ASU+GSV 2026 Summit | Monday, April 13, 2026, 9:00 am-10:00 am | Sponsored Partner Programming
Speakers
- Joseph Fuller, Harvard Business School
- MC Pilon, Belk Endowment
- Alison Griffin, FutureRise
- Jon Schnur, America Achieves
Key Takeaways
- Moderated by Jon Schnur (America Achieves), this panel examined how the U.S.
- can build a talent system for an AI-disrupted economy, drawing lessons from a five-state delegation to Singapore.
- MC Pilon (Belk Endowment), Alison Griffin (FutureRise), and Joseph Fuller (Harvard Business School) discussed Singapore's striking alignment across education, government, and industry -- where every sector articulated the same vision -- contrasting it with America's fragmented approach where no single entity is responsible for connecting education to good jobs.
- Fuller highlighted Singapore's ambitious new initiatives including a career and skills wallet and National Skills Intelligence Engine, but cautioned that even Singapore faces adoption challenges as many workers lack motivation to continuously upskill.
- The panelists then pivoted to promising U.S.
- models: Western North Carolina is launching a rural prototype for regional talent system redesign (announced the day of the panel with Governor Stein's support), while Colorado is merging its Department of Higher Education and Workforce Development Council into a single talent-focused agency.
Notable Quotes
"When we met with their education sector, they said the same thing that their business and industry owners said. When we met with their government, they said the same thing. They were all aligned and coordinated."
— MC Pilon
"This is easily, easily, easily the most ambitious program in the world that I'm familiar with. And as John suggested, I spend a lot of time trying to find good ideas."
— Joseph Fuller
"The thing that they all said was the easiest relationship that they have in Singapore is with the Singaporean government. That made me step back and think, would U.S. companies say that?"
— Alison Griffin
"As hard and technical skills get augmented and automated out of a job, what's left? Social skills... I'm gonna wanna see this person in my work environment working with their future colleagues."
— Joseph Fuller
"If you're in a war for skill development, you can't use yesterday's information."
— Jon Schnur
Full Transcript
I'm John Schnersey of America's Chiefs, I'm excited to moderate this panel. And as you just heard, the focus of this as context, before I'll moderate this with three really tremendous and diverse and expert panelists, is I would argue we have a looming national emergency that is playing out community by community, state by state, that if unaddressed threatens both our core value proposition in this country, the American dream, that if you work hard, you can get ahead, make a living, support a family, and move forward, and threatens our employer's access to what often they cite as the number one barrier to their growth and economic competitiveness, and to our country's economic competitiveness, which is access to qualified talent in a rapidly changing economy. Many issues that have a nationwide emergency potential require a single federal action. In this case, I think what people know and you'll hear on this panel, is that this requires action state by state, governor by governor, local region by local region, and it's a team sport, not just an individual sport.
There is no single entity today in this country responsible for addressing this, which is a huge risk. If the goal is good jobs at large scale, and employers having talent meets net, if you go to the K-12 system, that's not the goal and metric. If you go to post-secondary, not the goal and metric. Workforce development, actually not the goal and metric.
That's a safety net to help the vulnerable move forward in the way it's been defined. Companies not the metric. Government, not the metric. So Singapore, which we'll talk about, is an example that we can't copy, which is a government that's actually driving an entire system, that's scaling solutions that can go well beyond any individual program.
But in this country, that's not going to work. The question is, what is an American version, state by state, that brings together key players that's not going to be the government driving it as centrally as Singapore does, to solve this issue? We'd failed to address this as a country when globalization, automation, and digitalization hit. We had macroeconomic growth, but left many people behind because it wasn't addressed.
Now we've got AI hitting on top of that, and regions like Western North Carolina are still suffering from it before, but need to be able to get ahead in this context. I would say the common solution here, before I turn to the panelists, I would say here in most cases, not all, and there are promising solutions around the country, which we'll talk about today. The common solution to this are individual programs to try to help address specific groups of people or specific companies, which work great when you've got an exceptional leader doing heroic things in here, this place, or that place, but it doesn't scale when the issue here is the entire access to the middle class and economic competitors depend on this. The question is not just the program, it is programs at large scale, but it's programs in a region, by industry, collectively, it is systems.
