPath SAS model. Yeah. Right. So that handles the orchestrator, the attended bots, all the other tooling you need automation hub, process minor et etc. Etc. Cetera. And then on the state side in aws we have, we use unattended bots, cert bots that have to go down into the legacy systems, et cetera. And they're sitting on EC two instances. >>Was there, was there a security not hole that you had to get through internally? What was that like? >>No, actually we, we, we were lock and step with the security team on this. I mean, there are some standards and templates and you know, what we had to follow, you know, but they're doing an assessment every single release, they do assessments on little bots, what systems it's activating or are accessing, et cetera. The data, because you have fedra data of FTI data, you know, in the public sector to make sure we're not touching it. >>Do you guys golf? >>I do, yeah. Not Well, yes, >>If you mean I I like golf but not don't golf well, but so you know what, what a mulligan is. If you had a Mulligan right, for the state of Tennessee, what'd you learn? What would you do differently? You know, what are some of the gotchas you see maybe Christina in, in other customers and then maybe specifically state of Tennessee, >>Right? I would say, you know, it is the intangibles. So when we talk about our clients that go fast and go big, like state of Tennessee, it's because that, that we call it phase zero that gets done that Bob did. It's about making sure you've got the sponsorship. So we've got executive sponsorship all the way up. You've got amazing stakeholder engagement. So you're communicating the value of what we're trying to do. And you're, you're showing them the value. We have been really focused on the return on investment and we'll talk a little bit about that, but it's how do you make sure that when you do, you know, states are different with those agencies, you have such an opportunity to maximize return on investment if you do it right, because you're not talking about automation in one agency, you're talking it across multiple agencies. We call that the multiplier effect. And that's huge. And if you understand that and how to actually apply that, the value you get is amazing. So I, I don't, I can't say there's a mulligan here, Bob, you may think of some, I know on other clients, if you don't line up your stakeholders and you don't set the expectations early on, you meander and you may get five, six automations in over the year. You know, when I go to clients and say, we're doing 40, we're doing 80, they're like, >>Wow, that's the, but that's the bottom line. Gotcha. Is if you, if you want to have an operational impact and have multiple zeros, you gotta go through that process that you said up front. >>Exactly. A >>Anything you do differently, Bob? >>Well, I I what I do differently, I mean, I think, I mean we, we did get executive sponsorship, you know, and in one area, but we still have to go out to all the 23 agencies and get, and bring awareness and kind of like set the hook to bring 'em in, right? Bring 'em to the, to the, to the lake. Right. And, and I think if, if it was more of a blanket top down, getting every agency to agree to, you know, in investigate automation, it would've been a lot easier. So we're, we're, we're getting it done. We've gone through 13 agencies already and less than a year, all of our releases are sprinkling across multiple agencies. So it's not like a silo. I'll look at that. Everyone at every agency is being impacted. So I think that's great. But I, I think our, our Mueller now is just trying to make sure we have enough backlog to do the next sprints. >>Is it, you know, the ROI on these initiatives is, is, is so clear and so fast. Is it self-funding? Is there gain sharing or do you just give business, give money back to the state and have to scramble for more? Do you get to, you know, get a lick off that cone? >>Unfortunately we don't, but I, I, I try to see if we could get some property like, nah, we don't do that. It's all cost, cost based. But, but our ROI is very attractive, I think for, for doing a whole state, you know, transformation. I think our ROI is three and a half to four years. Right. And that's pretty mind blowing. Even if you look at private sector or, I, I think some of the, the key things which people are noticing, even though we're in public sector, we're we are very nimble. This project is extremely nimble. We've had people come in, exactly, we need this, so we're gonna get penalized. Okay, knock it out in four hours, four days. Right? So it's that nimbleness that you just don't hear of even in private sector or public sector. And we're just able to do that for all the collaboration we do across ey, across myself and across all the other organizations that I, that I kind of drag along or what have, >>What do you, what do you, do you see any limits to the opportunities here? I mean, is this a decade long opportunity? Is you have that much runway >>Or that's just not my dna, so we're gonna, we're gonna probably do it like in four years, but Well, when >>You say do it, I mean, will you be done at that point? Or do you see the weight, >>Look at, you know, we could boil the ocean and I think this is one of the reasons why we're successful is we could boil the ocean and and be, it will be 10 attended 20 year program. Yeah. Okay. Or we looked at it, we had some of EY guys look at it and say, I said, what's the 25 80 rule? Meaning, you know, give me, So if we had 500 processes, tell me how many processes will gimme 80% of the hours. And it was 125, it was a 25 80 rule. I said, that's what we're doing it, we're doing, we're gonna do the 80% of the hours quantifiably. Now when we're done with that pass, then we'll have those other ones that are bringing 20% of the hours, that's when we might be bringing citizens in. That's what we're bringing state workers in. But at that same time, we will be going back in the wave and doing advanced ai. Right. Or advance ia, in other words. So right now we do rpa, ocr, icr, but you know, there's NL ml nps, there's virtual agents and stuff. So that's like the wave we're gonna do through the ones we've already gone through. Got it. Right. So it'll probably be a two or three wave or iterations. >>Cool. Guys, thanks so much for coming into the cube. Great story. Really appreciate you taking us through it. Thank you so much for having us. You're very welcome. All right, keep it right there. Dave Nicholson. The Dave ante. We back at UI path forward five from the Venetian in Las Vegas. Keep it right there.

