Given a document, find the main entity about whom the author is writing. Write the full name if mentioned in the text. Note that URLs in the text have been replaced with [Link].

Example Input: Bush delivers a speech to crew onboard the USS Abraham Lincoln to declare combat operations over in Iraq , as the carrier steamed toward San Diego , California on May 1 , 2003 . 
Bush felt a heavy burden of responsibility for protecting the nation . 
They included the chairman of Bush 's Foreign Intelligence Advisory Board , Brent Scowcroft ; the former CENTCOM commander Anthony Zinni , and the chairman of the House Armed Services Committee , Ike Skelton . 
When George W. Bush entered office , "nation building" was anathema . 
He also felt that those pushing for war had no idea that the war might last ten years .52 Skelton sent Bush multiple questions about the cost and duration of the occupation , noting that he should not "take the first step without considering the last ." 
Bush 's decision-making style was based on his gut instincts .58 His snap judgment that somehow Saddam was behind September 11 , or might be behind the next attack on America , remained with him . 
-- President George W. Bush , State of the Union , January 29 , 2002 . 
Once it became clear that Bush was on a track to war , they sought to find a diplomatic exit or , failing that , to garner international support and create legitimacy for an invasion . 
The fact that Saddam "tried to kill -LSB- his -RSB- dad" weighed on Bush 's decision making . 
President George W. Bush 's decision to invade Iraq on March 20 , 2003 , was not a blunder on the scale of those of Napoleon , Hitler and Tojo . 
Powell also told Bush that the United States would "own" Iraq after an invasion and that it would dominate all other foreign - policy initiatives . 
Bush 's decision-making style was based on his gut instincts . 
Bush was reelected in November of 2004 as much because of as despite his invasion of Iraq . 
Inspections were moving too slowly for the Bush team . 
This unfinished business concerned Bush directly . 
Bush considered himself to be "the decider ." 
In this environment different factors conspired to lead Bush to a decision to pursue an optional war that most Americans believe in retrospect did much more harm than good to their interests . 
Bush felt that September 11 was the "Pearl Harbor of the 21st Century ," 59 and that his new and transcending purpose as president was to prevent another , possibly worse , one .60 . 
And yet this flawed concept drove the Bush administration to an early and uncoordinated decision for war , brushing aside the need for analysis , distorting intelligence , marginalizing senior officers who raised doubts and neglecting postconflict stabilization requirements . 
In March , when the French threatened to veto a second resolution , Bush dropped the effort and gave Saddam a forty-eight-hour ultimatum to leave Iraq . 
Bush was quick to reach decisions , and , once reached , he saw change as a sign of weakness .61 After he reached an early decision on war , he was prepared to try a UN resolution , but not change his fundamental course . 
Rice was Bush 's closest confidant . 
Bush made the case for this during a June 2002 speech at West Point , arguing that the United States could not rely on Cold War concepts such as deterrence and containment to deal with terrorists who are willing to commit suicide for their cause . 
During his UN General Assembly speech in September 2002 , Bush tied the doctrine of preemption to Iraq , noting "with every step the Iraqi regime takes towards gaining and deploying the most terrible weapons , our own options to confront that regime will narrow ." 
If there was a debate inside the Bush Administration , it was one - sided and muted ." 
on the fifth anniversary of U.S. President George W. Bush 's "Mission Accomplished" speech which declared an end to major hostilities in Iraq during a rally on Pennsylvania Avenue in Front of the White House in Washington , DC , May 1 , 2008 . 
Shortly after the September 11 attacks , Tenet presented Bush with a list of countries malevolent enough to help al Qaeda get a dirty bomb : Iraq was on the top of that list . 
That notion had a profound impact on Bush .66 Bush said : "I made my decision -LSB- for war -RSB- based upon enough intelligence to tell me that -LSB- our -RSB- country was threatened with Saddam Hussein in power ." 
Bush did not back down from his decision to proceed toward war , but he did agree to give a UN resolution a try . 
Even before the inauguration , Cheney asked outgoing Secretary of Defense William Cohen to provide Bush with a briefing focused on Iraq . 
It is not clear exactly when Bush decided to invade Iraq . 
When the George W. Bush administration entered office , its initial focus was on China and military transformation . 
31 On September 17 , Bush told his advisors : "I believe Iraq was involved ." 
The fifth was impatience on the part of the Bush team to wait for the results of the arms inspectors who were making progress in Iraq , results that could have obviated the need for war . 
A week after the attack , Wolfowitz began sending memos to Rumsfeld making the case for an attack on Iraq .34 Cheney soon began talking about Iraq as a threat to peace .35 Bush told the British prime minister , Tony Blair , in mid-September that Iraq was not the immediate problem .36 But that changed after the fall of Kabul .37 . 
That all changed on September 11 , 2001.10 Initially , Bush , Wolfowitz and others thought that Iraq might be behind the attacks .11 So did a large majority of the American people , a belief reinforced by the speculation of administration officials . 
It became clear that this was not the case , as Bush finally revealed ,12 but for many this connection stuck . 
Bush indicated that as soon as the Taliban were driven from Afghanistan , he would turn his attention to Saddam .13 . 
In March of 2002 , Bush informally told a group of senators : "We 're taking him -LSB- Saddam -RSB- out ." 
Bureaucratically they formed the leading position within the Bush administration in 2002 , with Cheney dominating the White House and Rumsfeld and Wolfowitz controlling Defense . 
Cheney had daily contact with Bush and was his closest advisor on national security matters . 
The CIA had missed several indications that might have given specific warning about the September 11 attack and was not about to be caught off guard again .15 Because the Bush administration had not acted on more-general intelligence warnings of the al Qaeda threat to the U.S. homeland , it would take any future warning much more seriously . 
The intelligence that Bush and others received was based on outdated and incorrect evidence , material from untrustworthy human sources , and worst-case analysis .70 The United States had no reliable intelligence assets in Iraq .71 International WMD inspectors had been kicked out of Iraq since 1998 ; so in that sense Saddam brought this about himself . 
On November 21 , 2001 , Bush asked that the war plan for Iraq be secretly updated , which shocked the military .38 By the end of December 2001 , Central Command -LRB- CENTCOM -RRB- Commander Tommy Franks was at the Bush ranch in Crawford , Texas , briefing the President and his national security team on the war plan .39 .
Example Output: George W Bush

