[Music] [Bruce Swann] Thank you for attending this session today, Break Down Channel Silos for Omnichannel Success. My name is Bruce Swann. I'm a Senior Manager on the Customer Journey Management Solutions Consulting team here at Adobe. And thankfully and fortunately for you, we're also joined by Laura Backus, Senior Vice President of Business Technology at KeyBank. And we're really stoked that we're able to fill a room with the topic at hand today, especially considering that it's not lost in us, that there's, I think, 30 other sessions that are going on, as we speak, and also, we're in a venue, in a city where there's infinite distractions. So thank you so much for giving up some time during your Summit to learn a little bit about breaking down channel silos for success. And in about 45 minutes from now, when you walk out of this room, we want to leave you with a few things. First and foremost, giving you some ideas as to how to evolve disconnected channel-centric strategies. Secondly, understanding what omnichannel success means and how to get there. And then lastly, learning how to unify teams, and that's something that Lauren is going to talk quite a bit about. You'll hear about technology all week here at Adobe Summit, but there are very few sessions that actually focus on the people and the processes that are necessary to make it happen. And then what you don't see on this takeaway slide is at the very end, I'll point you to some key resources. And those are takeaways for you that you can leverage the moment you get back to your desk, where if you're looking for some post-Summit inspiration and some things to do after Summit, you'll be able to leverage some of those takeaways that I'll point you to at the end of the session. But before we dig in, just I'm genuinely curious. Who is attending Adobe Summit for the first time? Show of hands. Wow. I did not expect that. That if you didn't see that in the front, that was easily 70% of the room. So the way this works, feel free to take photos of the slides. That's flattering for us if you do that, but just know that you'll also have access to this presentation in a PDF format after Summit, and I'll be glad to give it to you at any point in time. Just shoot me an email. And also, this session will be available via recording post-Summit as well. And then lastly, at the very end, we'd like you to fill out a survey. Let us know how we did. It helps us understand how we can improve when we do sessions in the future, and it also gives us ideas as to what we could present in the future. One more poll. I'm just curious of the makeup in the room. When you think of your role, where you work, who would consider themselves a practitioner? So hands on keyboard, creating campaigns, creating emails. Okay. So few. What about, strategists? So coming up with a marketing strategy to drive customer journeys. All right. IT. So supporting the madness behind customer journey. So a few. That's awesome. And then what about Adobe partners? So a few Adobe partners. So all key components in making Customer Journey Management happen. So let's go ahead and dig in. And first, I want to talk a little bit about the forces that drive change. And quite frankly, that's why you're here. That's why you're at Summit. That's why you're in this session because you want to learn about these different forces that are driving change and how you can adapt to evolve your customer engagement strategies. And really what's not lost on me is that you're probably being asked to do things that you weren't even thinking about three, four, five years ago, like, building customer journeys. You may have been tasked with building out multi-step campaigns or trigger campaigns, but you probably weren't thinking about customer journeys that factor in marketing-initiated moments, where that's you sending out content and messages across outbound channels like email, SMS, or push notifications, but also factoring in those customer-initiated moments. Those are the scary ones because those are the ones where you don't know when they're going to happen, but you better be ready. And those are the ones that come in through inbound channels like, a mobile app, or a website, or a customer calling into the call center.

