[music] [Bill Staikos] All right, my name is Bill Staikos. I work for a company called Medallia. For those of you who don't know the company, we are the leader in customer experience management software. We do everything from super simple surveys to really complex AI, real-time interaction management. And I want to talk to you a little bit about personalization and I'm going to bring a guest up on the stage at the end of that presentation. And I'm glad you guys are all in the room because you all get free cars. So those who registered and didn't come, their SOL. So what am I going to say? No, seriously, we have some gifts at the end, so make sure you raise your hand and ask questions.

My role, I'm what's called an executive advisor at the company. And I have a really cool role. I get to talk about work. I don't have to do work anymore.

And it's a really nice job to be perfectly honest. And I work with some of our biggest clients and I help accelerate them through their customer and their employee experience journey. And obviously, software is a big part of that. But there are a whole lot of elements, as many of you know, and part of customer experience outside of just technology that just kind of enables that.

A lot of what I do is I think about the future. And to think about the future, you have to look back. So I always like to start off with a look back. Some of you may be familiar with this, some of you may not. I showed this to my kids actually and talked to them. They're 11, nine and six. I actually practiced my presentations on them and if it makes sense to them, I'm doing okay. So, I'd like to take a little look back. So back in the day, and this actually wasn't too long ago, probably 15 years ago, maybe 20 on the high end, you shopped when the store was open, nine to five. If you showed up at 5:01, that door was locked, come back tomorrow.

Outside of that, you had to call someone, or you had to call a number for customer service. It wasn't on an app or on your phone. You shopped and you purchased in the same channel. Think about that.

Like you went to a store, you browsed, you found something and you bought it. Think about the options that we've got today less than 20 years later.

Different channel, different experience. You went to a bank branch, then you call their service line. Maybe you went to the website. Three different banks as far as you were concerned. That's really different today. And organizations try and really hit on omnichannel as a concept and what that means. And then, finally, the one that I always love, you actually paid for shipping and returns.

Like think about that. You can drop off any Amazon purchase at a Whole Foods, and within three seconds, you're out the door, maybe buying some strawberries on the way out. Right? Now, fast forward now 20 years, and we have this really big thing called the experience gap.

And what that is, is around here, and sorry for the folks on this side of the room, but somewhere in the late '90s, social media started coming about. And people started investing in user experience and design a little bit differently. And then somewhere around there, that number there, 2007, the iPhone was introduced.

And that is the explosion between customer expectations and any business's ability to keep up with those expectations. One of the biggest drivers of the disparity in those curves, frankly, is the fact that 60% of the companies out there are only doing surveys. They're reporting on those surveys, and it goes into someone's digital file or an a desk drawer maybe.

Not doing anything with that customer feedback, whether that's a human calling up a customer and actually taking action on some feedback or even automating it machine to machine.

And this gap will continue to get bigger and bigger. Now you've got GenAI in the mix or AI generally, and people are playing and expecting things even differently. Generative AI search is coming online for the first time and you're shopping experience this year, which is going to completely blow the shopping experience out of the water that you all know today. So if you're not investing in these capabilities to understand, not only what your customers are saying, and is importantly doing, and then acting on that in an intentional way, that is what your company will suffer continuously. And that gap actually means lost revenues and it means higher costs and it means really bad company cultures too, importantly.

Customer experience as a discipline. Do we have any like core customer experience folks in the room? Raise your hands.

All right, my peeps, I love it.

If you think about sort of where customer experience today as a discipline even today, right? A lot of what you might hear in this discipline is, there's a framework. You listen, you learn and you act on that feedback.

Listening traditionally is through surveys, right? You visit a branch, you call a contact center, somewhere within two hours or even 24 hours, sometimes, 48 hours, you get a survey, how do we do? Rate us one to 10 or zero to 10.

Would you recommend us? All these really great questions that end up in surveys.

Companies learned by creating journey maps.

I'm sure you've all seen them. Really nice, linear PowerPoint slides, customer awareness, purchase, growth, maybe even exit.

And we would make decisions based on segment-level insights. Bill is a male, 50 years old, in this income bracket. Here's a peanut butter approach to my marketing and my personalization efforts.

