[music] [Phil Margiotta] Hello, everyone, and welcome to our session on Leading the Technology Revolution with Your DAM. My name is Phil Margiotta and I lead the AEM Solution Consulting Team here at Adobe. I've worked with AEM for the past 24 years, so I might have a little experience in this field. And I'm joined today with Steven Matt and Steven's with MetLife. And during the session today, we're going to hear about how MetLife has gone through and optimized the content supply chain so we can hear where they started two years ago, where they are today, and some of the things that they're thinking about doing in the future. All right, and with that, I'm going to pass it over to Steven. Steven, please tell everybody about you and MetLife. [Steven Matt] Thanks, Phil. Appreciate it. I have to say thank you guys for making it out to this exhilarating session compared to the other session that had a line out the door to the escalator for GenAI. So I appreciate that. So my name is Steven Matt. I run marketing operations at MetLife, and I'll give you a quick background of sort of where I came from and my experience with Digital Asset Management. Most recently, I have worked at large Fortune 1000 companies like JPMorgan Chase, Fiserv, First Data, and before that, I ran my own SEO agency. So I had what was the number one SEO agency in New York City for about twelve years, sold that to a larger company in about 2012, and then went on to go do the opposite of what most entrepreneurs do, which is to go work for corporate America. So, really enjoyed my time there, but my career is sort of marked by coming into large enterprise organizations and centralizing the marketing operations. And so a lot of that involves optimizing the asset management process of the operations. So, yeah, really excited to talk to you guys about how what we've done in MetLife, obviously, a lot of people have heard of Metlife. We do insurance and we're a heavily regulated industry and company, and we do a lot of things within the company besides insurance. You know, there's group employee benefits and of course, some asset management. We're not going to be talking about that type of asset management today. We'll be talking about the digital asset management. And these are some of our assets that we have stored in our DAM. This, in fact, you guys recognize the MetLife blimp that used to float around. And then the other asset on here is actually our first advertisement from 1868, which I think is pretty cool. So we have a massive archive of like a million assets within our DAM that we used to organize and store everything. And it was a massive undertaking to just load them all into our digital asset management system because they were scattered everywhere. So I'm happy to talk with you guys later if we have time, about heritage assets and the importance of all that, but that's sort of a very niche topic and if we have time, we'll get to it. But I'm going to focus on a lot of other relevant topics today.

So I'll give you guys a quick kind of story about how I came to understand the importance of digital asset management. So early on in my career, I worked for a men's fashion company. The company made ties and belts and wallets. And it was one of my first jobs, first professional jobs outside of running that agency. I ran the creative services department. And we had a copywriter, we had a developer, we had a graph designer, and then we had a photographer. I'm not going to use her real name, let's call her Jasmine. And as I started the first month, my task was to find out how we can optimize the process, the content supply chain. We were constantly churning out new photographs and products, whether it's a tie or a belt or a wallet, we were constantly churning out the new products and loading about ten per day. So it was quite a lot for such a small team. And about 30 days in, one of those busy days, the photographer, graphic designer and developer were sort of double timing with some urgent issue. And I found myself on Jasmine's computer and scrambling to find an image last minute. And I said, "Jasmine!", screamed across the room. And I said, "Jasmine, where are the latest ten images? We need to get those out." And she said, "They're in a folder on my desktop." And I said, "Oh my God. Okay, they're on your desktop, all right." And so I hesitated, looked around for the folder. I couldn't find it. I was like, "Jasmine, where's the folder?" And she said, "It's in Jasmine, everything." And I said, "Oh my God. Okay." So it opened up the folder and it was literally everything. Every image that had ever been taken, every video, every website post that we'd ever made was in that folder. And I quickly realized where the bottleneck was in that process. And it was with, unfortunately, with the photographer, who really did not have a very good way to manage the assets. There was no subfolder structure. There was no standard naming conventions. There was, let alone no taxonomy. And there was no shared system. There was no way to collaborate, literally, just images, essential images sitting on her desktop. And so that was a fun experience.