Uh-oh. Oh, integrating technology. So something that's always been on our plate, but what's probably not lost on any of you is the need to personalize engagement every time a customer interacts with your brand. And more likely than not, you have bits and pieces of data scattered across different databases or in different systems. So that's definitely on your plate. The rate and pace of change has increased. I remember attending a session last year where the person presenting said that 50% of the campaigns that they run are considered ad hoc. So those are ones that they-- and I see a lot of heads nodding. Those are ones that you don't plan. So 50% of their campaigns triggered automated setup ahead of time, 50% ad hoc. And those are the ones where you're responding to something that's happening, in your workplace, or in the marketplace, or your bosses want you to get a campaign out the door. And that rate and pace of change is only increasing. Organizational challenges, that's something we'll talk a lot about today. What's happened over time is as all of these channels come online in which customers can engage, you have not only technology that drives engagement across those channels, you have teams very focused on those channels. And a lot of times, those teams don't really talk to one another. They don't have shared KPIs. They don't have shared goals. And that's something that definitely needs to be addressed and something that Lauren will certainly talk about. And lastly, the empowered consumer. That's that consumer or customer that can engage with your brand whenever and wherever they want. And let's just dig into that consumer here, just for a few seconds, and I just like to humor, if anything, myself with some statistics, not to drive home a point other than I like to see if I relate to the consumer, or the customer, or the statistic. So, you know, over half are less likely now to go into a branch or a store. You know, go figure. This world has gone totally digital. Totally get that, but not exclusively so. I'm a perfect example of that. I like to do a lot of research online. But if I'm going to buy a new pair of skis or a mountain bike, do the research online, but I'm going to go into the store and buy it. So many of us prefer mobile apps. I fall into that category, but I don't have an unlimited number of apps on my phone. I probably have about 10 that I religiously use. The rest just kind of become noise. And often, they become noise because the brands who own those apps don't engage effectively with me, and that's something that you have to be cognizant of.

But the, most important statistic as it relates to the topic at hand is just the sheer number of channels in which customers engage in a purchase journey. And I just read some recent research that that number is anywhere between three and five channels in a single purchase journey. And if you consider the entire customer lifecycle, there's just an unlimited number of channels in which customers can engage. And that's a forcing function for you because you have to come out of this channel-centric world and focus holistically on the overall customer journey. This is a simple example. I actually think I saw it on the main stage earlier or in another Adobe presentations, but it's a good one to just kind of get your mind around Customer Journey Management. It's also a good one to think about your business and how you plan campaigns and how you plan customer journeys. It's pretty straightforward, where that that customer journey can start with an online search, to where that customer ends up online, to where maybe they opt in for emails and other channels and on and on and on. And a layout like this or a slide like this is good for you to determine, number one, do I have the data necessary to support personalized engagement across those channels? And then secondly, can I connect those different channels? But the reality is this isn't realistic at all because what you need to take into account are those customer-initiated moments. And those are the ones that I talked about earlier where you don't know when they're going to happen, but you better be ready. And so just think about how you engage with your favorite brands just for one moment. So take your work hat off, think about your favorite brand, or think about the last purchase you made or the last vacation that you planned, and think about all the different channels that you used for engaging with that brand. And the simple personal example for me last year, I wanted to add a speaker to my home theater system. And there's a brand I'm kind of fanatical about. They're really good at email. I don't always click through in their emails, but they send compelling emails, that always get my attention and get my thoughts going about what to purchase next. And then one time, I actually clicked through in the email. They were advertising a speaker that kind of fit the bill for what I was looking for. I ended up online. Of course, when I got online, I had a bunch of different questions 'cause I was curious about Bluetooth connectivity, and some other things that were relevant to my purchase. I poked around on the website. Of course, I couldn't find an answer. I went into a chat session and started chatting with an agent. At least, I think it was an agent. It was probably a bot. I didn't get what I was looking for, so I closed the session, just did some research on social media. But then about a week later, I went back online, and I was surprised and delighted because I got a proactive chat session that popped up. And in that chat, there was a link to make an appointment to chat with a technical advisor. And I'd never done that, and I thought, "Well, that's actually pretty cool." So I clicked in that link, and I think I had to wait about three minutes in a queue. But then I literally got online, I was talking to a real person, and within two minutes, I had a link in the chat to the exact speaker that I was looking at purchasing, I clicked on it, it got an order confirmation and then a post-purchase survey down the road, on and on and on. But my point there is that's a very unique path, and that's something that is very hard for you to anticipate. And that path is unique as me and as unique as me in that very moment. But what's so challenging about all of that is that most of you have probably tens of thousands, if not tens of millions of customers in your database where you're thinking about creating those journeys that need to be as unique as your customers are. And there are so many things that impede that aspiration to create those unique journeys. First, there's some of the things that we've talked about already. It's lacking that single, organizational truth for the customer, where realistically you probably have bits and pieces of data in disparate systems often aligned with different customer databases, maybe an analytics database, or different channel systems. Secondly, disconnected mar-tech and customer experience applications to manage the customer journey. The example I gave kind of tied together service and marketing into a cohesive journey, but they really nailed it because they were able to connect those two aspects of the business. Being unable to react in real-time. So it could be great if you have a CDP where the data is sitting there front and center ready for you to use in real-time, but if you can act upon it in real-time, what good is it? And then lastly, something that Lauren is going to talk about here in a few minutes is having fragmented teams and technology that just makes it difficult to keep up with today's consumer.