Example Input: Amber Harding  a staff attorney at the Washington Legal Clinic for the Homeless   said  her  organization is arguing for multiple changes to the legislation  including requirements for proof of residency and the creation of a presumption  absent proof to the contrary  that anyone named as an occupant on a lease is ineligible for shelter.
 She  said both provisions would be especially burdensome for the young parents â commonly between the ages of 18 and 24 â who often seek shelter  since they may not have adequate documentation of where they live or may still be listed on leases at the homes of parents unwilling to host their families.
âThe purpose of the right to shelter is to prevent people from freezing to death â  Harding  said. With the current bill   she  added  âWe will guarantee that people will be left out on freezing nights who are D.C. residents and are eligible for shelter  just because theyâve put up these bureaucratic hurdles.â
Nadeau said the bill has evolved in a way that softens some of the original shelter eligibility rules proposed by the mayor. It now includes a provision that shelter applicants would meet the residence requirement if they are already receiving certain other D.C. government benefits for the poor   she  said. The bill has also been modified to require only one proof of residency  rather than the original two   she  said.
âWhen we say that we canât keep spending $80 000 a night . . . itâs not because we donât want to support the people in hotels â  she  said. âItâs because we want a better intervention for them. We can spend $80 000 a night in so many ways that help people more.â
Example Output: Amber Harding

Example Input: These Wall Street veterans all know who  Blythe Masters  is.  She ’s the wunderkind who made managing director at JPMorgan Chase at age 28  the financial engineer who helped develop the credit-default swap and bring to life a market that peaked at $58 trillion  in notional terms  in 2007.  She ’s the banker later vilified by pundits  unfairly some say  after those instruments compounded the damage wrought by the subprime mortgage crash in 2008. Now  one year after quitting JPMorgan amid another controversy   Blythe Masters  is back.  She  isn’t pitching a newly minted derivative or trading stratagem to this room.  She ’s promoting something wilder: It’s called the blockchain  and it’s the digital ledger software code that powers bitcoin.
 Masters  is the CEO of Digital Asset Holdings  a New York tech startup.  She  says  her  firm is designing software that will enable banks  investors  and other market players to use blockchain technology to change the way they trade loans  bonds  and other assets. If  she ’s right   she ’ll be at the center of yet another whirlwind that will change the markets.
 Masters  had a hard time believing Digital Asset's Sunil Hirani was serious when he first talked to her about bitcoin. Photographer: Guzman/Bloomberg Markets
 Blythe Masters  swings open the door of her ninth-floor offices  parks her suitcase  and exhales. Fresh off a flight from London  she’s relieved to be back on solid ground. Masters says her airliner was landing when it suddenly roared back into the sky to avoid a collision on the runway. “That’s the most dangerous moment I’ve ever had on a plane!” says Masters  who’s dressed in a black knit tunic  black tights  and Burberry-plaid flats.
Her new digs at Digital Asset Holdings  with a worn wooden floor and views of air shafts  are a far cry from the Park Avenue executive suite at JPMorgan. The glass walls are covered in scribbled pieces of code and diagrams with a lot of boxes and arrows. A gray terrier named Luna  the office pooch  scampers under the conference room table. A guest notes that Nasdaq has just hired a “blockchain technology evangelist.” “We have a blockchain artist ”  Masters  replies  pointing out the one decorative object in the place  a painting depicting a network of black and blue lines. “That is our COO’s homegrown work ” she says with delight. “I rather like it.”
“ Blythe  has about as much wrapped up in one brain as I’ve ever encountered in finance ” says John “Mac” McQuown  co-founder of KMV  a maker of widely used credit analysis tools. McQuown  81  has known Masters since the early 1990s. “ She  is inventive  a risk taker  and beyond a doubt a force to be reckoned with.”
Masters advanced quickly up JPMorgan’s ranks. Following a stint as CFO of its global investment bank from 2004 to 2007   she  was appointed chief of a newly formed unit that helped clients manage risk in commodities markets. During the next five years   she  built it into a profitable business that oversaw billions of dollars of physical assets. At the same time  Masters served as a board member and then chair of the Securities Industry and Financial Markets Association  known as SIFMA. Along the way   she  earned a reputation as that rare figure on the Street  a corporate player with the innovative chops of an entrepreneur.
“ Blythe  sees that a new industry is being created ” says Hirani  who’s known Masters for 17 years. “There’s no infrastructure. There’s no companies that have any kind of scale.  She ’s done the bank thing.  She  did commodities.  She  did derivatives.  She  did loan portfolio management. This allows  her  to bring all of that experience to bear in creating an ecosystem—and a company around it.”
Twenty-three years ago  Masters opened up fresh territory with credit derivatives. Now   she ’s determined to do it again  although this time it’s with a technology that was initially designed to bypass the financial system. Masters  with a very British dose of understatement  puts it this way: “I’ve always been motivated to innovate where the implications are significant.”
Example Output:
Blythe Masters