The question is, what have we learned from what we haven't done right and what's been done right, and what are some of those promising systems in the country learning from that and doing? With that, I'm eager to go to our panel. The first question, not because we're going to copy Singapore, but American Chiefs led a delegation of five states to Singapore in November, NGA Chair Governor Stitt, whom we're working with, led that from Oklahoma, MC led a seven-person delegation from North Carolina, including the Governor's Policy Director, the Republican Chair of the Senate Education Committee, community college leaders, to really look at what could be done. We'll start asking MC and Allison and Joe, all of whom have a real expertise on Singapore, what did you see in Singapore that was the most important, and what's the significance of that for what you're doing in North Carolina?
For me, traveling to Singapore was about stepping outside the frame of the U.S. and really looking at a country that had built a system that included education, government, business, and industry that was aligned and coordinated. This intentionality of building a talent development system with these kind of integrated threads really gave us a proof point to what the system could look like. In North Carolina, and in Western North Carolina, we're trying to do the same thing. Just to be clear, going to Singapore and learning from their model wasn't about replicating, it's about a proof of concept that it can be done.
How do you look at a model and pull out the pieces that can be added into our framework? MC, one of the things I heard you say in Singapore is you went from meeting to meeting to meeting, business industry, and there's something striking to you that happened there that doesn't happen here. I wonder if you could comment more on what you heard. It's awesome.
Sure, sure. Again, it's this alignment and coordination. When we met with their education sector, they said the same thing that their business and industry owners said. When we met with their government, they said the same thing.
When we met with the chamber, it was the same thing. They were all aligned and coordinated, and it was a very powerful takeaway. When we met with them, they weren't all in the same room together, so it was just this continuing theme that they were all going towards a North Star. There's a common understanding, as you're saying, of the challenge across these.
There's a common understanding of the solution and the roles and responsibilities we're orchestrating. It was like watching, in my view, a great, not to use too many sports metaphors, but a great sports team here that was leveraging all the assets of its players, but as a team, in a way that was very different than we often see today. It was inspiring and a little sobering. With that, let me turn to Allison.
What did you see, and what are the implications? I saw two things that stuck with me. The first was, and I'll pick up on what MC was sharing, this idea that when we spoke with companies, U.S. companies, that were doing business in Singapore, and we asked them, what is one of the greatest challenges, but what's one of the greatest opportunities that you have here? The thing that they all said was the easiest relationship that they have in Singapore is with the Singaporean government.
That made me step back and think, would U.S. companies say that the easiest relationship they have in the United States is with the U.S. government or with their local government? It got me thinking about the importance of industry and business and the connection then back to the system and the government system. The other thing that struck me, and this is a little bit of a narrative reflection, but the Singaporeans have the ministry on manpower. It could be manpower or womanpower or peoplepower, but it's not the Department of Labor or the Department of Education.
Their entire system is centered on people. For me, to be able to bring that idea back, one, the government was the easiest partner for business, and their entire system is centered on people. It really was. I'm going to turn to Joe in a minute, but it was striking to see the ministry of manpower in there, how they've got the agencies focused on economic development, focused on education and skills, completely together with business on what's the economic development strategy, how you align a talent and skills strategy totally to where the jobs are going, the hockey puck is going, not just where it's been, and a very intentional, one of the words I heard from Allison and other delegates, intentional is what we keep hearing, a very intentional way the alignment of that skills strategy toward the economic development strategy.
Joe Fuller is one of the leading experts in the world on this and many topics. You've been studying Singapore and very involved in Singapore, including its latest iteration on what already is a strong foundation, but now they're moving forward. What is happening in Singapore today that's notable to you, and what are the implications for the U.S.? Well, John, the government of Singapore enjoys a great reputation for being able to come up with forward-looking strategies and execute.
This is probably the fifth different Singaporean economy we've seen. Back in the 60s, it was an energy shipyard business with light industrial, kind of classic early Asian transformation economy, then moved into high tech, then moved into services, now very much looking forward. I think what is impressive, it's a whole-of-government effort, and one thing I think they will succeed in doing is making a major move forward on harmonizing data. I've been working in conjunction with Burning Glass Institute there now for a while.
We did something called the Singapore Opportunity Index. Some of you may be aware of the American Opportunity Index that I helped develop here. That looked at 1,700 Singaporean companies and revealed a lot of best practices that can be shared amongst Singaporean companies. But they're developing something called a career and skills wallet, so every individual worker will have a documented, verified portfolio of skills to present, the kind of ponderously named National Skills Intelligence Engine.