All right, but we can overcome. And there are some building blocks for you to think about, as you think through, breaking down those channel silos and becoming more of an omnichannel organization. There's data, content, and journeys. And I'll just keep this kind of simple. On the data side, it's collecting data to better understand and anticipate who your customers are. A lot of talk this morning in the keynotes about content and the ability to quickly and efficiently create content that can be dispersed across, who knows how many different screens, in touch points globally. And then lastly, bringing together data and content into customer journeys. The good news, there are entire tracks here at Adobe Summit dedicated to these three building blocks, data, content, and journeys. So knock yourself out with signing up for different sessions throughout the rest of the week, but you won't find that many sessions that bring together the people and the process along with the technology, and that's something that Lauren and I are really passionate about, and excited to share with you in today's presentation.

All right, and if you overcome those challenges, you put together those building blocks. These are just some high level statistics that could get you pointed in the right direction and excited about where you could go, where you could reduce acquisition costs, where you can provide more personalized interactions earlier on in the customer journey and acquire customers more efficiently, driving revenue through a more personalized engagements that increase cross-sells and up-sells. And lastly, what Lauren will focus on is bringing teams together that will help you operate much more efficiently as an organization.

All right, and what would a presentation at Summit be without a little generative AI. This was actually a last minute addition, I think yesterday, to the presentation. As I got to know Lauren along the way, she talked about something called intelligent orchestration at KeyBank. So I kind of, you can see where I'm going with that metaphor. I kind of grabbed onto that and thought, "Well, okay, let's talk about how we can weave in some compelling imagery into the topic of intelligent orchestration." And what we've done is broken down the rest of the content in today's presentation into four different movements of a symphony, if you will, where the first one will be Lauren providing you with just some context of where KeyBank is today and what some of their challenges are. Secondly, there's a little bit of a lag here with the clicks squads. So something she'll talk a lot about are different squads or different teams within the organization that can be nimble and agile with creating customer journeys. Change management, that goes with all of this and all of this talk track, and all of these challenges that we're talking about today that we're trying to overcome. And then lastly, hang in there to the very end because I'll point you to some resources that you could leverage the moment you get back to your desk that will help you continue on with this journey. All right, so with that said, I'll turn it over to Lauren. [Lauren Backus] All right. Thanks, Bruce. You're welcome. All right, so it's after lunch. We're going to be very entertaining, but I hope you also have your caffeine handy. We'll leave time for questions at the end. So please, you know, queue up your questions in your notes or whatever, and we will pick them up at the end. So what was Key doing? We had been on a journey to get closer to one-to-one marketing, but we weren't there. And we were limited by a few things. One, technology. We did not have the technology at the time to bring in a wide variety of real-time client behavior data. We did not have systems that worked together natively, and we didn't operate in a way that really was designed to deliver an omnichannel experience, and we wanted to do all of those things. So we could surprise and delight our clients with phenomenal experiences that are resonant and timely. I'm sure all of you would like to do the same. We're still on this journey, so I'm going to talk a little bit about what we've accomplished and where we're still working on it. But that is where we started.

We will, you know, look at something along the lines of a new client experience, right? Every journey we're designing has, as Bruce mentioned, that proactive client outreach, as well as the reactive, you know, how our clients responding to what we are sending to them. So the clients in the bottom half circle are reaching out to Key. In this case, someone is opening a new account, that's wonderful. Maybe they were spurred on by an offer that's in the marketplace. But we are trying to use all channels that we have at our disposal to facilitate the experience and respond to the client as they move beyond that first step. We're using push, SMS, mail, you know, physical mail, email, our online experience. All of those together to respond to the client and get them to a great place where they're actively engaged with our organization, with their account that they've opened, they're, you know, getting value out of it, and they understand what the next steps are in the relationship and they know that they have support.

