My Police Life: 4. Sun Rises from the East

In my last article, I shared with you the cultural shock I received upon joining the private sector after my exciting years with the Singapore Police Force, as well as how I ended up in Sun Microsystems after winning the mega eGovernment project in NCS. Here I will share with you my nearly 10 years of memorable moments, starting with the new hire training in 2001 at Sun's then Santa Clara Campus (photo above).

 

Sunrise

I was hired by Sun, my first MNC job, to do government business development for the South Asian market. My experience was a good match to the two hot areas then: eGovernment and public safety. Today these two areas remain hot, if not hotter, though they are now more commonly called Smart City and Safe City. I will share more thoughts on Safe City in my 5th article: “Sun Behind the Cloud”.

My first manager in Sun was VC. Another great guy who created a couple of turning points for me, and possibly altered my life too! He had it right in managing subject matter experts from different industries. He did not micro manage, and trusted and empowered us. He understood that no two industries are alike, and would allow us to develop our own industry development plans.

He did expect us to plan meticulously, making us convince him the ROI of our programs and activities. He would critique our plans but once he approved them, he would back us up all the way. Most MNCs have matrix reporting and there are bound to have conflicts in resources and priorities. In executing our programs and activities, it was not uncommon for us to face different obstacles from different people. VC would back us up and bulldozed such obstacles for us. He was also very smooth in dealing with difficult people and I definitely learnt a lot of street skills from him!

This was why it did not take long for me to turn down an offer by Sun's VP for the Global Government Industry, RB, after I had a "heart to heart" chat with VC and his boss, LL. RB offered me to be the Global Lead for Criminal Justice & Public Safety. A bit of déjà vu like my time in NCS, one year later, RB approached me again, making the same offer as the position was left vacant.

It took me awhile to think through this offer, as VC and LL were great bosses in South Asia, especially LL who was super motivational and had a high EQ. Two key points made me decide to take up this global role offer. Firstly, I felt I had a good exposure to management during my police years, and it might be good to take a specialist path as opposed to climbing the corporate ladder. Secondly, after developing much business in the public safety area, it was clear to me my passion was still in this area. I guess once a policeman always a policeman.

Although VC was disappointed with my decision, we remain good friends till today. While I did travel extensively under VC, it was mainly in South Asia. This global role is the beginning of my globetrotting life. Till date, I have been to about 480 cities in 50 countries. I have had many "Up in the Air" moments, and I will write more in my 5th article: “Sun Behind the Cloud”. Back at home, we also made a decision for my wife to stop work to bring up our children due to my frequent traveling. With such a high cost of living in Singapore, it was a difficult decision, but looking at our grown-up children now, it was the right one.

I was probably the first Asian based in the Far East to take on a global industry role in Sun. The sun definitely rose from the east for me! That turning point made me who I am today and there is no looking back. It was back to "fighting crime" for me, but this time, with technologies.

 

The Network is the Computer

John Gage, the 5th employee of Sun Microsystems, is credited with creating the phrase: "The Network is the Computer" in 1984. This phrase, like the many technologies created in Sun, was way ahead of its time. The adoption of the Internet had barely started, and Cloud Computing and Social Networking had yet to exist. But today, every one of us that owns a smart phone is a testament to this phrase! I had the privilege to join John, then Sun’s Chief Researcher, in a few customer meetings; he is super intelligent and brilliant! 

With John Gage at a Sun Alumni Event, May 2014

Beyond technology, I have been living up to this phrase in the sense of the network of people. The power of “1+1>2”. Whether it is about fighting crime or about offering solutions to a client, we need a network of people. This was even more important in Sun Microsystems, which was in essence a hardware company. While in Sun, I spent a lot of efforts in identifying, recruiting, developing, and going to markets with partners.

Many of them stay with me till today. As I said in my last article, partnerships are built on neither dependent nor independent models, but on an inter-dependency model. A model that is based on trust, sincerity, and mutual benefits. No customers buy products; they want to buy solutions that solve their problems. An ecosystem of partners is crucial. And as said by the then CEO of NCS when I left, I did continue to promote NCS when I was with Sun.

The other network of people is the internal community. In big companies like Sun and Oracle, there are bound to be many colleagues who are experienced and even experts in areas such as criminal justice and public safety. Since my Sun years, one of my early priorities was to create such an internal community to facilitate sharing and cross-pollinating. I learnt a lot from such community too.