So they're scraping all the job postings and looking where the arc of development is, and they're using that to power a corporate skills dashboard. They just provide a company to you to see, to literally generate recommendations where you may be falling behind peers, here are the types of things for future opportunities you may want.
want to be training people in. So I think that gain is secure. But there's, you use the sports metaphor, John, and it's not sure that, to me, that the stadium is sold out.
By which I mean, are people buying into this? And there are two or three warning signs. The first is that a lot of workers actually don't show a lot of ambition to follow up on ideas that are being presented to them, despite the fact that the government provides both a chatbot career navigator called career khaki. In Malay, khaki means my buddy, my amigo, my friend.
Workshops, walk-in centers with career one-on-one counselors available. So the bureaucrats are very much like, everyone ought to want to manage their career to the highest level of accomplishment and earnings they can. A lot of people just aren't so motivated. The second thing is, particularly, Singapore is basically two economies.
It has 4,200 regional headquarters from foreign companies. That's evocative of the, I have a good relationship with the government. But the vast majority of Singaporean businesses are small and medium service enterprises. They're pretty ambivalent about having, for example, income transparency.
They're pretty ambivalent about upskilling workers than go work for an MNC and leave them behind. So it's early innings. This is easily, easily, easily the most ambitious program in the world that I'm familiar with. And as John suggested, I spend a lot of time trying to find good ideas.
And you keep coming back to Singapore. So I'm not betting against them. But even with a whole of government with a hugely competent federal system in Singapore, a national government system in Singapore, it's by no means certain this is going to work relative to its ambitions. And when we were meeting in Singapore, our five-state delegation, the Singapore leaders expressed that to us.
We asked them, they described all of this. But they said, look, we're not sure. Actually, I would say more humility and uncertainty there at the most advanced system than sometimes you hear among folks who are maybe not even as far along, I think, because they've got so attuned to what the challenges are. I know, of course, there are many people who are leading edge in the US, too.
I have one follow-up question for you, Joe, for now, which is on your first point. With all this in place, skills wallets, resources, why do you think some of the same points you're saying are not more motivated? I think many are, for sure. And it's working.
And there's been some good outcomes there. But why is that a warning sign for you? And what could be done about that from what you can tell? Well, I think that the, Alison said, individuals are kind of the unit of analysis in Singapore.
And that's true. But the Singapore government is a meritocracy. It pays commercial level wages. So ministers make seven-figure incomes in UF dollars.
So it's not, it's basically a one-party state. Friend of mine irreverently calls it the single most successful family business in Asia. And I think the risk is that there's a presumption that people will continue to invest in learning, will continue to stretch themselves in order to maximize their prospects. And for a significant part of the population, that's a speculative hope.
These are human beings. And many of them don't live to work. They work to live. And the expectation that they're always going to want to push the frontier of their next best job and always go for that next opportunity to advance is maybe more evocative of the actual values and interests of the elite bureaucrats in that meritocracy than it is average Singaporeans.
I will say that that is interesting. And I think from the perspectives from the leading edge, that kind of humility is welcome. I will say, when we spoke to individuals, including Uber drivers and people in the street, I would say there was a very widespread sense, workers in offices, of this need to get ahead and their ability to get ahead. And to the outcomes, you've seen this too in Singapore.
They have the most significant improvement in economic progress for the bottom quintile. So they have had results. But it is interesting in a place which is driving and pushing forward. You're seeing it's all is not clear or perfect there.
And that's really compelling. I will use the opportunity to briefly say, before we go to the next question, one of these our delegations brought and our America Chiefs team brought. In fact, we can raise hands. Jason Cloth is here as our chief strategy officer.
Jason Green is here, senior advisor. And Jason ran Ascend in Indiana, a real model for a kind of system change in Indiana. Jason's led a company. There's a six-part, we developed a six-part talent, good jobs talent system framework that the five-state delegation used to look at, OK, what are the functions that actually Singapore's using?
Not because we'll copy it, but what are the things they're doing that could then inform what a Colorado version, what a North Carolina version could be? And we don't have the time to go into the six. If you go to our website, look at the six. But if I were to boil it down very briefly in a sentence or two, it's one, set and measure goals that matter in today's economy.