And so now I find myself at these larger companies, managing the operations side of the house. And with MetLife in particular, we found ourselves very quickly having to adapt to a rapidly changing landscape. We had to deal with a tremendous amount of assets that were needed to be adapted for every channel size, for every device. And an increase, a dramatic increase in the amount of assets that we were developing, plus new ways of working with artificial intelligence and GenAI, producing assets within systems like Express and Firefly, and how that was evolving the process. And so we needed a way to really make sense of everything. And that's when we started our process of optimizing our digital asset management system and workflow. And if you're like me where I was a year ago, this might be what your process looks like. This is a very accurate representation of what our process looked like about a year ago, about a year or two years ago. And just getting simple assets out the door, like a blog post, involved about eleven to twelve unique steps of the process, from the planning process to the creation of the asset, all the way to the distribution and publishing of the asset. We had probably 11 to 15 different steps of people that were involved in that process. So if you think about a large company like MetLife having to get all the required approvals for that blog post, there's someone that has to write the blog post, there is a product marketer that has to review it. There's an SEO agency that has to validate the keyword research. There's legal compliance that has to review and approve, then it has to go back to the marketer, then it has to go to the developers, then it has to go to the Q&A, then it has to finally go to the content author to press the publish button. So many steps along the way. And a lot of that was unmanaged and siloed. And one of the biggest problems that we had was that there was no way to manage that process in a sort of cohesive way. And so one of the first things that we did was look at how we can manage the request process. And what it looked like for us two years ago was literally, people coming by other people's desks, or calling them on the phone, or chatting them on Teams, or emailing them, asking for the blog post, or asking for an image. And there was no transparency, there was no collaboration, and there was no way to manage the chaos. And so one of the first things we did was implement Workfront to manage all that work. And so the next step after that to tackle was finding the assets. So how can we make it easier and democratize the ability for marketers and adjacent designers and adjacent marketers to find the assets that they need to find quickly and accurately? So that was a big one for us, and we moved quickly through that process. And what I thought I would do is kind of make this really helpful. I wanted this presentation to be tangible for everyone here. So I put together, this was really my roadmap that we used to enable asset democratization for the company.

And I can kind of walk through each of these steps, but is there anything-- No, that would be great. And I think one of the things, too, that we hear from a lot of customers. Yes, you have complicated content supply issues. But how do we go in and how do we start to break this down to where we can get those small wins and get started from there? It doesn't have to be a big-bang approach, which I think is where, like you said, you started with the intake. - That's right. - And then you worked into metadata, worked into findability, so you were able to take these things one step at a time. Yeah, yeah. There were no major moves in the beginning, and we really took it as a crawl approach before we implemented any AI technology or any automation systems. So the first thing that we did about a year ago is we implemented Workfront. And that's what I mean by control the chaos. So stop the calls that are coming in, the people stopping by desk, let's make sure everything's in a system that can be tracked. So step number one, just control all the requests that are coming through your organization. Number two was really conducting a series of interviews with the people who use assets. So understanding the usage and making sure that we understand who the users are, how they use the assets, and what steps they need to take to get the work done.