And then, finally, the action. There's this concept that Bain introduced, Actually, they stole it 20 years ago. They just called it "in and outer loop." But conceptually inter loop is, if you as a customer fill out a survey and let's just say you give that company a one or a zero out of 10, you might get a phone call. "I'm really sorry Mr. Staikos for your poor experience. Can I make it up to you? Here's a $50 credit or free miles or whatever that might be." This happens a lot.

Outer loop is just taking all that feedback and all those insights and then just driving systemic change across your business. So you take all that negative feedback and say, why are customers upset with us? And hopefully, you're driving change in your company. Or even why do customers love us? How do we lean into that and double down on that activity and make this brand and this company even better? But that's also changing. In fact, this is what creates the experience gap, this mentality and this approach. And today, given, I mean, if you think about where we are and what we've been talking about over the last couple of days, it's changing really quickly.

So today, we don't have to just do surveys. I mean, it's foundational, they're helpful. But it's really not going to close that gap for you. We can look at all customer signals. So what are customer signals? Certainly, they're surveys, We've already touched on that.

But what about your digital behavior, what you do in app or online? What about the financial operational data at your companies? That's customer signals right there. What about the feedback you get from your own employees that says, we are creating serious customer pain through these policies. Can we please change them? All of this stuff goes into customer signals. It can be aggregated, analyzed, and acted upon.

We also know that customer journeys aren't linear. They don't start on one end and a dot with some words in it and end up on the other side of the PowerPoint slide with some other words in it. Nothing works that way actually. It's really nice visual for your executives. But nothing really works like that in reality. And what we know is that your customers are in your stores and your shops looking at your app and maybe even browsing both. They are probably in your bank branches in the app looking at their balances before they speak to their advisor. All of these are things are happening, it's created, what we now can see, is that journeys are a mess. They're all over the place, they're multimodal. And it's only getting more complex and that adds to the experience gap. But with today's technology, we can see what's going on in real time. And then finally we can act. And it's not just acting on in and outer loop, we can even automate those actions. And we can automate really, really well.

Now, just like you clients, there are some clients, but then there are really important clients. There are loops, but then there are some loops. And you all, I think your companies can't go hire more and more people to close more inner loops with your customers. That wouldn't make financial sense. So we gotta figure out, at what point in the journey, do things go pear-shaped, and then we can automate closing that loop through technology. Pretty simple.

Here's where it gets really hard, though. Underpinning all this is this new four-letter word that's come about in the last year. It's called personalization.

What the hell is that? It's different to everybody. It's different to you and to me and to this person over here, we all have our own definition. So when we think about the old way and segment-level insights, really can't personalize that way. It comes off as, "They don't really understand me. They don't think of me as a real customer. In fact, why do I buy from this company at all?" So I want to talk about personalization, why it's hard, what it actually is, because Medallia just came out with some pretty interesting research and defined it. And I'm going to share it with you the overall results. But we actually did this across a number of different industries.

And there's some nuance and differences in there, too. Happy to share that with you all. I think it's available on our website as well. But there's some really big things that are good markers of personalization, and it's a lot. It's actually a lot to manage and deal with.

So it's critical and we have the data to prove it. So when we actually asked customers, "Rate the last interaction you had with a company from on a personalization scale, zero to 10." It was, anybody who answered zero through six, it was perfectly, almost perfectly correlated. Their satisfaction rating with that interaction was 6.5.

When that personalization rating increased to a seven rate or eight, overall satisfaction for these companies jumped to just above eight points on that same zero to 10 scale.

And just like the line would show, when that personalization rating was a nine or a 10, overall satisfaction was 9.4. So there's kind of something to personalization that we should pay attention to and figure out. But you can't do it through mass peanut butter approaches. Personalization is exactly what it is. It's personal. So you gotta figure out what I like versus somebody else. And you have to leverage the technology to be able to deliver on that. Otherwise you get stuck in that experience gap.

Alright, here's the bad news. That same research, only one in four customers actually rate the level of personalization at the company that they just dealt with, a nine or a ten outta that zero-ten scales.

That's almost as bad as US Congress rating.

So actually I think Congress is rated like 17%. But like think about that, one in four of your customers are saying, that I'm not being delivered a personalized experience. And unfortunately, the big reason for that is, they have a different definition than even their own spouse of what personalization is. So how the heck do we start doing this? What does personalization mean? Now there's some obstacles in all of your way. I told you, I just talk about work. I don't do work. So you guys actually do work, so you actually have it hard. And here are the obstacles that you all face.