(upbeat music) >> Live from Bahrain. It's the CUBE. Covering AWS Summit Bahrain. Brought to you by Amazon Web Services. >> Hey, welcome back everyone. We're here live at Bahrain. This is the CUBE's exclusive coverage of the Amazon Web Services Summit here. Where Amazon, AWS, is launching a region in early 2019. It's been announced. This is going to change the game. And also, it's creating a lot of gravity. A lot of people coming together. Of course, the CUBE's first time here. We have lots of observations, lots of commentary, an amazing new guest on the CUBE. We're super excited. Our next guest is Samer Aljishi. Who is the group president of BFG. Welcome to the CUBE. >> Thank you John. Nice to be here >> So, what is BFG? Take a minute to explain. What is BFG? >> Big friendly giant, no. So BFG is an industrial firm where one of the first industries in Bahrain was set up in 1975 as a composites manufacturer. It has grown over the years. So it's been 43 years and it has grown to become a small multinational concentrated in about let's say, quite diversified but broadly covering four different product centers. So, we are working in the architectural area as a supplier of facets and complete building envelopes. Utilizing composites plus other types of innovative building materials. If you look at the building's design for the likes of Saja Hadid where you got parametric architecture and its got unrepeatable shapes. Architects are looking for different types of materials. That are able to achieve those visions, which are quite grand and inspirational. And achieve them cost effectively and efficiently. So we are one of the top players in this area. A second key area for the BFG today, we are recognized as one of the largest suppliers of components to the real industry. So, we serve most of the real industry in Australia, in the Asia, in Europe, and the Americas. Some of the parts are structural, some of them are decorative. Structural parts, we make the front ends, for example, we make the front ends of the TGV. We build the toilet cabins for the majority of trains. A highly sophisticated, integrated product and all of the interior linings. Sol transportation is a big area for us. We also work in renewable energy. We work with BE, cements, and others. It's a supply generator housings for winter months. And then, we have a very strong program on waste treatment management. It's quite a lot of different sectors. They're quite varied. It's quite interesting. I think ,in a way, we'll be talking about industry 4.0. The variety that we have in types of client and the products for those... >> So, what is industry 4.0? Explain that. What is industry? >> Now that's a great question. And it's actually a hard one to answer simply. Industry 4.0 is, I think just to begin with, let's talk about the industry 3.0. >> So, industry 3.0 was a time when you had relational data bases like SAP or Oracle or any other product. Or Microsoft and others come in. In order to put some structure into manufacturing organization and to provide information and visibility. And we have ,also, robotics. A substantial amount of robotics coming in. Industry 4.0 goes a step further from this. In that, what we are now doing with industry four, we have the capability today through the cloud and through machine learning, deep learning, and other tools. We'll able today, to do real time optimization. And that's a big difference between industry three and industry four. I will say ,simply, industry four ,in short, is bringing out real time optimization out of a disordered environment. When you look at manufacturing, manufacturing is not a very ordered system. You've got suppliers that have different delivery schedules that are never matching. It's either ahead or behind. Different quality levels, different capacity levels. You have the supplier of your suppliers if you go one step up. Then you've got operators so I will do something in a different way and speed than you would do it. Even though, it's the same process. So you've got variations in people, variation people skill, variation people's quality. And then you've got machines that could ,perhaps, do a certain process a little bit faster than they do in other process. But ,also, they could fail. They could sometimes fail unpredictably. And if you take all of that and you look at one failure, it could affect a complete program that you had for... >> You get a great software for this. You can program this. Is that what four is? >> Yeah, basically. >> It's much more programmable. >> Basically. It's taking the... >> Not the old static, you know. >> Absolutely. >> Known process. >> Absolutely. >> Or known technology, not very flexible. >> Absolutely so like, the all of the ERP systems of industry three will give you a program for a day. But they wouldn't really recalculate what happens in the middle of a day. And they're not learning. So, they're based on data that is input statically. With industry 4.0, we're putting real time data acquisition on the factory floor. We are putting in tons of IOT sensors, imaging sensors, cameras, operator, measurement systems... >> So flexibility is pretty critical. So, I talk to a lot of people who use cloud and I've met many manufacturing gurus like you. But, the ones that are kind of in operational management