And then from there, number three would be to manage the mess. And that is really around just making sure that we have systems that are interconnected and can work well together. Number four, we sort of built a taxonomy system, and for MetLife, we're very people-focused. So our taxonomy is based on people. And I'll give you guys an example in a couple of slides about our taxonomy system and how that's organized. Number five, secure the storage. So making sure that the right people have the right type of access and making sure that the systems that they need to have access to are sort of authored in the correct way. And number six is making sure that the teams are educated, that they know how to find the assets and they know how to tag assets if they're doing such a thing or they know what steps they need to take and when. And then number seven is audit the assets so, on regular basis, just going through your asset system and making sure that everything is up to date, whether it's usage rights, the metadata is updated, and that you're really taking the time to adapt to the way that assets need to be found. Whether that's the introduction of a new system like GenStudio that was announced today, or Express or Firefly, that you take the time to really audit the entire system to make sure that it's connected the way that it should be. And then number eight is optimizing the operations. And what I mean by that is creating workflows that can automate the mundane tasks that need to happen. So if you are in the middle of a process and when you're in step A and it needs to go to step B, instead of relying on that person who does step A to send it to person B, you can automate that using Workfront with workflows and create reminders in the system. So that way predefined SLAs can trigger and remind people to take their actions that they need to take and really automating those workflows so you're not reliant on someone to remember to send it to someone else or tag the person in Workfront, for example, you can automatically do those things. So that was really critical. And one of the things we did is we actually hired a full-time workflow expert and his name is Robin. He's actually here at the conference too. And if you guys want to geek out on Workfront, definitely talk to him because I call him the Workfront wizard and he's phenomenal. And by the way, did you guys notice the alliteration on this? I put a lot of work into that. So each one of these things is alliterative, including Robin, the Workfront wizard. And so what he did is built these automated workflows for us. And that was absolutely critical. And one of the things I did with a lot of the technology that we have is I assigned product champions to each of our tools that we have, whether it's Creative Suite or Workfront or Assets or it's Marketo or CDP. Each of the tools that we have and that we use, we have a product champion that is responsible for managing the user access, that is responsible for license renewals, that's responsible for educating the users of those tools and can be there on call at any time to discuss issues and ensure adoption. Oftentimes you find yourself in large organizations with all these amazing tools, but no one knows how to use them. No one knows who's responsible for the adoption of those tools. So having product champions for key tools is really critical, and they don't necessarily have to be dedicated. Robin, for example, is the product champion for several. He's the product champion for Workfront, for Red Oak, which is a legal compliance tool, and for Canva. So he's sort of multi-use in that regard. And then number nine is navigating the network, really just making sure that the systems that you have are interconnected in the way that is going to be really beneficial for you. And I'll give some other examples of that in a few minutes. But just quickly making sure that Workfront is connected to Assets, making sure that Assets is connected to Creative Suite, and making sure those integrations happen.

For us in most large companies, it's not just a flick of the switch. You have to do a little bit of work there. So you really have to be thoughtful about how you approach that and how you optimize the integrations there. And then finally looking at the measurement of those metrics, making sure that you're really optimizing on an ongoing basis the usage of the tools, but also the assets. How are the assets performing in market? Which ones are doing well? Do more of that. Which ones are not doing well? Get rid of those. And constantly optimizing both the tools and the assets themselves. So this is my sort of proprietary framework for asset management and it's worked really well for us. Yeah. And I think one of the things too, that again, when we hear from customers, people try to get this 100% out of the gate. But the reality is it's an evolution. You have to start somewhere and then you can iterate over time. I think that's a big part of what you guys have done with this project. Yeah, yeah. I mean, to be very transparent, we're still in the process of this. This is not a complete process by any means. I've got my team here who manages Adobe Assets and some of the other platforms, and it's a long road. We're going to be busy for the next year or two fulfilling the promise of this roadmap here. But we've knocked off some really important ones, and these are intentionally in order of importance. So just for example, number three, manage the mess. That one is critical. You have to get rid of the old assets.