Today, a high school degree, a generic college degree doesn't actually get you what we're looking for by itself. In fact, there's a significant, and college degrees are very important, by the way, but we see significant increases even in the last year, maybe the last several years of employment rates and speed to employment and earnings gap differential for college graduates. Still a very good bet for the right programs, highly variable across different programs and different institutions. And we don't have goals today around, getting a good job and launching a career successfully and looking regularly at what are the jobs and skills and knowledge by industry that are needed to actually say, okay, that's what people need on an ongoing basis.
So setting and measuring progress toward outcome goals. Now, the same poor folks, oh, that's so great. That's so well said. Well, you've done it.
We wrote it down on a piece of paper. But now we're trying in this country to do more of setting and measuring goals that matter. Second out of three, building a performance-based system. How do you have predictable funding, public funding and private funding that aligns to industry demand and outcomes?
Right now, you've got the same funding across different types of programs based on student enrollment, outcomes, please, taxes aside, don't make a big difference. How do you have that? But then how do you have a supply of programs created that can meet that performance benchmark? And Alice will talk about that in a minute in Colorado and Africa.
So you've got a performance standard for driving programs on an ongoing basis. How do you have philanthropy and public funding help build more seats and modernize seats, help to change process that people can actually modernize that? Western North Carolina is announcing today a major effort to get Western North Carolina to get across an entire region as a prototype for the country. And the third is building the organizational infrastructure that we saw up close in Singapore that often doesn't exist here.
At the state level, it's how do these different agencies work together as a team? It's these industry partners, workforce intermediaries where business and the supply side are communicating about what the needs are, what the curriculum needs are, how to work together. The AI era that we're in, talk about all the implications, the one thing that's clear is change is quickening. And the one thing most that means is that we need a system that can be responsive.
So we think these three things, setting goals that matter in today's economy, having a performance-based system that aligns to industry demand and outcomes, and building the organizational infrastructure to actually deliver on that is crucial. We saw that in Singapore. The question is, in many ways, what does an American version look like? And to that end, you can ask MC and Allison and Joe to talk about what are you most excited about in this country?
MC, I'd ask you to start with, again, today's announced a significant effort with a letter out from Governor Stein today, championing this, that's really gonna help create a rural prototype for the country on this that MC's helped spark. And we'll turn to you to talk about what's exciting you. Perfect. So at the Belk Endowment, we've spent the last 12 years realizing that proximity really matters.
And so showing up and listening is really how we've learned about our state and how we have funded everything and found innovation in the community college space. So we were evolved out of a retail company, 17 states in the southeast. This is important because one of the lessons that we have taken from corporate was that they would do monthly store visits. And this was very important because they would be able to see if a corporate idea worked well on the store floor because the associates were the first to tell you what was working and what wasn't.
This relationship was vitally important because they also gave you innovative ideas that were from the store level. So we sort of copied that model. So as we started building out sort of our mission, we realized that workforce and the future of the workforce was super important to us in North Carolina. So we focused on college access, but also adult learner attainment across our 100 counties.
And the platform that we use was community colleges because they have three tentacles. One, high school students, two, adult learners, and three, business and industry. So this sort of trifecta cross sector was really where we wanted to be. The community colleges have the biggest ROI.
They focus on upward mobility across our state. We have 58 community colleges. You can get to one 20-minute drive wherever you live in our 100 counties. This platform allowed us to just get in the car and drive.
and travel to all these campuses.
This has meant more to the campuses, but has also given our team these amazing relationships and really put faces and places to policy across North Carolina in a way that we couldn't have had access to. And so when the biggest natural disaster hit North Carolina, Helene, it devastated Western North Carolina. And so we were already working with them to rebuild and recover from Helene, if you can do that. But that was our starting point.
And so that just naturally evolved into having these conversations about what would it look like. You've been decimated not by just Helene, but automation, globalization, the pandemic. What would it look like if we just got all the leaders in Western North Carolina, which is 11 community colleges in 28 counties, to really look at good jobs data and think about the future and know the traditions of Western North Carolina and the assets of its people, like Singapore did, and to think about building a system that wouldn't have fragmentation in it. And so that was this beautiful linkage with America Achieves and this framework that they had.
And then we were able to build this amazing seven-people delegation to go with other states to Singapore to look at this just proof of concept of how they have built a system that aligns the education sector, business and industry, and government to rethink and redesign a regional talent system. So this trip was in November. We moved fast. We have these presidents in.
