Here's a college campus. Most recently, it reached financial close in 2016. It's the redevelopment of the UC Merced campus in California. You can see here it's an expansion. It's to take on the growth that the UC system will face over the coming decades, which is explosive. And there's very few Campuses in the UC system that have the land available to develop, to expand the universities. And here you had UC Merced saying, we have the land and we want to do this now. We want to grow to be a hub, if you will, for the UC system, where students that cannot be accommodated in the other colleges or choose to go to a more modern, efficient facility have that option through UC Merced. And of course, AECOM was involved in this project as well in a significant way. But it is another example where a university system levered some land and some public funding with the private sector to deliver this long-term availability payment type project. And it's really exciting, and there are many more of these kinds of projects, we think, evolving. Running ecology, you have an endowment and you have your budget, if you will. And if you can lever those resources with a P3, you have the ability further to improve your existing buildings or expand your campus to accommodate the new generation of students. And UC Merced is the flag-bearer in the university P3 space right now. Here's the LaGuardia Airport central terminal building, another project that I had involvement with at Skanska from the equity and development standpoint, also on construction, but now at AECOM, who served as the technical advisor to the Port Authority. And here you had a central terminal building originally built in the 70s, and needing a tremendous amount of repair, and kind of an unsightly, inefficient facility. And now you're going to have delivery within six or seven years of a brand new central terminal building, without interrupting the operations of the existing facility a single moment. So there was an innovative design that was achieved through the P3. The Port Authority [COUGH] had an amount of money available in its capital budget to allocate toward a new central terminal building. And they levered it through a P3 to bring to market nearly a $4 billion project that is now under construction. It was awarded in 2015, financially closed in 2016. You can see the sources and uses, if you will, of how the project financing occurred. But what you have here is the need for LaGuardia Airport to improve its facilities. And progressively, you will see that airport be remade to accommodate the demands of passengers and airlines, the new air carriers that are coming in, to improve services, the retail and commercial services at the airport, traffic flow. All of the things that the port authority has been desperate to do, they found a way through the P3 to achieve. And they're also looking, as a co-investor, at this project, so $1 billion of Port Authority money was pledged. And they're absolutely looking at themselves as a shareholder with the equity investors and developers to make sure that this asset is always operated and maintained in a way that meets the standards of the authority and beyond. What's also interesting here is that the private sector partners took an element of risk on the retail and concessions. So there is a motivation for the private partners here to not only design and engineer, build and construct, operate and maintain the asset in the highest level. But also, to make sure that services are provided to the vendors or the subs, if you will, and to the traveling public in such a high-performance way that part of the return is achieved at risk for that aspect. So it's also an acceleration of this project, you can see in 74 months. That may seem a long time, but for a major New York sort of civil building project of this size, that's quite an acceleration. [COUGH] This is the largest hospital in the Nordics, perhaps in Europe, done as a P3 in Stockholm, Sweden by Skanska. And you can see that the driver of this project wasn't that we need a new hospital, and so let's go out and do a P3. It was about attracting and retaining the world's greatest doctors and nurses to create a world-class facility to train the next generation of doctors, and nurses, and technicians. It was to improve the patient care experience, to take advantage of innovation in modern technology, and to build a facility that had a designation at the highest level of green, sort of the gold standard of green and sustainability. And it also was such a complex project, bringing in many different parts, that the only real way to deliver it in an efficient way was through the P3. And you can see the sheer magnitude of the project, 330,000 square meters, $2.9 billion CapEx. It will likely be one of the most dynamic facilities ever built. And it shows that the P3 method or procurement model can be applied in not just transportation or in governmental. But here is a multilayered, complex hospital with all sorts of requirements, technical, medical, commercial, retail, parking, security, teaching facilities, all packaged together to be delivered on a turnkey basis. And it's something to really watch. It's nearly completed in its construction. Another case study is applied to a school district in the UK. And again, paying attention to the driver or drivers of the project, it wasn't we need money, and therefore we'll go P3, or we just need a new building. It was about making sure that we could improve the environment in which students are taught, to make sure that it was well-lighted, and modern, safe, that you could draw and retain the very best teachers, that the administrators and the support staff that worked in the school were proud of where they went to work, where they had the tools and the environment in order to help the students succeed. There was a need for improvement in the grades of the students there, of performance of the students. There was a need to build in sort of the life cycle O&M aspects so that when the government ran a little bit short on money, the school weren't