roles, they say. The old days we had processes, they were locked in and we kind of did tech and we kind of managed it. Looked at the dashboards, looked at the data, had meetings, tried to fix it. Now, we have kind of new technology but the processes are changing in real time so that at any given time, we might want to deploy a new process. >> Absolutely. Not only this but if I take it forward, a few years forward with artificial intelligence. Now that you're breaking up all of this data and a computer looks at it. It will be able to enter some suggest optimization processes. You no longer need people to do so. The computer will actually see that a particular operator has done something in a different way. It resulted in improvement. It in itself can go and change that operating procedure. >> Well, okay I've got to ask you the question. My mind is going into operating system mode here. I'm writing the kernel in my head. Okay so let's do that. We just built this cool system but now, where's the data? The data really is the key here. If you have good data, you're going to have a real good flexible AI. Bad data is bad AI. >> Exactly. >> How do you view that? How do you set up the architecture? How are you thinking of architectural frame works for managing great data quality? >> Well , you've got to have. First of all, you have to have a good and reliable sensor suite and good sensors for it's captured environment or parameters venture. Other types of vibration. Other types of either motion or sensing or different types of temperature, humidity. And then, you have actually the operators themselves become connected. So you have to find how to connect that operator and extract data of what they're doing into the cloud. You could go as far as actually measuring their exact motion in the future. We don't yet have the hardware or the tech to do so. But, imagine if you can actually measure their motion or you could have very intelligent imaging. Where you got a camera that actually looks like an operator, understands what it does. >> Still coming in. >> That's a lot of data and so the challenge is not just the data centers like Amazon. But it's also creating that bandwidth to feed data from the factory into the cloud. And that's going to be very important. >> Well, I want to ask you about your biggest challenges that you guys are doing right now. But I want to get, 'cause I want to jump quickly into something different . I want to get your opinion since you're an expert. The number one question I had coming over here on this trip was, Amazon, why do they put their region over there for? It's hot as hell. Cooling is the biggest problem. Why would they go to the hot place? So weird with the data center. So , again, the question is since someone who has been involved with sustainable building materials. What do they do? I mean, that's the number one question I get. How do you make it work? It's to cut cooling challenges off season solar. Sun's a friend. Sustainable, renewable energy is going to be a key piece of this data center. What's your opinion? Are you working on it or do you have an opinion on it? >> Well, I just think from like a data center perspective. Yes, it is a hot area in the world and cooling is an issue. But, you know, this region supplies fuel for a large part of the world... >> They've got plenty of oil. >> So we do have energy in plenty. And we certainly have sunshine in plenty in this area. And with solar energy becoming so cross competitive today, we believe that it can very quickly return the additional cost of infrastructural cooling or even the operating part. >> So you see solar, no problem, supporting what they need in cooling and power. >> For sure. For sure. >> Okay so let's get back to your challenges as you go into industry four. Which, by the way, I think it's a whole new management practice. I don't think, you know, the Peter Truckers of the world wrote those books. I think that was industry one, wasn't it? I'll give him some credit. We'll call 'em 2.5 maybe three. >> I think three. >> Okay give him three. 4.0 is a new paridine ship. You're in the cutting edge of it. What are some of the challenges that you're facing that are opportunities? How are you thinking about them? Your thoughts. >> They're a lot of challenges. Technology is still developing so they're a lot of things we would like to do but are not yet available. Certainly, let's just talk from our implementation brain. The skill gap is still one of the key areas. So , in my team and the FTI, taking in about 12 young engineers. Fresh graduates. And we're getting them acquainted with the process because we want to develop homegrown talent. We believe, industry for out of Bahrainians is going to be big. But it's important to have the local skills. >> Need the young guns. Young talent. >> Absolutely and they have to get involved quite early. So that's from the local angle. We have a lot of support coming in from government and other bodies of Bahrain Everybody is fully aligned with this. When we look ,however, at the actual implementation of the development. There's certainly still a certain gap. For example, they're a lot of things that we believe require a higher degree of image recognition and image analysis. I'll give you an example. You got a robot. If you have a robot, you've got to position. Robots are dumb machines. >> Yeah. >> Unless something is placed exactly in the right place. >> I know a lot of people are building more robots more than ever. So there's more robots out there. >> And you know what's surprising, we're discovering that the robots aren't very connected and they're not yet to day. The programing of the robot doesn't enable you to develop them or to connect them or to implement industry four on this. Just seeing that announcement, recently. Microsoft, for example, is ruling out robot programming languages. Which would be a great start and that's what you need. So, we find that they're