As we look forward, you know, we have a lot of road to, you know, walk down in order to get to that point. And we do have those channels all, in play at the moment. Back in 2020, we had been working on our perspective on how we are utilizing the account summary page within online banking. So that was the driver for some change. I think that all of you, if you have a bank account, you look at that account summary page on a regular basis. That is one of the most heavily trafficked spots that we could engage with you in. However, when we-- We had already started some road mapping work, and we really looked at the road map a little more broadly than that. We looked at what it takes end-to-end to deliver a client experience with all of our channels. And we did an analysis that identified people, process, and technology gaps across our ecosystem that was preventing us from delivering the experiences that we wanted. And keeping us from realizing, that client success and certainly more sales and more retention of our clients. So we had teams that were operating independently, right? We had channel teams, so a team for email, a team set up for digital interaction, a team set up prospecting, a team set up for direct mail and banker leads, and there were some very heroic marketing managers in the middle of that they were trying to piece together those experiences and get all of the different teams to work together. But I would say our lead time to get something that was that coordinated out the door was at least three months, at least. So to say that we were using, client data and responding to client behavior is, kind of, a stretch, right? We were using-- Yes, there were some client behaviors in that, but by the time we were trying to activate the experience, it was old and, you know, the experiences were being delivered through a lot of blood, sweat, and tears. So our goal was to not only improve the experience for our clients, but also for our teams.

As I mentioned, costly, inefficient processes leading to poor or not as optimized experience or metrics from our clients both in the form of sales, retention, and overall, you know, positivity. So as we think forward to our target state. We want to enable personalization at scale. We want to use the term we call, intelligent orchestration to make sure we're delivering the right message to the right client, no matter where they're engaging with us.

And we want coordinated experiences, we want rapid deployment. So moving things down to days or, you know, a few days, as opposed to three months plus. And then we want to really leverage our experimentation. We had done some Adobe Target work, certainly we're doing tests in market, but they weren't necessarily consistent and they weren't being leveraged every time. So we evolved.

The goal, increase sales, retention, and reducing expenses. Of course, mother and apple pie, right? All right, so why did we move to Adobe as our full stack? So we already had some of our assets tagged and analyzed through Adobe Analytics. We had some Test & Target, and we were using, Adobe Audience Manager for digital marketing. And we felt that because we had already made that investment, we had one foot in the camp and we had a lot of employees that were really interested in utilizing a more modern technology and we had a gap in being able to get resources who were skilled in some of the applications that we were trying to use for this purpose.

So we moved forward and decided we would start with AEM and see how it went and then decide later whether we would go full stack, which we did.

We set up our teams, in work streams that made sense to us, and addressed the entire ecosystem of the marketing stack. So we didn't just have, you know, one team focused only on one piece. We were managing a program that was stringing together the activities and the Target State for all of our stack, both within Adobe and outside of it. And I'll describe that now.

So intelligent orchestration. This is the brains, right? We're using AJO on the Adobe Experience Platform to act as the brain. It's our offer engine, it's making decisions about what to do next in a journey, that is the brain of the operation. And we have moved to more speedy delivery. Gosh, I really loved the GenAI conversation from this morning and the keynote though. I think we could get even faster than we are now. We definitely, have spent a lot of time training the squad that is focused on this part of the stack, both on, you know, the marketing team, the business team, and the tech team, together. We've trained everyone on their individual piece and brought it together. It's our first journey was deployed in late 2022, September '22.

We also-- The very first thing we did, as I mentioned was Adobe Experience Manager, so we're a team that was interested in changing our content management platform and, you know, we run our key.com website off of the platform. We wanted to move to an industry leader. We wanted our teams to be enabled to, really deliver content in more places than just the website too. I happen to also manage the online banking team and we've started making some really good strides in leveraging AEM content within the authenticated space as well.