When I first took over the marketing ops in MetLife, it was a disaster. I mean, there was millions of unused assets that were sitting there, untagged, unmanaged, and potentially have never been used in market. Why do we have them on the storage system? Get rid of them. And for us, we have to archive assets for seven years. For most financial services company, you have to do that for FINRA compliance reasons. Beyond that, we go back to 1868. I don't think there's any reason to have 130 terabytes of data. So one of the first things we did, number three, was to trim that down, right? We got it down to about 30 terabytes of data. So getting rid of 100 terabytes of data was essential because you don't want to have to go through the process of tagging and organizing all those assets if they're never going to be used. There were a lot of duplicate assets in there. There were a lot of assets that just, frankly, we would never use either because that product was deprecated or we have no use for it. So, yeah, Phil, to your point, it's something that you take slowly and do intentionally, and it's going to take a while, but at least you have some kind of framework and logic to it. It's fantastic. I can give you guys some examples of some of the things that we've done. So for control the chaos, aside from implementing Workfront, one of the things that we did is built a prioritization system. And this goes beyond just assets. This goes to everything that we do within marketing. So whether we're producing a campaign, a press release, a new product launch landing page, or a blog post, or a open enrollment asset, we have a prioritization system that allows us to work on the things that matter most to us, right? So, you know, the top three things that you see on the list, press release, anything that's tied to OKR results, those are always going to be priorities, and we're going to work on those things first because they are tied to commercial objective outcomes that are tangible for us. And then you start to get into, you know, some other areas, like a content update, a component build, maybe a compliance update. Some of these things are not as important, so they get a lesser score, right. And that helps our team of marketers know what to work on when. So within Workfront, we have a column that has that score in Workfront. So when a ticket comes in, usually we get like 20 a day, the content authors and other people know what to work on first they have a prioritization of tasks to work on, and we would not be able to do that without Workfront. I mean, it is absolutely such a critical tool. It's why it was number one on the list, was to implement that and ensure that we have wide adoption of that tool. How long is that saved from a process standpoint? Yeah, a lot. Yeah. And in fact, I think at the end, I think it's a 50% increase in speed to market.

Yeah, you kind of stole the point at the end, but yeah, that is the benefit of everything that we did, which was, as a result of everything we've done, a 50% increase in speed to market, which is insane in a year. So we're really, really excited about that. But, yeah, this is this, and there's flexibility built within this prioritization system. If someone comes to us with a request that maybe is a six or a four, as you can see, there's sort of flexibility. And if they have a business justification for that request, we can increase that and bump it up in priority. So there's intentional flexibility built in there.

So the next one, this is a great example of our taxonomy system that we created. So, our classification is based on people. This is just for one line of business, but we have it first prioritized by action, gender, people, location, region, and then within people, the example I've given is family, ethnicity and group and age, and then further broken down by family. This works really well for us. It's going to be different for every company depending on who you are, whether you're Nasdaq or T-Mobile or whatever, you're going to require a different classification system for your company. Make it intuitive and make it useful for the users of the assets is my advice for that situation.

And then on the right side, you can see the sort of metadata that's embedded within our DAM. And one of the cool things, and this is something that Brittany, our asset manager, has done a really great job of, is that she's adopted Sensei for Adobe Assets. And if you guys are not familiar with Sensei for Assets, what that can do is automatically tag images when they're imported into Adobe Assets, which is a huge time saver. So all those tags you see right there are generated automatically by Sensei. Sensei's Adobe AI tool that's sort of embedded within all the systems that they have. But with Assets, we've recognized a massive time saver for us. And because we ingest so many assets on a regular basis, to have AI do that for us is a game changer. Yeah. And I know this is another one where a lot of people start and they say we've got to get our taxonomy dialed in, has to be 100% out of the gate. It doesn't have to. You can adjust, and then from a Sensei perspective, it still gives you the ability to go in and find and search for assets that you're looking for, even if you don't have the taxonomy defined. And it can train and it gets smarter over time, too. Yeah. Yeah. And the next one is navigating the network. So looking at the systems that you have, we use a lot of Adobe products, but depending on what your tools of record are, making sure that you're intentional about connecting the right ones and prioritizing the right connections. So for us, the priority was Workfront and Assets. That was number one. Making sure that we have that connection established. And then the third is making sure that Assets and Workfront are tied into our Creative Suite. So making sure that when our designers are in Photoshop, they can pull in the images and they don't have to leave their tool. So they don't have to go into Assets. They don't have to go into Workfront to find them. They can stay within Photoshop, pull open the window, and drag and drop the image that they need to edit and work on. When they're done, they can mark it as complete and it updates Workfront automatically. And they've never left Photoshop, which is a huge deal for designers. You don't want them to leave the flow. You want to keep them in the flow as much as possible to make sure you're really maximizing their valuable time. So this is where we started. I would say it's probably a good place for pretty much everyone to start, which is Assets and Workfront if you're talking about optimizing your tech stack. There are other things that we've done that I'll talk about in one of the last slides about other tools I recommend that are not Adobe, but work really well with Adobe, and some of them are actually here at Adobe Summit. So, tell them I told you to stop by. Yeah, I would just say, though, how many designers are here today? Show of hands. A couple. Right. I do know this is one of the ones for every time we have conversations, people like to stay in the tools that they're familiar with and that gives you the flexibility to do that. So you don't have to learn a new system, you don't have to go in and adjust to something else, which is really important. It's a really big deal.