quite a lot of missing technologies to make industry four really, really operational. Related to our robotics imaging and date acquisition. >> The phase we're in now is connect and then being intelligent. So IOT and robotics is like "Let's get connected." "Let's get power to it." And then make it more intelligent. >> Absolutely. So today I think we're at the stage where we can collect data. We can analyze it. We can project what's optimized. And I hope that we're yet at the stage where we can take that optimization and actually implement into very quickly real time on the software because of certain interface issues. >> Interfaces are data bases. Are they technical or business challenges? >> They're both technical. >> Okay, okay. >> But the technology is developing so quickly that I think a lot of these challenges will disappear in a couple of years. >> What are you most excited about? Assume that the connecting and the power parts happening that's easy to do. On the making more intelligent, what are you excited about? What are you looking at? What are some of things you're really investing your time on? >> Well, I think this technology is very interesting and can be applied to. When industry four rolled out, it was mainly the large processing industries that adopted this. Or maybe even large mass, production type industries which adopted this. I think there's tremendous, tremendous potential for this with the medium and small enterprises. Particularly those that are doing what we call discreet manufacturing. Which is producing limited series or limited amounts of parts. And where you have a high amount of human interaction and labor and know how. With the ability to do this, you'll be able to create something that's equivalent of factoring a box. So you can actually box that know how and you'll be able to transport it anywhere in the world. And be able to localize or become international very quickly. >> That was un-gettable in the old model because of the cost and the size of the equipment and the requirements to do it. >> And the fact that know how was really still even if it's written. It was mainly in somebody's head. >> Yeah. And this is going to impact everyone from street vendors to... >> Absolutely. >> All kinds of businesses. >> Absolutely. >> And this is going to make, hopefully, create more efficiencies. >> Hopefully, yes. >> Around smart energy maybe. >> Absolutely. Like industry two to three and three to four. It has its own number because it will create such a large transformation of business as we see. >> Well, I really appreciate Samer coming on the CUBE this year and your insights. Great conversation. >> Thank you. >> I like your talk about processes improvement. It's one of my dark, little secret hobbies. Manufacturing, although, I'm not a big operational guru. I'm not a detailed person but I love the operating system concept around manufacturing and system. >> We love to have a conversation a few months from now and show you how the demonstrator has gone ahead. >> I'd love to keep in touch. Final question before you break. I know we got to go. Just quick thoughts on the impact of having a region of Amazon here in Bahrain. >> Well, I think having Amazon here is a huge, huge thing. For the country and for the region. So just the presence of Amazon, not only is it an enabler but it by itself would create such a great support for the developing ecosystem here of star clubs. The Bahrainians , we as Bahrainians, I often tell people. Innovation, entrepreneurship is built into the Bahrainians since thousands of years ago. >> It's a learning culture. >> It's a learning culture. I'm always surprised by the level of skill, the level of enthusiasm for know how, for innovation that happened. Having Amazon come here, I think reinforces this. With the people in Bahrain and in the region. And I think it's going to leap for all that development. >> It's a free economic new energy. >> Absolutely. >> One thing, I'll just, I know we have to go. But , I wanted to comment, I've seen Amazon do this before. It's not just big businesses, developers are going to scale up. And this whole skill gaps thing, we've seen it now for nine years. I've witnessed it and talked about it. Here's the common strength, the pattern. It doesn't matter if you're 15 or 50, you can level up and be the next guru in months. I know people who went from eight weeks are doing serious employments. Gripto, these new AIs. You can literally come from any point. >> Absolutely. >> And level up and be one of the best. Versus the old linear. >> Absolutely. >> Education. So if your culture's got that mojo learning. >> This could transform and we no longer are limited by just capital. Now we're just limited by creativity. And you could have that any place. You can find some global links rising out of Bahrain very quickly. >> I was really bullish of you guys. My advice when I was at the crown table yesterday was, you guys got a good community. They're active, they're vibrant, they complained a lot which is a good sign. Because they should be. You have capital, then you have a power source coming in here with Amazon and resources. Let the ecosystem organically develop. The soil's been planted. Let it grow. >> Absolutely. >> Don't try to make any forced decisions. Feed it. Get out of the way when you have to. Help it when you need it. Nurture it. Don't worry about it, it'll figure itself out. I think that is a good pattern. It's hard to get the community. You can't like buy a community. >> You can't forced innovation. You can't go and tell somebody "Please be creative, be innovative today." >> You can't buy a community. You can't buy the advancements. Thanks so much Samer. And we're at the CUBE. We went a little bit over but , you know, we like getting all the action and getting all the smart people. Creating some great insights and we're going to continue all day. So stay with us for more coverage after this short break.