Lead management. So we send leads to the bankers that are in branches. We have outbound calling teams. We want to be able to get the same message in their hands. Believe it or not, we still sell most of our products through branches. As those folks have relationships with clients and, you know, there are people who don't want to fulfill digitally. So we want those bankers to have the same messaging that we're delivering to clients within their online banking experience, within, you know, wherever they are in the world digitally. So we moved from a mainframe, very heavily batch process to a cloud-native solution that we built that also acts as our data exchange layer for the Adobe platform.

Marketing premium fulfillment. Who's ever gotten $100, or $400, or whatever for opening a check account? Okay. Some system in the back end has to actually take the money and give it to you once you've met your stipulations, right? So similar to the lead management platform, we also had a Mainframe based, very heavily batched, not run very often, premium fulfillment process that was giving clients premiums long after they had achieved the stipulations. And we were not sharing any of that information with our sales channels or service channels. So we did some integration work there. Again, we're still in the middle of that project but that also is a cloud-native solution.

We have some opportunity in solicitation. Of course, we had to bring solicitation preferences along for the ride when we were doing this exercise because we need to, you know, fulfill based on certainly laws and our compliance partners. What they want to make sure we're doing on behalf of our clients and their preferences. I think we have a ways to go, probably all of us, have some interest in, speaking to clients the way they want to be spoken to and in the channels they want to be spoken to. So we are still working on this as well. And last but not least, as I mentioned, we already had Adobe Analytics and Test & Target up and running, but we spent the-- Over the last couple of years, we tagged the assets within our consumer online banking, which were not well tagged at the time. We didn't have really great insight there. We added to the breadth of that, and we also, stood up a more consistent Test & Target plan and approach and we are more consistently delivering on those tests and learning on an ongoing basis and sharing that with the squads that I'll tell you about in a few minutes.

We happen to, at the same time, be on a path to move our applications to the Cloud. We've had our data assets, our analytic environments on Google for years and we are moving other applications to that platform as well. So it actually dovetailed very nicely into the work that we were doing here because moving to the Adobe Cloud was a fit with our strategy from a tech standpoint and also gave us some nice ability for integration between the clouds, so between Azure Cloud and the Google Cloud. Obviously, we are also integrated with all of those channels as I mentioned earlier. And we're bringing, model data, the models that are developed in that analytic environment, we're bringing the results of those models into our Adobe Experience Cloud as well.

All right, let's talk about data. So we wanted to make sure that as we embarked on this roadmap, we were delivering wins. We didn't have to wait until the end of two, three years to get any value, right? So we wanted to be delivering value all along the way and bringing teams in and delivering use cases all along the way. So we prioritized. We prioritized our use cases and we prioritized the data we brought on to the CDP in that order. It was not perfect. It was not, you know, any kind of prioritization process is always a little bit messy. And you might have, you know, I think we had four reorgs in the last four years. You know, we had a little thing, you know, some economic crises that affected regional banks that you may have heard about. So we shifted gears and changed our prioritization as we went, but we have made active choices to make sure that before we bring data onto the platform, it is a prioritized and aligned with the strategy. We started with, you know, building out our profiles. So we had already mastered our data on that analytic environment. So we were able to bring in that main ID for our customers. And we brought in their account data, certainly solicitation information. And then, you know, we have to communicate two branches for the leads. So we brought in branch information, it's also being used for personalization.

Then we moved on to more specific profile attributes. We will never be done bringing on additional profile attributes, right? It's something that as you identify new use cases, we have people who have great ideas and want to deliver a new experience. It usually requires new data. So we have an ongoing intake process to bring in new, profile attributes that are desired and we started working on events, both treatment events. So did you click this email? We were starting to use those clicks more and the Experience engagement that our clients are having more in our journeys, and we also brought in account events, something like you made a large deposit in your account. And we want to know about that information so that we can respond to it. And then what we're working on now, bringing in our purchase prospects, making sure our contact information is available to the analytic environments, more account events, etcetera. So that work will just continue and we will iterate into the future. But my advice is definitely, don't bring it all in at once, bring it in as you go and make sure that the data you are bringing in, you know how it's going to be used. We've definitely stubbed our toe on that where we brought in data in a way that it isn't able to be easily used by our marketers and we've had to make some changes which is good. Those were good learnings.