For the designers, huge. For our asset manager, it's huge. And for the marketers, they generally don't want to go into Assets. They don't want to go into Creative Suite. They want to stay within Workfront where they can focus on their planning. And for the project managers, they want to stay within Workfront as well so they can make sure tasks are moving along. So I can't understate the concept of just keeping them within their platform of choice.

So here's two other examples. I gave you guys the example of the blog post before, but we actually have two other use cases for our assets. This is another old example of one of the MetLife images with Snoopy. And by the way, Snoopy is back, if you guys are not aware, but we have a pet insurance product and we use Snoopy as the spokesperson for pet insurance. So you'll find Snoopy back in some advertisements coming soon, which is really exciting because everyone loves Snoopy. We have a lot of heritage assets. We use Adobe Assets for that. And we're sort of retroactively going back and tagging them. We've spent the time of getting rid of all the assets now, we've sort of managed the mess. Now it's time to go back and sort of tag them and add the metadata. And that's going to be very important for us. And we're finding some cool things along the way, like this Snoopy and this old car. And we use these assets internally mostly. You're not going to find these in market, but we have a pretty robust sort of, we have a MetLife historian, and he talks about the history of our company to our 44,000 employees. And we use our assets to tell those stories. His name is Dan May and does a really phenomenal job in educating everyone about where we came from because it's important to understand that. And we take the time to educate our employees, especially new hires, about who we are and where we came from. And assets are such an important piece of that story because it brings it to life. We've uncovered some really phenomenal videos of actual employees. And there's, you know, it even goes back to generations of people. People who are working at MetLife now, we found images of their grandparents who have worked at MetLife, which is just amazing, all the way to the old buildings that we used to own in New York City. So that's another use case we have. And then the other one on the right side is really about open enrollment materials. So most of you work for large companies. You've probably been communicated to from your insurance provider or your company about your open enrollment. Which for us is happening right now. We're preparing for the fall this year to ensure that we have the right assets for a lot of companies like Home Depot, In-N-Out, who are major clients of ours, a lot of wage workers.

The companies actually prefer to have the open enrollment materials printed, and instead of delivering them through email, most of those employees don't have an email address. They're working the front lines at Home Depot, at the cashier, or they're selling hamburgers and they need actual physical printed materials. And those materials have to be designed and edited every single year. So every year we come up with, this is an example of Home Depot. We come up with a new open enrollment template every year, and we customize it for every single client we have. And whether it's a Fortune 1000 client, of which we have about 600, or it's a large regional client across the country, of which there's a couple thousand, we have to produce those assets. And inevitably, the company requires 8.5x11, 5x7, 4x6. So, you know, you talk at about maybe several thousand clients and multiply that by three, and you've got somewhere close to 10,000 assets that we have to produce every single year. And we use Workfront, Assets, and Express to do all that work for us. And that is a huge time saver. I think before we had a team of like 30 graphic designers, and we still have that number, but they're not only focused on this now, which is a relief for them, I think. They could take on other things. They could take on other things. Yeah. We're not getting rid of graphic designers, but we're reallocating their skill set where it's much more needed. Makes sense.

