With all the problems in the world today, when many people wake up in the morning, they are tempted to go back to sleep. There is something exciting about waking up in the morning as an engineer. We run toward problems and we solve problems. Thank goodness for everybody in this room that you are an engineer, someone who supports engineering, or simply supports an engineer enough to come with him or her today. Let me describe in brief the problems the Grand Challenges can solve. Last night there were 1.3 billion people in the world that did not have to turn off a light switch when they went to bed, because they did not have electricity. Before this day is done, 2.4 billion people will cook on a stove that can deteriorate their health through the harmful smoke. According to the World Health Organization (WHO), 4 million people will die each year from poor indoor air quality. 7.3 billion people are in the biggest chemistry experiment of all time. We are heating up the earth, and there is no way out if it does not work. As Dan Mote described, “That is what the vision was for the Grand Challenges to preserve life in a quality way on this earth.” We engineers have the tools and techniques to make that happen. Now, I want to fast-forward and tell you what you are going to hear from every speaker for the rest of the conference. I will make a prediction. I could be wrong, but I will make a prediction anyway. You are going to hear that on all fourteen Grand Challenges, we have made real progress since February 2008 when they first saw the light of day. It varies, some much more than others, although made progress. All of our speakers will tell you that the progress is not fast enough. We must pick up the pace from what we are doing today. This conference should be about how do we pick up the pace. Your first question might be, “How much do we need to increase the pace?” Let us say today we are walking at a normal pace. Would walking at a fast pace be fast enough? No, I do not think so. Would a jog be fast enough? No, I do not think so. We are going to have to run. Now, it may not be a sprint, it may be a marathon pace of running, but we are going to have to run. This is a big change from today. The challenge we have today is how do we take up the pace? I want to share three ideas. I hope they are ideas you will not hear anywhere else in this conference. I tried to pick ones that I did not think would come up and that will be critical to implementing the Grand Challenges, because it is not just about great engineering, it is about implementation. The first one relates to the people we need to work with us to make this a success that are not engineers. We need governments. We need non-governmental organizations (NGOs). We need companies. Most importantly we need the citizens of the world to be a part of this. This means as we talk to all the constituents that we need, we must talk in terms they will understand. If we just share how great engineering is and how tough the problems are, it will probably turn them off pretty fast. My challenge to you throughout this conference is, when you are thinking about your work or one of the student teams that presented yesterday, describe the benefits first, then talk about the great engineering that goes behind it. I think that is very critical. Here are a couple of examples from my experience. I work for Shell. We have 43 000 retail fuel stations in the world. I have been very specific. I have told you exactly how many we have. But have I really communicated anything to you? If you are not in the retail fuel business, you probably do not have a good sense of whether 43 000 is a lot or a little. Now if I tell you we are the biggest branded fuel retailer in the world, all of the sudden you think that is must be a lot. If I tell you we have more retail outlets than McDonald’s, you may say that is really a lot. Then if I tell you we sell to 10 000 customers every minute, you would say that is fantastic. By the way, we are the largest brand leader of any company in the industry selling to consumers in the world. That same 43 000 put in another perspective really communicates something else. I challenge you as you think about communicating: Speak in terms the receiver of the information can understand and connect to. In Shell, we are now working to site a major Carbon Capture Project through a surrogate in Scotland. We need the help of the UK government. When we speak with the government, we talk about the 500 000 homes we can provide electricity to without carbon dioxide. We do not talk in the terms that may be more important to us as engineers. The last example I would like to share with you relates to the idea that when you describe your work, it does not always have to quantitative. When I started my career at DuPont, I remember going into a review about reducing one of our waste products. The debate during the meeting centered on “Is there really enough waste to make an investment worth the cost?” At this particular