sacrificed from an operations and maintenance perspective. And so there were districts in the UK that several schools were awarded under a bundled package, 5, 6, 7 schools, all through a P3. The same designer, builder, and equity investors, and operator and maintainers. And you can see here, again, where this model has some applicability, perhaps to school districts in the US that are facing the same challenges. And these aren't what I would call large-scale projects in comparison to, let's say, the LaGuardia Airport, or the I-4, or the Midtown Tunnel, or the new Karolinska Hospital. But you could see a package, $200, $300, $400 million dollars of schools done, at once, together, financed with turnkey delivery as a potential model to take advantage of in the US market. As I wrap up, I wanted to just share who are these companies that you're talking about that deliver the projects, that are active in the US space? And many of the companies active in the US space have also delivered projects in Latin America, Canada, the UK, and Europe, and elsewhere, Asia as well. And what I mean by highlighting that is that the US market is getting the very strongest, most qualified, most capable companies now establishing themselves in the US, either coming ashore or coming ashore and buying other companies, and embedding into this market, and delivering traditional work, and delivering public-private partnership work. And you can see these are world-class, Fortune 500 companies that are willing to put up their full capabilities. In the case of AECOM, design, build, finance, and maintain, with an equity investment to deliver those infrastructure assets that we talked about. And so you can see that these are, what I would say, the big leagues. These are companies that come with strong balance sheets, with strong construction capabilities and performance, proven, the ability to raise equity or invest equity, and raise debt, and package the financing to deliver a project as promised, to take on the obligations of the long-term operation and maintenance contracts. All of the companies here, as you can see, they sometimes form together as partners to pursue a big project, and sometimes they're competitors. But there is that dynamism that's in the market that I discussed earlier. So you have a cadre of equity investors, eminently qualified with available capital, and very interested in developing projects in the US. Actually, desperate to do so because it such a great market with a great need. You have, also, contractors, and of course, you can see some are equity and contractors, and even further, some are designers. But when it comes to the contractors, these are design-build, largely, companies that are willing to self-perform, but also subcontract out the work to statewide, regional, and local subs. But they all have the capability, the expertise, the personnel, the balance sheet, the experience to take on the complexity of a design-build P3. You have, certainly, the designers, the engineers, the architects. Many, many of the world-class players are here, most notably, the firm I work, for, AECOM. But certainly, the others are highly capable. And typically, when you are a public client and you're looking to do a P3, a combination of a strong equity contractor and design team are a differentiator. And then, of course, there are the operators. And there are specialized firms that know how to run the assets in an effective way. And oftentimes, as I talked about earlier, there is the synergistic approach where you have the operators, the design engineers, the contractors, and equity all working hand in glove with the public client to make sure that the optimal asset is delivered, and under operation, and maintenance for the long term, with a life cycle approach. So while we're on the topic of leading US competitors in P3, let me just mention briefly about AECOM, where I work. AECOM has over 90,000 employees. It's an $18 billion company, in 150 countries. And what is unique or special about AECOM is our ability to deliver the turnkey solution when it comes to a P3. Colleagues at AECOM are unbelievable in their ability to design, build, finance, operate and maintain projects. And what we also bring as a company is AECOM Capital, which is our investment entity seeded with money from AECOM. And AECOM Capital invests in real estate projects, in private-to-private infrastructure projects, and in public-private partnerships. So unique to AECOM is we're a Fortune 500 company, we're a number 1 ranked company in many categories of design and engineering, construction, operations and maintenance. We have legacy relationships with public clients. They've trusted us for decades to support their initiatives and infrastructure delivery. And we back all that with a strong balance sheet, highly capable, professional, innovative people, a strong market presence, both in the US and abroad, and our willpower, and our willingness, and our want to invest capital into the projects that we're also providing the turnkey services within. So it's a really unique company. It's got a great platform and it is a leading competitor in the US market. And I think we're well positioned with a number of P3s in the pipeline, a few that we are bidding right now. And I think, again, when you look at the global players that are active in this market, it's very encouraging because it bodes well for clients looking to generate projects through P3s, knowing that you're going to get robust competition that is transparent, that is competitive. And these are companies, like AECOM, that are here for the long haul. These are relationships that we value highly and we want to deliver upon. So our method, our approach at AECOM is that we are geared to build a better world. We're set up to improve the lives of communities around the world by using all of our expertise, all of our service offerings, and backing that with our investment. So I think it's a great company and it's very well positioned to deliver P3 infrastructure projects in the US and beyond. With that, I thank you very much.