This is an example of a journey. You've seen this in any of the AJO session to do. This isn't one of the key bank journeys. This is just an example. But what I wanted to mention is, you know, we are trying to replace, what you would consider the old batch, large volume campaigns with these journeys. And the reason we're trying to do it is so that we can make the client the center of the experience. And even by standing up an ongoing journey that is constantly bringing in new clients to it, right, and expelling clients from it based on their behaviors, you are customizing the experience for your clients. You're personalizing it, right? Because they're getting the treatment, they're entering the journey at the right time for them, and they're exiting the journey at the right time for them. Whereas I would say, you know, we still have some teams that the vast majority that they want to do are high volume. I need these sales at this time, so I'm going to send out these 100,000 emails or these pieces of direct mail at this time because that's what I need in my product. As opposed to this is what my client needs and this is why they need it. So the goal is to really keep driving the change toward a client-centered approach.

So change management. We have three different kinds of squads. When we initially set up this work, and I'll talk a little bit more about what they did. On the right-hand side, we have a build squad. Build squad is the squad that builds capabilities, pretty straightforward, right? These are the squads that typically you're, you know, asking to do things to, you know, enhance the capabilities that you have to deliver to clients, whether it's a new integration, or a new piece of data, or, you know, we want to bring all our, you know, we want to summarize bill pay information for our clients or whatever your client behavior may be, that team is focused on a lot of tech but there are business people in that squad as well. Then we had a prepare squad. We ran this squad for about two years. They looked at what training do our different types of team members need? Let's map their business processes. What were we doing before? What are we doing? What is the goal in the future? What are the roles and responsibilities of these different partners? What are, you know, the control procedures we have to make sure we don't get, ahead of ourselves and stop managing the risk the way we should. So that team was really, very focused on making sure that the business squads were operating in the way that we wanted and that we were measuring the outcomes of those squads and pumping that right back into the prioritization. Now we have since, kind of, consumed the prepare squad into the build squad 'cause we just gained a little maturity and the business squads had started to do a lot of that analytics on their own, and with their partners. So I would say, one of the main points I want to make sure you take away is we experimented with this structure and with the roles and responsibilities. As you could see, the business squads on the left, there are three in this example. We have five right now, or six. And they're constantly changing their structure as we, you know, do a retrospective. We get feedback. We tweak the operating model not just of who's in what squad but also how we communicate and how we get work done. And whose role and responsibility is what? We respond to the feedback that we get. But having a disciplined retrospective process so that you're actively gathering that feedback is important.

Most projects, if we looked at this as a project which it was not, but if you think of, you know, a typical project, you do the middle three pentagons. You train, you communicate, you measure. We added the process design and the operating model work, and again, the experimentation with the operating model because we knew that this was more than just a tech change, more than just a business process change on its own.

The process design work we did, we used professional, you know, process designers who documented processes. And really used things, you know, their knowledge to ask a lot of questions and really push people to document what they were doing every day and what they wanted to be doing in the future. So I would also recommend doing something along those lines because a lot of times we might give a business analyst that's on the tech team the job of documenting all of the processes and procedures, and they're not necessarily going to ask all of the questions you want asked.

So as far as lessons learned, I've hit most of these, I'm going to go slightly deeper. Team adoption will vary. So I mentioned how we structure ourselves, we gathered feedback, and we have some teams that, you know, took to all of this. They love the journey management, and they dug in, and they really love the tool, they got moving. And they were already probably somewhat more focused on the client when they started. But then we have some other squads that still want to do things the old way. And they were still, you know, trying to get them to change. I mean, we actively made a choice to say we are not going to move from an old campaign tool to Adobe Campaign. We did not do that. We didn't do it for a reason, right? We didn't want those old behaviors to continue, we want to try to challenge the status quo. And that adoption rate depending on which team you're talking about will vary. And we're going to deal with that forever, really.