Last but not least, networking with customers. With the strong support from many of my international partners, I have organized countless numbers of industry events for customers globally. Despite the age of the Internet, many criminal justice and public safety customers still prefer face-to-face interactions, to learn about best practices, and to network. Very often, customers from different countries commented that they all shared similar challenges and requirements in fighting crimes and terrorism.

 

Meeting of Minds

My MBA and time with Pico-Bizarts definitely helped me in the last 15 years to plan and execute industry events for customers and partners in “meeting of minds”. The first multi-city customer event I organized was in August 2001: “IT in Law Enforcement and Public Safety Seminar”. The earthshattering September 11 terrorist attacks were unimaginable then. It is bone-chilling that in our seminar weeks before the attacks we had discussed about the need to integrate stovepipe systems, and for intelligence analysts to access to relevant information across traditional functional boundaries! After September 11, every one called that “Connect the Dots”. And 15 years later, many are still trying to connect.

Inaugural Industry Event, August 2001

After this successful public safety event in 2001, I continued to organize it as an annual multi-city event, but renaming it as “Critical Role of IT in Homeland Defense 2002”. Not surprisingly, we focused on interoperable frameworks and real-time integration uniting homeland defense agencies, including data mining, biometrics, and wireless technologies. We were ahead of our time when we covered cyber terrorism; remember this was in 2002.

I wanted to focus on identity management in “Homeland Defense 2003”. This subject was then made even more urgent by the threat of terrorism, and the increasing need for better citizen's services through eGovernment. The US Department of Defense (DoD) is famous for its successful Common Access Card (CAC) project, based on Sun and Java Card technologies. Perhaps with the courage of a police officer in me, I wrote to the DoD directly, requesting for an expert to visit Asia to share their knowledge and experience in identity management. I explained that many governments wanted to learn more about the role of Identity Management in the context of countering terrorism and offering eGovernment services.

I was very honored when the DoD accepted my request and funded the visit by the then Director of Defense Manpower Data Center, Ken Scheflen, to various cities in Asia. I am very privileged to have made an acquaintance with Ken, who was a very senior executive in the DoD, with a two-star general equivalent. Ken delivered the keynote "Identity Management: From eGovernment to Post-911 Issues” in every city, and met many high-level government officials. Ken’s visit, and more importantly his sharing, led to a few projects in the region.

One such project is the Thailand National ID project. While most technology providers were talking about hardware and the physical card, we focused on the values of such a smart card identity management system and the importance of a card operating system based on open standards (i.e. Java Card), but talked little about how great Sun’s hardware was. It was a great win for Sun. It was a great meeting of minds.

 

Prevention is Better than Cure

The China National Citizen Identity Information Center (NCIIC) was another great national ID win for Sun. It is a common problem that a person’s identity card can be stolen and used illegally, such as to sign up for a mobile subscription plan that comes with a mobile phone, or even as a collateral to borrow money. And even smart card security had been compromised. The Chinese Government was very forward looking, and set up the NCIIC allowing government agencies, the private sector, and even individuals to perform real-time checks on whether a card is stolen, and the verification of identity information. This has prevented many identity theft incidents, and the NCIIC has received many awards.

Today, the NCIIC has 1.3 billion records out of the 1.4 billion Chinese population. The system also offers great convenience to citizens. In online or over-the-counter interactions with most government agencies, the citizen just needs to provide basic details such as identity number and name, and the agency concerned can get the relevant identity data from NCIIC directly. In response to numerous disasters in China where citizens lost their valuables including identity documents, the NCIIC set up post-disaster information services to help identify victims, which is crucial especially for insurance claims.

During my first visit to the NCIIC in Beijing, the Director asked me for my Chinese name. He immediately keyed my name “高宏荣” into his computer. In less than one minute, the system replied that there were 65 China citizens having this same name. The Director conveyed his congratulations to my parents for giving me a very unique Chinese name! I shared the same name as 0.000005% of the Chinese population. When I shared this story with a former Sun colleague, she remarked, “What’s so special?” I asked for her Chinese name; and the NCIIC responded that more than 35,000 citizens in China shared that Chinese name ;) Another interesting factoid: the NCIIC used Sun, BEA, and Oracle, before the latter acquired the former two companies.