And on Monday, we're starting this project. And we are super excited about it and really have so much opportunity to learn from our trip to Singapore and to allow these presidents to have data in these counties that they've never had before and kind of look at the supply and demand from a different lens. I've been looking across the country. I'm going to go to Alison in just a second.
But it's to see a region, heavily rural, that is truly locally led and globally benchmarked. People have looked at benchmarks around the country and actually, OK, let's have clear measurable goals around X number of people getting into good jobs in health care, advanced manufacturing, skilled trades, but then build a sustainable system for it. Governor Stein today issuing a letter supporting this calling for the legislature to help fund it, inviting funders nationally to come to a summit in North Carolina to look at this, which they're creating a blueprint for what rural regions around the country could do, I think, is incredibly exciting, would not have happened without the incredible, unusual, in my view, listening ear of MC and the Belk Endowment, just going all around the region, listening, what do people want? And they say, hey, how do we help them accomplish what you already want, which is good jobs at scale?
So a very early but very exciting prototype, potentially, for the country. With that, turn to you, Alison. What's exciting for you in Colorado? Sure.
So I'm actually going to approach your question from a little bit different starting point. And that is probably no different than states where you all come from. But I'll start by saying, in Colorado, we have 10,000 different degree programs. We have 4,500 workforce development programs.
And we have over 300 apprenticeships. That creates tremendous confusion for the learners and the earners who are trying to access the system. And about a year ago, so May of 2025, Governor Polis issued an executive order that called on our state agencies to look not only at their own agency, but to come together and figure out where there may be opportunity for alignment or consolidation or opportunities to work together. And back in December, which is literally a month after we got back from Singapore, the governor's office issued a report, one of the leading recommendations, which was we actually need to look across five state agencies and figure out how we can bring them together as one.
So this idea, again, I go back to the idea of the Ministry on Manpower, this idea, how do we begin to center parts of state agencies, in this example, two state agencies, the Department of Higher Education and our Workforce Development Council, essentially becoming joined to ensure that the programs and the initiatives that are happening and being supported in Colorado, one, create a one-door opportunity for learners and earners, but two, are better leveraging the resources of the state and the resources of all of our providers in the state to actually serve Coloradans. And so right now, I mean, truly, this week, we have a piece of legislation that's in the General Assembly that is seeding a Transition Advisory Committee, which we hope, as the next governor comes into office, will lead the way in building this new agency largely focused on Colorado talent. One comment before we do, Joe. I will just tell you, it's very impressive.
Allison's playing a very important role. Scott Labande is here from Colorado Succeeds, playing a very important role. The governor is leading, I think, hopefully the next governor's going to follow and build, I think, what could be a model for the country in Colorado. I'll also say, sometimes you hear the expression, people are fighting the last war.
Sometimes people also are following yesterday's model. And what I mean by that is, sometimes people will say, oh my gosh, Colorado or Indiana or others, these are the places we can learn from what they've done. But if you talk to the leaders in Colorado, or like Jason Cloth in Indiana, you'll see, actually, they're moved past that. Colorado's had lots of stuff already.
It's kind of a noise in many ways. It's been good. But the question is now, how do you have a, with the governor driving, how do you system in a way that's not going to be politically easy to actually bring all, and wait, one plus one plus one not equal two, but 10. And I just think it's an example of, don't look at yesterday's model, talk to people about what they've learned, what they're doing next, and I think you are a great example of that in Colorado.
Without going to go to Joe in one moment, last word on that, Allison, before we go to Joe. So my only last word is, we're taking a different approach in Colorado, not just from the state standpoint, but from the work that we're doing at Future Rise, which is how do we bring philanthropic capital together from multiple funders to actually fund and support the outcome, not just fund and support the program or the organization. So it goes back to your reorientation of systems transformation and outcomes and impact, not just the inputs and the individual programs and organizations. Governor, philanthropy, and industry all playing the role in systems change.
Joe Fuller, you talk about Singapore, what's most exciting and promising in the United States? Other than the great things we've heard on West and North Carolina and Colorado? Well, those are exciting things, and we have other experiments. There are gonna be sessions later in the program about WorkforcePel, which I think is gonna be imperfect, but interesting experiment.