Slow down to speed up. We definitely sometimes needed to tell a team that, yes, I know you could do this in, you know, two months with the tools you have today, but if you work with us to bring, you know, the right data or capability onto this platform, you'll be able to move faster later. So hang in there as opposed to just, you know, continuing to try to use the old tools to run what you have.

You might lose, maybe you won't be able to hit July, but you could hit September and then every week after that.

We engaged our architects. We have, enterprise architects across, that look at all our applications across the bank and business architects that really help us with that road mapping process. I felt that was invaluable to just be objective as we looked at it and bring all partners into that road mapping process. That was important. We did a variety of proof of concept with Adobe, in order to get used to the way that maybe an integration worked or, you know, test something out to see if a data structure would work when utilizing and delivering on getting the data into the journey execution.

I would say, if you really want to be able to measure whether you're getting the value out of the tool, plan early to set a baseline with your old system and, you know, measure the difference between that and the new system. And then I've talked about organizing around the client.

So thank you for your time today. As I mentioned, I would target, some meaningful use cases at the beginning and then expand, expand, expand. Keep bringing your, users into the client-first mode and really utilizing that omnichannel experience to deliver, what you're, you know, deliver a much, much better experience to your clients that is more personalized to them. Thanks. Bruce. All right.

Yeah. That was awesome. It's so interesting because we first began this conversation for this presentation in November. And it's just fascinating how it's just evolved to where it is today, and hopefully, you found this content useful to you no matter where you are in your journey with becoming more customer-centric or adopting solutions like the Real-Time CDP or Journey Optimizer. As I promised earlier in the presentation, I do want to provide you with some takeaways. So when you get back to your desk, hopefully, it's Monday or Tuesday. Take a day off. It's a long week. But when you get back to your desk, there's a couple things that that I really do want you to take advantage of. So get ready. You can take a picture of this or use the QR code. We put together a readiness assessment, and it's a pretty cool assessment that will help you assess where you are along the lines of what we're talking about, organizational readiness. Also, do you have the proper customer data in place to support Customer Journey Management? Do you have the channels connected? Do you have the teams connected? And so on. So please do this. It's take you about five minutes. You get a nice little document as an output. It will just help you and your teams, kind of, assess where you are, where you might have some room for improvement, or you could be well on your way and you can feel pretty good about it. Here's the second one. This is a big one, where, if you are trying to build a business case to become more customer-centric. So like what Lauren was talking about, where they made the leap from a legacy, you know, campaign management environment to journey management. That's a big leap, and often that involves a business case to justify, kind of, turning things on its head, if you will. So here's a report, that was put together by Forrester, but it just provides you with a nice framework for building out a business case, some key metrics, and some really solid examples that you can use. And then, I believe, lastly, if you do use Journey Optimizer, or thinking about it, or have just started your, implementation, there is a cool feature or aspect of Journey Optimizer called Use Case Playbooks, and these are super helpful in helping bring together different squads, or teams, or a partner that you might be working with to be able to do things rapidly in Journey Optimizer because as you look at all of the different events that you could define and track and trigger activities on and all of the different channels, it gets a little mind-numbing, if you will. And these Use Case Playbooks really provide a nice framework for you to get started. Now it's just the proper documentation, but also templates and things that you can use immediately within AJL. So if you're just starting out using Journey Optimizer, if you've used it for a while, please make sure you check out the Use Case Playbooks. So with that said, I do want to thank Lauren for the time and energy she put into this session, and I will say this, if you're sitting out there thinking, you know what, I'd like to share my story on stage at Summit, just talk to me afterwards because next year we'll be here before you know what, and we can start planning a session, you know, months in advance. And we can showcase what you're doing, and how you talk about what you do to engage with your customers. So just think about it. If it's something you want to do, we'd be more than happy to entertain that discussion. But again, Lauren, thank you so much for your time and energy. And then Sean in the back, thank you. Kind of a behind the scenes job, just making sure the tech works seamlessly throughout these presentations. So thank you for helping out with all of that. [Music]