Prevention is better than cure. Unfortunately over the last 15 years, I saw many governments only implementing technologies after something bad had happened, including death. The Soham Murders were a widely reported double murders that occurred in Soham, Cambridgeshire, England, on 4 August 2002. The victims were two 10-year-old girls: Holly Marie Wells and Jessica Aimee Chapman. A local farm worker found their bodies near Lakenheath, Norfolk, on 17 August 2002. Ian Kevin Huntley, a caretaker at the local secondary school Soham Village College, was convicted on 17 December 2003 of the girls' murders and sentenced to two terms of life imprisonment, with the High Court later setting a minimum term of 40 years.

After Huntley was convicted, it was revealed that he had been investigated in the past outside Soham for sexual offenses including those against minors, and burglary, but had still been allowed to work in a school as none of these investigations had resulted in a conviction. Due to public outcry, an inquiry was announced on 18 December 2003, and Sir Michael Bichard was appointed as the chairman. Bichard’s report led to two major IT systems:

• Police National Database for the more than 40 police forces in UK to share intelligence to safeguard children and vulnerable people, to counter terrorism, and to prevent and disrupt serious and organized crime.
• The Disclosure and Barring Service to prevent unsuitable people from working with vulnerable groups, including children.

Although two young lives were lost, it was better late than never for such preventive measures to be put in place. And I was proud Sun (and Oracle) played a part behind these two systems.

In the early 19th century, Sir Robert Peel, the UK’s Home Secretary, founded modern policing when he established the London Metropolitan Police. Sir Peel promoted community policing and one key principle was “the test of police efficiency is the absence of crime and disorder, and not the visible evidence of police action in dealing with them.” Unfortunately, this is often not the case. I attribute my push for prevention to my time involved in crime prevention in the Singapore Police Force. I will expound more on the role of prevention in Safe City in my 5th article: “Sun Behind the Cloud”.

Policing, or public safety, has come a long way. It is complex and usually fragmented. I will share my thoughts on such fragmentation in the last section of this article. As said earlier, almost 15 years after September 11, many countries are still talking about “Connecting the Dots.” Other than the UK Police National Database and Disclosure and Barring Service mentioned above, other examples include ASEANAPOL Database (2nd article: “Wow, I have a Gun!”) and Homeland Security Information Network (HSIN).

Connecting the dots is not just about sharing information; it involves collaboration as well. I had the privilege to visit the then Mexico City Integrated Emergency Operations Center. Before this project, there were multiple emergency numbers, and the different emergency services operated in silos. Under this project, not only did they adopt a single emergency number, the different emergency services also began working under one roof for better coordination and collaboration. They even adopted the now defunct SunRay ultra thin client so that different systems from the different agencies can run seamlessly on any desktop within the center. It was this project that I started a very fruitful partnership with Hitech, Inc. till today.

Mexico City Integrated Emergency Operations Center. The round glass meeting room in the center is for various chiefs to meet during a crisis.

 

24/7, Really?

Emergency services systems, and most IT systems supporting public safety have to operate 24/7. This brings me to another story. One Sunday evening I received a phone call from a police CIO while I was having dinner with my family. He said his System X was down and needed my help. He explained that System X was on an office-hours-only support contract, and the Support Center was unwilling to help on a Sunday. He further said that while not mission critical, System X was providing data to System A, which was mission critical. System A was on a 24/7-support contract. I had to pull a few strings to help this customer.

Due to the good relationship and trust between us, I went all out to help him. I had to assure the Support Center concerned that they would be paid for this work even though there was no contract. A second learning point is that very often, an agency’s IT systems implemented over the years tend to get very complex and with interconnection. The entire ecosystem has to be considered when making a decision about how mission critical the systems are. This customer did do an overall review after this firefighting incident.

Just like the failed computer onboard the Police Emergency Command Post at the Singapore Ginza Plaza explosion (2nd article: “Wow, I have a Gun!”), I can confidently say that it is not whether technology will fail; it is when it will fail! And the failure is not just because of technology, but people and process too.