There's regulatory and compliance pressures. How many people are in financial services or healthcare in here? It's a fair amount of hands, right? You guys deal with this stuff every day. I was in financial services for 25 years and then went to go work for a software company. I can tell you right now, it was a beautiful transition. You don't have to deal with regulators anymore.

You also have data privacy privacy for those in EMEA that are kind of dealing with a lot of these regulatory frameworks that are coming out and feel like they're changing every three months, for that matter. These are really complex problems to solve for. And frankly, technology can't solve for even all of these. Some of this is process. Some of this is people.

We also have outdated tech stacks that are companies. I was having a conversation over dinner with someone last night, and they said the single biggest challenge that they've got is they've got something like 1100 different pieces of technology that they've gotta figure out how to piece together.

That's a real big problem. You cannot personalize the experience if you've got 1100 different pieces of technology to stitch together. And then finally, this is the one we see a lot, and I think this is a conversation that's coming to the fore more and more, with AI, you got fragmented data. Now, thankfully, AI can help you solve some of this too.

But what data do we have? How usable is it? Is it clean? Is it relevant? Do we need different data to personalize experiences for our clients? These are really big, hairy, complex questions that a lot of the companies that I work with are asking right now that we're trying to solve through. So you are all not alone, I guess is the point. But personalization again, what does it mean? How do we define it? When we talk to consumers, what do they think it is? So there are seven actual elements to creating experiences that are more personalized or feel more personalized to your customers and to your clients. Number one, knowledge continuity.

When you call the contact center and you type in your social security number, and then that agent asked for it again, two minutes later you're like, "Come on folks. I just typed it in. I just happened to do this about a week ago. Not only did I have to repeat my information, but I got into a loop where I put in zero." They said, "Please wait for a representative. Put in your contact, my last four digits of my social." And then it said, "Please wait for a representative." Then it said, "Press zero for a representative." And then I did it over and I did it three times. And then finally, I just called the company itself directly and I talked to a banker. And the banker's like, "Call this number." I'm like, "No, get on your computer and make this change for me." And that person was, I wasn't even their client and the person did it. But how do you replicate that when you have 5 million customers? It's impossible. Not everybody could be the hero.

The other piece is proactive touchpoints. If there's a problem, customers expect you as an organization to reach out and say, "Hey Bill, we've noticed something's different." Your credit card company's really good at this. Your bank's probably good at this, right? You make a transaction, "Hey, this is actually bigger than it actually should be." I get those on my Amex and then I call my wife and then said, "Hey, what's going on?" But those proactive touchpoints create a level of personalization that makes you feel like they care about me individually. And even if that touch point is automated, that's okay. You're reaching out, you're creating value for me.

Rewards and recognition.

For those people who came in late, you do not get the reward, by the way, just as an FYI, sorry. No, that's not true. Rewards and recognition, this hotel, right? They are like, they were going to offer me a 1000 points if I downloaded the app or whatever that means. I don't know how I translate that into chips. Bu, it's a pretty nice little reward. Okay, that's personal. I'm sure it said, if I download, "Hi, Bill, here's your 1000 points. Go convert this into a $25 chip and play one hand with blackjack." All good stuff. But rewards and recognition are really important as well.

Tailored products. You'll see a lot of this today. "Bill, here are three products for you based on my purchase behavior from this brand." This is gonna start to evolve even more.

It's going to get really detailed and a little creepy over the next 12 to 18 months. And as consumers, it's going to feel weird and creepy for a little bit. But then, then we're gonna actually say, "You know what? This is kind of nice." And over the years, as technology gets even more advanced, we're going to say, "You know what? I'll even give you a little bit more of my data. because your emails to me are really good. So I'm going to give you even more data so you get even more personalized with your recommendations to me." So the ability to dial up and dial down our data to organizations that's coming in about five years. And that will allow that personalization to even happen more quickly. Carvana just came out with a video for an individual buyer.

They bought a car in Carvana, they sent them a video like a year later. "How's that Corvette you bought?" And it was like a Corvette driving through like the Alps or something, How cool. And it even said their name in the video. That's pretty cool stuff.

Tailored content right there.

Tailored videos via generative AI. This year, probably second half, your inbox is going to be flooded. So buy more space on your Google account is all I can say. Or delete them really quickly.