So, yeah, those are some of the things that we've done. So we have some key benefits here. It's a lot faster to find the assets now, whether it's our graphic designers, whether it's our marketers, the adjacent designers within the company, we have about 100. We call them customer engagement leads. They're sort of like customer success managers. For each of the large clients we have, they're big users of all of these systems. We have to make it really easy for them to find the assets. And that's been one of the biggest benefits. The AI power capabilities, we are in a pilot with Firefly right now. I know Firefly launched a year ago that was the big announcement, and we're thrilled to be in a pilot and we're experimenting with it. And so far it's looking really good. We're using it commercially in a couple areas. One is with our CDP. We launched our Adobe Real-Time CDP on Friday, Customer Data Platform. And it allows, David Wadhwani spoke about this today, it allows personalization at scale. And so what I mean by that is, I think a lot of people say this and everyone's like, what does that exactly mean? And so for us with the pet insurance line of business, it means connecting with our prospect in a way that most people do not take the time to do. So if you're filling out a quote funnel with our pet insurance website, we collect some information, name, email address, phone number, the dog breed or cat breed that you have. And what we do is we create customized, personalized images based on that data. So are you in a rural area? Are you in urban area? What type of cat breed or dog breed do you have? And then we'll create customized images based on that data. And next time they come to the website using AEM and Target, we're displaying their dog, which looks like their environment, like whether it's in a city or a rural environment. And that's pretty powerful because subconsciously it allows us to connect with our prospects in a way that no other brands are really doing right now. So that's one way that we've really enabled personalization at scale through, quite frankly, a lot of Adobe products. And it's been a game changer. It only launched on Friday, so results are preliminary, but we have like a 7% lift in conversion rate so far, which is pretty big because if you're going to a website and you're looking for dog insurance and you see a picture of a cat, you may not think that that's going to influence you, but it does. Especially if you see your specific dog breed in an environment that looks like your home, it's going to affect your decision to sign up or not. - It gets people on a more personal level. - Yeah. - To be able to do that. - Absolutely. One question too is, I know you have the assets, millions of assets now, searchable, findable. Did it also cut back on some of the production time? Right, production, in production, because how many times do things have to get recreated or reposted because nobody could find them before. Yeah, that's a really great point. And we use delivery for this as well. But when I spoke about this in the beginning, which is like all the other channels and all the other devices that we have to accommodate for, Adobe allows us to do that at scale. And that's been a really big deal for us because it was such a manual process before. So taking an image like the one you see here and repurposing it and reusing it for social, for email, for advertisements, we can do that quickly. And everything is then put back into Assets where it can be found at a later date and eventually reused. And that's a big thing for us, is reusing assets. A lot of people, I think previously a lot of employees at our company used to just demand the creation of new assets because they, frankly, they couldn't find assets that were suitable to them. So by making the assets more findable, we're increasing the usage or the reuse of assets that we already have, which is a lot more cost effective and faster for everyone.