One example is the Singapore PS-Online, or Public Services Infrastructure, project led by NCS, which I talked about in my 3rd article: “It’s Not Free?” Even back in 2001, the Singapore Government had a great vision that eGovernment services had to be available online “five nines” 99.999%, meaning only 25 seconds of downtime per month! This mega eGovernment project invested in three units of Sun Enterprise 10000 (E10K) servers, considered the best Solaris-SPARC server at that time. They were clustered to ensure high availability. Not long after the project went live, there was an incident where a server failed and the backup server did not kick in. It was later discovered that the system administrator did not turn on the “parallel server” feature of one software.

Globally, I have seen many cases of the lowest bidders winning government tenders. Procuring an IT system is not like buying tables and chairs. Very often, the complexity allows bidders to hide some other costs that only appear halfway through a project. Remember, if you pay peanuts, you get monkeys. There is also a lack of in-depth analysis on TCO, or Total Cost of Ownership, such as costs of data center, air-con, power supply, and even special skills. Unfortunately, very often, a government CIO is only responsible for the costs of the IT hardware, software, and services, but not for the other costs I highlighted.

An unfortunate story: during the 2004 Indian Ocean earthquake and tsunami, half of the more than 5,000 deaths in Thailand were foreigners. The Thai Government did a great job in quickly setting up a website showing information about the victims. Clearly, there were many hits on this website as many people from around the world were checking on their loved ones. The Thai agency concerned only had a cheap server running a particular operating system. Not surprisingly, the server crashed. We were approached to help. Our engineers quickly sent the agency an old Sun Enterprise 250 (E250) server they found in the Bangkok office. Running Apache Web Server on Solaris, the problem was solved.

In today’s context, cloud computing is great for all disaster management requirements. I will share more in my 5th article, “Sun Behind the Cloud”.

 

Public Safety Beyond Revenue

After the tsunami on 26 December 2004, many IT vendors also contributed to support the Thai Government. The different vendors provided many desktop and laptop computers, and other hardware. But there was neither solution nor software, so Sun Microsystems helped very differently.

It happened that we had a seismologist in our Sun Laboratory. Dr. Robert Sewell took the initiative to reach out to us to see how he could help. Sun invested a lot in R&D and one of these projects was proximity computing; which allows computer chips to communicate with each other without actually making physical contact. But the chips are so near each other that any vibration may cause such a computing method to fail. Hence, we had a seismologist like Dr. Sewell to study such issues. And, Dr. Sewell had past work experience in tsunami risk management!

We quickly flew Dr. Sewell to Thailand and a few other Asian countries in early 2005. Together, we went round educating government agencies about the threats of tsunamis, their different causes, and more importantly, that any disaster warning system should cater to “all hazards” and not just to tsunamis.

We also met the media during Dr. Sewell’s visit to Asia.

Around the same time, we had gotten in touch with the Pacific Disaster Center (PDC). The PDC is dedicated to improving disaster mitigation, preparedness, response, and recovery through innovative, global multi-hazard disaster monitoring, early warning, and decision support systems, as well as risk and vulnerability assessment, modeling and visualization, exercise support, and capacity enhancement services. 

Not long later, together, we convinced the Thai Government to setup a National Disaster Warning Center, and not just a Tsunami Warning Center. PDC, Sun Microsystems, and other partners won the project together. Those of you selling into or servicing public safety customers, remember your contributions are beyond getting revenue for the company; you are indirectly helping to save lives and properties too! 

On a separate note, I was very privileged to get involved with the US National Center for Missing & Exploited Children (NCMEC). Sun Microsystems was a sponsor. Ever since my police years, I have always hated crimes against children the most. My acquaintance with the NCMEC, and later their international counterpart, the ICMEC, enhanced my passion in child protection. I will share more on this topic in my 5th article: “Sun Behind the Cloud”.

In 2007, a customer from the Royal Canadian Mounted Police told us about the good work by the Vancouver-based international Society for the Policing of Cyberspace (POLCYB). Soon I was very involved with the non-profit work of the POLCYB, including the promotion of global partnerships with international criminal justice and corporate agencies to combat and prevent cyberspace crimes. In late 2007, I was invited to join as a Board Director. In 2012, I was appointed as a Vice-President, which I still am till today.

 

Criminals Don't Call Tender

The POLCYB regularly organized events with government agencies around the world. It was eye opening and even scary to see how criminals were (and still are) getting better in using technologies to commit cyber crimes and cyber-facilitated crimes, the latter being conventional crimes, such as theft and even murder, committed with the help of technology.