The sixth one is human touch.

And this one actually is really important, because with all this technology that we've got around us today, and automating all these loops and closing them with your customers, at the end of the day, I still just want to press zero and talk to a human being. But when I talk to them, they should know who I am. Medallia, today we're able to take your digital behavior, that survey feedback, and we're able to proactively deliver it to that agent, and say, "Here's the next best conversation. Here was Bill's intent in-app or online, Here's what he was searching, He likely wants to get a mortgage. And he doesn't like the rate, 'cause he was like rage-clicking around the rate." So lower your average handling time, increase your first call resolution and you personalize the experience. And if I'm rate calling into that contact center, it doesn't turn into a complaint which costs that bank about 250 bucks. Even worse, maybe I'll write the CEO of that bank a letter in complaint, that's 500 bucks. I take it even a step further and write the CFPB a complaint letter, that's probably like 2000 bucks to manage. All of a sudden Bill, the one customer has turned into like a $3,000 issue for that bank.

Chase Bank has 5 million mortgage customers plus. Imagine if they all complained and wrote a complaint to the CFPB and to Jamie Dimon, that would be a disastrous.

And then finally, service flexibility.

And essentially, service flexibility is, I define it as, don't try and be right, do what's right. Yeah, you've got a policy that says, "We can only offer you $25, Mr. Staikos for your trouble." You know what, but I'm out 500. Does 25 feel right? Alright, maybe it's not 500. I might give you a little bit of slack. But do something that makes it feel right. And empowering your people with information is a really important part of this component to personalization. Giving them the data to be able to make a decision in real-time in context in the journey is really, really critical.

Alright, how we do all this? I alluded to some of it before. I'm going to break this journey out into three sections. The first one being onboarding.

Onboarding should be about personalizing and converting that customer.

We wanna identify any friction because we want to convert. If there's friction, customer won't convert or prospect won't convert. We want to create a scenario where we can deliver information digitally if we can, in context, to just nudge that customer down the happy path so the business, actually gets their business outcome or gets their benefit. But then the customer, what they came to do, they actually are able to accomplish it. And if we need to, we can deliver information to the front line so they can engage with that customer, personalize that experience, and everybody walks home happy.

You've got a new customer, they're onboarded, pretty easy.

Now they're a customer, so now it's about the relationship. So what is that about? Again, personalization, but also service recovery.

In a hotel today, if you go into the hotel's app, you can request towels.

And in about 15 minutes, you'll probably have towels. That's good personalization, It's actually pretty good service recovery. But this year, where technology is enabling properties like this, those towels are going to show up at your door in about 30 to 45 seconds.

So you ask for a towel, it's right in their app, It's automated right to the person and hospitality that's on your floor. They get an alert on their phone and they just walk down the hall and deliver a towel to you.

That's pretty awesome. That's immediate gratification.

Growth. Everybody wants to grow their customers and their accounts. This is about brand loyalty over the long term.

Surveys are a component of it. But please think beyond surveys, if that's all you guys are doing.

Think about meeting your customer where they are to get feedback from them. And there are a lot of contemporary ways to capture insights. You can do that through SMS. Sure, you can do that through an email-based survey. You can do that through a kiosk, you can do that through a QR code. You can look at digital behavior. It doesn't have to be solicited feedback.

Think about the journey, and the difference between Journey Orchestration and Real-Time Interaction Management. Think about Journey Orchestration onboarding. Let's just think about that as a journey.

I am aware I might fill out a form, I get a call or I become a customer, get a product online. That's the onboarding journey. That can be orchestrated across channels really effectively. Real-Time Interaction Management is a little bit different than that. Meaning Real-Time Interaction Management thinks about the context of the customer at a certain point in that journey. And then they will deliver and surface information that they need to make the best decision to get them to the next step of that process, all real-time, without us even realizing it. We can surface different mortgage rates online just by you flipping back and forth through different pages. because we know that based on your behavior, you're going to probably click on this rate versus the one that you just saw before. So the bank wins and you win. You go into a mortgage app and you get a mortgage, you get a house. That's all really good stuff, it's really important.

Now, we work a lot with Adobe, and it's a really important partnership, frankly. And there's kind of three big ways that our clients work with both.