Most experiments fail, but you learn from them. I think I'm gonna maybe move to a little more abstract idea, John. And I'm gonna invoke something you said earlier, which has to do with the velocity of technological change. The velocity of technological change is actually accelerating faster than we thought.
And I'll have some new research in June about how that's gonna affect organization structures and career paths and things. But I think we're going to begin to see, finally, large employers embracing programmatic approaches to work-based learning. Why? Because this has been the great hope for a long time.
Because they're not gonna be able to rely on credentials nearly as much as they have. And the reason for that, I'm not talking about licensed credentials, but relying on somebody's degree in computer science or even most engineering programs as indicative of their skill set becomes less and less relevant when two things are happening. One, education is not using N plus one or even N technology. In a lot of these fields, the course you took as a sophomore is gonna be N minus four or N minus five by the time you get to workforce.
The second thing is as hard and technical skills get augmented and automated out of job, what's left? Social skills. I don't like the phrase soft skills, power skills, whichever one you endorse. That's much, I can infer that from, oh, extracurricular team captain, sorority president, whatever else, and those are legitimate markers.
But I'm gonna wanna see this person in my work environment working with their future colleagues. And the economics of that, I think are gonna become compelling for the first time. And once this is a capitalist society, for those of you who haven't noticed, and we've always needed the employers to stop being lethargic and an anchor in the system. They have to be the mover in the system to get this system over the top.
We don't have a government like Singapore's that can impose it on the system. It's gotta be demand driven. And we may just be about to hit the unlock point on that. This is a huge point.
briefly comment on this is that, both for employers and for individuals, the scaling of actual work-based opportunities in learning is crucial.
Entry-level roles, we've seen Stanford study showed a big drop in entry-level roles over the last couple of years. There's actually been a big drop over the last several years, even pre-AI, actually. Someone's study showing 80% of entry-level roles in the Bay Area in tech required two years of job experience. I always think entry-level roles actually didn't require job experience, but you didn't even need job experience for entry-level roles.
The question actually is, how do you combine, and with the pace of change, you don't have the equipment. If you're in a war and you're using maps from two years ago, it doesn't work. In this case, if you're in a war for skill development, you can't use yesterday's information. How this works at scale, though, with employers, this is the team sport metaphor, employers and higher education and K-12 workforce, all creating structured, effective opportunities, but the financing and outcomes to drive that is going to be a very, very important endeavor.
I'm really looking forward to all of us reading your paper and seeing pilots in action. With that, I'm going to ask all four of us briefly, you got a sentence for a call to action. What's one thing that you either want to say, hey, this is what needs to happen in my region or state, or one thing that people in this room should do to actually take action to move this forward? Whoever would like to start.
I'll start. I'll jump in. I would love to have conversations with funders, particularly philanthropy, who are interested in investing in Colorado and approaching a model of a talent system, pooling capital together to actually inform systemic change and not just fund individual programs or organizations. Excellent.
For me, Singapore was seeing something that we can't unsee. If anyone has worked with statewide delegations and economic labor data, we'd love to hear from you. Joe? We can use AI to greatly enhance people's capacity to do informed career navigation in the service of ensuring that they pursue skills that have value in the marketplace and to reduce instances of mismatches, which are incredibly corrosive, of people's long-term prospects.
When they enter down a career path, they have either no actual interest in when they experience it or much aptitude for. Mine are workforce. Pell is not the end-all, be-all. It's an experiment.
It's going to be highly variable across state lines, whether it works or it doesn't work. America's News is putting out today some recommendations for philanthropy and governors on how to actually leverage the opportunity. I'd love to go to our website and read that, but I'd also go to other panels in the next couple of days, because this is one opportunity to say, okay, can we use it as an inflection point, or are we just going to reflect the compliance-oriented, non-outcomes-driven system of today, or as an inflection point to drive greater change? Governors have a role.
Philanthropy has a role. Lastly, we might do another trip to Singapore. For everyone who's interested in potentially participating in that, you can also come to contact us. We'll build on the lessons learned from all three of those and look forward to reading your paper coming out in Singapore, your case study, I hope sometime in the next several weeks or a few months.
With that, thank you. A big hand to these panelists, and really, thank you to all of you. Thank you.
This transcript was put together by our friend Philippos Savvides from Arizona State University. The original transcript and additional summit resources are available on GitHub. Licensed under CC BY 4.0.