Great honor to share the stage with the former President of India, the late Dr. Abdul Kalam (3rd from the right), at the International Cyber Security and Policing Conference, hosted by Kerala Police and POLCYB, Kochi, August 2014

In 2008, a Polish teenager allegedly turned the tram system in the city of Lodz into his own personal train set, triggering chaos and derailing four vehicles in the process. Twelve people were injured in one of the incidents. And the December 2015 Ukraine power outage was caused by a cyber attack. In February 2016 I was honored to be invited by INTERPOL to speak at the Global Conference on Vehicle Crime, where I gave many examples on increasing cases of vehicle hacking!

Unlike government agencies, criminals and terrorists don't call tenders! They just use whatever technologies they can get their hands on. They are also getting better in using encryption and the dark web to hide their digital trails. There was a syndicate that traded some illicit materials online. Each file was encrypted and stored underneath three layers of virtualization. And the encryption key was hashed into a normal looking scenery photo, which was then sent from one member to another. A regular police computer forensic guy would have difficulties discovering such illicit materials.

In this age of social networking, the bad guys are accessing their victims directly and more quickly. And the bad guys can even collaborate, not unlike Uber! Even digital disruption is impacting the public safety and homeland security scenes. I will revisit this topic in my 5th article: “Sun Behind the Cloud”.

Then there are bad guys who know how to evade the modern police intelligence and investigation. There was a man in China who ruthlessly killed a customer seen leaving a bank with a big bag, and who stole the bag usually filled with cash. He did the same murder-cum-robbery in different cities. He would wear a cap and a pair of sunglasses, knowing that there were many surveillance video cameras. He also carried no mobile phone and electronic device, believing that he could be tracked easily with them. The various public security agencies involved were unable to identify and track down this man though they saw him on video footages. Finally the law caught up with him because his mistress reported him!

I am sure new technologies will surface, allowing the police to detect criminals who leave behind no digital trails. For example, behavioral analysis on how a person loiters. Or even detecting a person with no mobile phone (this is becoming an anomaly in today’s society). But it will always be a cat-and-mouse game.

Likewise, operations and technologies remain in a constant contrived cyclic action. As said in my 2nd article: “Wow, I have a Gun!”, technologies remain the enablers and should be driven by operations; but today, technologies can also be the differentiators, disrupting operations for the better.

Without proper security and identification, it was unthinkable to accept police reports over the Internet, but today the Singapore Police has the Electronic Police Centre that accepts various reports and offering services. In line with social networking, the Singapore Civil Defence Force introduced the mobile app myResponder for volunteers to be notified of nearby cardiac arrest cases so that they may render first aid before the arrival of an ambulance. The app also highlights nearby AEDs. Another example is the Argentina Ministry of Security’s blue force tracking in Buenos Aires that uses GPS and analytics to change officers and vehicles deployment, thereby achieving less than three minutes of first responder’s arrival time from the time it was dispatched.

 

Sunset

A key reason I traveled to about 480 cities in 50 countries in the last 15 years was because of storytelling. Justice and public safety customers globally are alike; they like to learn how their foreign counterparts are using technologies to fight the evolving challenges. With my frontline policing background, I was able to share with them real cases with my first person’s experience, and my exposure to the latest technology, I was able to balance that with thought leadership on adoption of technologies.

Of course stories need to lead to real technology deployment. Another major job of mine was to design business-led solutions using multiple technologies from both the company I worked for and from partners. A proven formula is to help customers with such solutions and storytelling, leading to wins for the company and partners.

In 2007, it was clear to many of us that Sun’s business was not going well, the first sign of sunset. There were retrenchments and budget cuts, especially to travel expenses. I had to turn down many requests to travel to engage customers, support deals, and speak at events. But my travel did not reduce; local offices requesting for me ended up funding my trips. My Global Government VP then, RB, even joked that he would measure the performance of his team by the amount of travel funding each member was getting.

In late 2008, Sun’s business did not improve and further cuts were needed. I ended up returning to APAC to support the overall government business directly while concurrently remained as the virtual global lead for criminal justice and public safety. My manager was another great IT veteran, AL. I actually knew AL since my NCS years when he was already in Sun. He is very meticulous, right down to the way he scheduled himself to meet customers regularly, with or without immediate business opportunity! He took great care of his team but he is a straight talker, very often asking people directly, “What is your value to me?”