One is personalization compliance. So an example of that is, you get some survey feedback that says, you know what, this picture on this page, it is one of the most undiverse pictures I've ever seen. It's all 50-year-old white men that look like Bill. Doesn't really speak to me. It doesn't speak to me either. But nonetheless, you can get that feedback and through Adobe, you can actually make that change. You understand and you act. That creates operational agility for your company.

Improved understanding of life context.

I can call and say, "You know what? My wife and I just had a baby. And we need to open up a college fund." I could do that through the contact center. We can pick up through text analytics that builds now through a life event. And through Adobe, we can market different products and personalize communications to Bill. That helps me expand and grow the relationship with that bank. And then we can understand journeys across your business. We both do journey based technology. And we work together really well, to not only understand intent and deliver that intent to organizations like Adobe, but then being able to act on that intent in real-time through Adobe. So I want to bring up, thank you very much, but that's all we got. I want now the fun part of the conversation.

I want to bring up a colleague of ours. Green Dot is a financial services company, and I want to invite a friend up and talk about how Green Dot is using Adobe and Medallia together to make it a little bit more real for you guys in life. So Phoenix, come on up. Thank you very much, everybody.

Alright, so they know your first name is Phoenix. So introduce yourself, tell us a little bit about Green Dot. [Phoenix Gaylor] Yeah, for sure. So my name is Phoenix Gaylor. I work at Green Dot. Green Dot does a lot of things. So, they have like banking as a service, they do early wage, lots of things. What I do is, I'm in the consumer team, so I'm dealing with actual just people rather than like business side of things. So in my role, I'm all about figuring out what customers are doing when they come to our site, and how can I help them get what they actually want. Awesome. So I always like to ask people that I've met for the first time, although we've met multiple times, What was the "aha" moment for you? Like what clicked when you were like, "Hey, I could put these two pieces of technology and use them together." What was that moment for you at Green Dot? Yeah. In the beginning, we used our two tools separately. We had Medallia, different products from Medallia. And then we have like Adobe Analytics and Adobe Target.

When we used them in silos, they were all very for one particular purpose. So Adobe, I'm just trying to figure out, oh, what are the numbers? What are the trends? And in Medallia, it's just ad hoc. We want to figure out what's interesting about a certain part of a journey. When we actually brought it together, that's when we were able to really start kick-starting our personalization. So for us, the first use case, we had like MVP 1.0, we sent the Medallia data into Adobe. The first thing we wanted to do was, alright, let's see what we can do. So, we wanted to look at the homepage. And we have a lot of audiences that come to our homepage. They can be people that are looking for an account, it can be existing account holders. And we're really acquisition-focused on that page. We wanted to see how could we spice it up. We don't want to tell someone that already has an account to open an account again. So we got Medallia like a survey going, just kind of generic asking people, "Hey, what do you need? What do you want?" And when we brought that into Adobe, we have all of our segmentation. Not just necessarily existing account holder, but first time versus returning visitor, existing account holder and so on. And we're able to build the personalized experience based on what they actually said they wanted. We could utilize Adobe Target and make it like an experience targeting activity, and actually send users the experience they requested. That's pretty cool stuff. So can you give us an example of just business value or change that you actually drove by leveraging them two together versus maybe before they were used in silos? And I think it's tricky. We have to consider that there are a lot of little impacts as well. As you do this, you get little tiny learnings that might contribute to something else or some insights.

But don't worry, I have my favorite big one. So one of our primary journeys is, someone will pick up a prepaid debit card like in a store or they can apply online and get a card. Once they do this, they need to then activate the card or they won't be able to use it. So we built a new activation funnel. We're all excited, it was new and shiny. And we were expecting to get some type of lift from this.

And we launched it and we didn't really see any of the lift. So we were like, huh, you win some, you lose some. But we wanted to figure out what we could do to improve this. And going through the Adobe Analytics data, we saw there was just in the URLs, just something that didn't belong. One of the URLs had like a slash or something in it. And it's weird, but weird doesn't necessarily mean something's wrong. But, you know, we had a DXA, so for like session recordings from Medallia. And we had the sessions that were seeing this slash. We went and we actually saw right exactly what the customer was experiencing. And it ended up being an error page that wasn't tracked anywhere. And it was, no one knew about it, until we saw, what's this slash? Yeah, let's look in DXA.