So here we are sort of looking to the future. I think this goes beyond Adobe and into some of the other tools that we've used, and I've sort of cherry picked some combinations that I think are really powerful. And the first is Adobe and Red Oak. And if you're not familiar with Red Oak, Red Oak is a legal compliance review tool. Red Oak is one of those tools that I think most marketers forget about. And it's really essential, especially in financial services or insurance industry. Everything has to be approved. Everything has to have, we call it an LD number, a legal department number on every single asset that gets published in the real world, it has to have a number on there, and it has to be renewed every year. And Red Oak speeds up that process. It used to take us about 30 days to get an asset reviewed, whether it was a PDF, a thought leadership piece, a blog post, whatever. To get it just approved by a legal counsel at our company would take about 30 days, and we've now got that down to about ten. And how that has happened is because of this connection between Workfront and Red Oak, the marketers can stay within Workfront, the council can stay within Red Oak, and they can review the assets in real time with the marketer and in a true collaboration format. So instead of having to go back and forth and saying, hey, on page three, paragraph two, sentence number three, change that word to this, they can simply mark it up in Red Oak and communicate that back to the marketer. Again, the marketer gets to stay within Workfront, they never have to leave. They can make those changes really quickly and continue to move down the line really fast. So that's a really powerful sort of combination of tools there. And there's obviously other companies besides Red Oak, but Red Oak is really well-suited and the company that helped us conduct that integration is LeapPoint. And they're actually here at Adobe Summit. So stop by their booth and talk to them if that's of interest to you guys. The other one is Adobe Analytics and Invoca. Invoca is super powerful tool. Invoca is a call-tracking system. They do sentiment analysis and they also help us understand sort of where gaps are in our customer journey. So why are people calling with questions when in fact they could have just solved it? We think they could have just solved it online? Or are they calling to cancel, or are they calling with problems with their product? Whatever it is. When those phone conversations happen, we use Invoca to understand what the issues are and then try to solve them. And it's really sort of solved and filled that gap that existed sort of offline. And so plugging that data into Adobe Analytics is really helpful because it then begins to tell the full story. So that's a really good connection. Invoca is here too. I just saw it a few minutes ago actually, and then Adobe Assets and Sensei, spoke about that one a few minutes ago. Of course, being able to tag assets instantly is such a huge benefit. And instead of having to do that manually when you load an asset, it saves you potentially hours every week. It's a big one. And then Adobe Firefly and Express, like I said, we're at a pilot right now. We haven't really officially launched, but we're experimenting with it out of production and really excited about the future that that holds for us. And also GenStudio, which was announced today too. And maybe you can actually speak a little bit about how those tools work together and what that looks like for us. - Yeah, that would be a follow-up. - Okay. - There's a lot. - There's a lot. But right now, Firefly and Express is a good combo. And what I like about this too is you also call out the products that aren't just Adobe, because when you start looking at the content supply chain, there are other tools that need to get pulled in in order for it to be useful. And I think it talks to the openness of the platform of being able to integrate into other things outside of just the Adobe Stack. Yeah, we found that both Adobe and the other companies are very open to the integration opportunities. A lot of them have pre-built APIs. Invoca, 6sense, which is an ABM tool, has pre-built APIs for Marketo, for example. So they're building their tools with the intention that we're going to connect other systems, and it's very helpful.

We find ourselves now at this point where we have a much more streamlined and logical process. Our workflow is a lot shorter, it's a lot simpler. There are fewer handoffs and more collaboration. So if you remember that one of the first slides I showed where it was just a mess, this is where we're at today. Now, there's still probably more work to do and more things that we can consolidate, but we've cut down the time to production by half. So from 30 days to 15 days. And there's more automation involved. So with Sensei, with Red Oak pre-reviewing content to get it legal, approved, we're increasing the automation along every step of the way. And we're looking to do more of that with GenStudio. I can't wait to dive into that, by the way, more personalization. Ultimately, we're doing all of this for the benefit of the customer, right? To make our content more relevant for them and to get to market faster and to make sure that they have a better experience. So it's not just about saving time, it's not just about saving money, it's not just about making our employees lives easier, but it's ultimately for the customer. And we're noticing that there's higher engagement, higher conversion, so there's real financial impacts of doing all of this work that we're talking about and increased speed to market by 50%. So really helping out with competing against some of the other insurance companies out there, it's been a game-changer for us.

The savings in time is phenomenal. We were not expecting that. We are expecting, I would have been happy with 10%, it would have been great, but 50% was massive.

All right, guys, we're at time. Thank you all so much.