But AL is extremely compassionate. A prolonged sunset moment is the struggle of a late colleague, SM, who was a strong fighter. Over a few years from Sun to Oracle, SM was hit by cancer twice and he even had a stroke. AL went all out to make sure SM could claim his insurance, give him all the possible financial assistance, and still keeping him employed after taking into consideration his health condition. SM had a strong and loving wife, who took great care of him over the years, while bringing up their two children.

The final sunset started on 20 April 2009 when Sun’s CEO emailed the whole company: “Today's Sun/Oracle Announcement”. It was a very long email, but the only paragraph worth remembering was “For 27 years, Sun has stood for courage, innovation, a willingness to blaze trails, to envision and engineer the future. No matter our ups and downs, we've remained committed to those ideals, and to the R&D that's allowed us to differentiate.”

The email came in at 7.35pm and I was still working in the Singapore office. The few of us who were in the office then just starred blankly at one and other. We could feel each other’s sadness and disappointment though rumors were already strong months before about an impending acquisition. As they said, the rest is history. But it took the acquisition about one year to go through due to various regulatory hearings.

The same night, Oracle’s then Global Lead for Justice & Public Safety, PN, called me. I have known PN for couple of years because I was his global counterpart in Sun. A retired British police officer, PN had been trying to hire me into Oracle. On the phone, PN said, “HE, now you can’t run away from us.” I laughed it off with a very heavy heart. In my next article “Sun Behind the Cloud”, I will share with you my 6-year journey in Oracle.

 

Reflections

When my decision to join Sun, my first MNC job, was made known to my IT industry friends, one of them gave me an advice, “When you join an MNC, you work for yourself.” His point was that MNCs are all about numbers, that past achievements do not guarantee future success, and that the employer is not a friend.

In my past 15 years working for and seeing others working for MNCs, I do not dispute what this friend said. On the other hand, all MNCs have to be accountable to their shareholders in a complex international market. So if anyone were to ask me for advice about working for MNC, my answer would be, “When you join an MNC, you work for your passion. A passion that matches what the MNC’s customers need.”

In today’s dynamic environment driven by technologies, companies will evolve constantly to remain profitable and even to survive. One example is the “fast and furious” adoption of cloud computing. Companies will keep changing their products and even business models. This is why one’s passion is the most important guiding light in this ever-changing environment.

 My passion remains enabling public safety, especially on child protection and disaster mitigation. My career aspiration is to help governments to prevent, detect, respond, and recover from threats to public safety through my experience, thought leadership, and technologies, thereby achieving revenue growth for the company I work for.

It is such passion that makes industry experts unique. My first manager in Sun, VC, understood that, and provided us the conducive environment for us to scale new heights. Unfortunately, I witnessed in various companies the lack of such understanding by the leader of industry organizations. Some of such leaders were very gullible to think that they could take a cookie cutter approach on strategy, solutions, and programs across different industries. And the worst industry leaders are those who hired people with no real industry background as “experts” just because these people spent couple of years selling into or servicing such customers.

As highlighted earlier, public safety is very fragmented. Globally, I see three main fragmentations:

• By geography. Just like the more than 40 police forces in UK, and about 18,000 LEAs (law enforcement agencies) in USA! Unfortunately criminals and terrorists today are very mobile, and cybercrime is borderless.
• By specialization. We see different agencies responsible for different crimes, such as narcotics, organized crime, human trafficking, smuggling, and crimes against children. But the bad guys will do everything to maximize their “ROI”; they are not going to do bad things based on how LEAs are organized.
• By function. No, unlike CSI, there is no super cop who appears at crime scene to examine a dead body, pick up the evidence, and interview the witnesses; who then returns to the laboratory using high-tech equipment to analyze the evidence; who visits the mortuary to discuss post-mortem with the pathologist; who personally arrests and interrogates the suspect. Policing has different functions and different branches that need to work together.

To reduce or mitigate such fragmentation, we need to overcome politics, bureaucracy, and even the lack of trust between agencies/jurisdictions. Technologies, such as security, data tagging, identity management, and role-based access, can hopefully help to address such issues. The other major obstacle is data standards, or common language in layman’s term. It is important for agencies to adopt a common standard to increase sharing and collaboration. One such standard is the National Information Exchange Model (NIEM).

 

Edited by my daughter, whom my wife and I are extremely proud off.