So, obviously, I told my my GM and our leadership and they're obviously concerned, as you can imagine. We had 10% of customers getting the slash. - Wow. That's a big number, actually. - 10%, yeah. So we were able to get it prioritized. We were actually able to show engineering. Like actually show, this is the session; this is what they saw.

They were able to fix it. and we believe it contributed about a 4% lift in activations, which that's pretty much a 4% lift to revenue from this business. That's seven figures. That's pretty incredible. I didn't get any of that seven figures, but I've been told that people are really happy about that seven figures.

Well, you get credit for it. - I did get credit for it. - So, yes. But you don't get a cut of it.

So what was sort of like, in that example though, like what was the big learning for you or big takeaway if you think about even that one example, like what was like the aha there? I think really what it is to me is, is I started my career at Adobe Analytics, and I always knew what it was telling me, and it was up to me to figure out what does it actually mean? Which is just interpretation, interpretation of data. And I think you can tell any story you want with data.

And the way I interpret it might be different from you, from you, from you.

So really what I learned was, the quantitative needs to meet like qualitative. I think I learned that Adobe is the what, but instead of me guessing what we need to do, what tests we should try to run, if we actually go to our customers and we just say, "Hey Bill, what's wrong here? Like, what's your experience and how can we improve it?" Then we don't have to go through this guess and then all this iterations of testing, we can just get it right the first time and we'll be able to scale much more efficiently that way. So, your product teams are taking information analysis that you are delivering and saying, "Hey, we can use this to create better user stories, lower technical debt because we're getting it right the first time, et cetera." There's a lot of benefits in there.

So, when you think about, there might be some folks in the room here today that are trying to go down a similar path or similar journey. What advice would you have for them as they think about different technologies? Doesn't have to be Medallia and Adobe, but even thinking about different technologies that you might use in your company and how to even integrate them and look at things differently.

I think number one, you need to know what you're trying to do. What's the goal? What are you trying to accomplish? At Green Dot, in my role, I want to just help deliver a seamless user experience. From the consumer side of the business, that could be a straight revenue impact.

Or we could think of it from the perspective of, if they have a good experience on the site, they don't need to call the call center if they get stuck with something, which will obviously make things cheaper on that site as well.

I think next you have to start small and build momentum. Like when we got, say Medallia or Adobe or whatever, we just think of all of the cool things we could do. And some of the sessions I've gone to today, I feel like people are doing really big things and I think that's hard to just go into it saying, "Oh, I need to do a big thing." If you break it up into small pieces, it's much more manageable and you kind of see a journey to get there.

And then I think lastly, you want to track your success and report it back pretty quickly. So for us, if I just waited until, oh, we found some big problem, it would've taken a long time for me to report back and say, "Hey, we're getting a good return on our investment." But if I say, "Hey, we learned this little thing," even if it's just a little thing, If I'm saying like, "Hey, we're getting good use of the tool," I can get my leadership to help me as I want to build momentum and do bigger things. Cool stuff. So what's next for Green Dot? What is exciting you over the next year, 12, 18, 24 months? Like, what do you want to be able to do next? I think, we're just starting. I feel like we're maybe not just starting, but we want to do what we're doing.

Just more of it. So I think going back to, if we're looking at like a homepage personalization, just MVP 1.0 really. And what we did, we divided just existing account holders versus like prospects. Can we go more granular? So I was mentioning, with our capabilities, we could go, existing account holders that maybe haven't activated, maybe haven't funded, haven't set a direct deposit, to actually get that next best action going. Or not just the Homepage, maybe we want to look at the Help Center, or the Account Dashboard, all of these different places. So I think we just want to keep expanding that, what we're doing, to try to learn more. And then I think as we do that, we should also be thinking about offline touchpoints. Because a lot of our business, like of course the customer comes to the app or the website, but it's a financial product, it's a mobile banking account. They want to actually go and be able to go to the store and not have problems when they try to buy something. So we need to learn about those different touch points as well and understand how different points could be improved.

And I think as we get more of this data too, we get a lot of free response. I think right now we don't have a great process for ingesting a lot of this, but I know Medallia has Text Analytics that really makes this easy and it's customized to our financial services company and I think that'll really help us going as we keep trying to expand this program. Cool. - Thanks Phoenix. - Yeah, of course - Appreciate it. - Thank you. Thank you all for joining us today. Hopefully, you found this session helpful. Enjoy the rest of the conference. Have a great afternoon.