[Music] [Emily Hesley] Hi, everyone. Welcome.

Thank you all for joining us at 4 o'clock after two long days. We're thrilled to be the opener for SHAC.

We're also very excited to talk about bringing Marketo and CDP to Vanguard and how it really helped us enhance our B2B marketing. To start, I'm Emily Hesley. I'm the Senior Product Owner for Sales Enablement within MarTech. I led the implementation of Vanguard along with Hallie. And now we work on defining the Marketo strategy, roadmap, and delivery plan with division stakeholders. [Hallie Knapp] And I'm Hallie Knapp. I work at Deloitte as a senior consultant, and I'm a Marketo architect. Came on board to help Emily and team set up their Marketo and get integrated with the systems.

So let's talk about why we're here today. With the implementation of Marketo and CDP, we were able to convert one third of newly reached advisors and reduce the time to build a journey by over 90%. So today, we're going to go over what the original ask was from the marketing team that we worked with, how we implemented Marketo and integrated CDP, and then also talk about some more results since we've launched. But first I want to give you some background on Vanguard. Some of you, most of you might be familiar with Vanguard. You might have a 401K with us. You might have a 529 plan.

We were founded almost 50 years ago based on a simple but revolutionary idea that mutual funds should be managed in the sole interest of their clients. And since then, we now have 8.6 trillion assets under management, 50 million investors, 422 funds worldwide, and 20,000 crew worldwide.

As I mentioned, you may have a 401K with us, and if you did, that would be managed in part of our institutional line of business. Or you may have some personal investments with us, and if you did, that would be managed in our personal investors line of business. But today, we're going to talk about financial advisor services, or as we like to call it at Vanguard, FAS.

This is a lesser-known part of our business, but a really important audience for us.

Some of our clients are some large investment management companies who advisors may put some of their advised clients inside of a Vanguard fund, or a local broker who may place some of their investors in Vanguard products. Unlike some of our other lines of business that are B2C channel, this is a B2B channel for us.

So what is FAS? At Vanguard, we believe that financial advisors play a really crucial role in investment success. A lot of investors don't necessarily have the time, willingness, or even knowledge to make the best financial decisions for their future. And this is where financial advisors come in. And within FAS, we are the advisor to those advisors. Our sales team not only sells products, they help with financial planning and coaching topics. They have portfolio creation needs. And if they want to go deep into a particular product, we have that information available as well.

We also have a team at Vanguard that follows economic trends and really helps providing that personal financial advice based on someone's future needs.

So within the United States, there's only so many financial advisors. So the audience for this line of business is finite. And I'm sure a lot of you are thinking a finite audience sounds great. Sign me up. However it's not that simple within FAS marketing a few years ago. This slide shows a few of the pain points that they were having before we implemented these tools. So even though we had a finite audience, we really had this limited reach for them. All the data wasn't in one place, so it was really difficult to segment audiences and pull together new lists, that weren't just sending mass emails to the whole audience or only targeting the people that we're already engaged with.

Because the data wasn't all in one place, there was a lot of manual list pull happening. So going to market with building a journey could take up to three months. It involved a lot of teams to pull those lists. It involved teams to create the emails. And by the time we worked through all those processes, sometimes the content was already stale. So it was a big pain point for them. We also didn't have a lot of our channels integrated with each other. So when there was a webinar event, again, a lot of manual list polls to get the right audience, the right message saying thanks for registering.

And, of course, since we didn't have a lot of the behavioral data available and automated, even to someone visiting our website, we had to, again, pull manual list to send targeted messages to them. And so the marketing team wasn't able to send messages based off of behavior. They also weren't able to send that data over to sales.

So this slide shows what the FAS marketing team was hoping to achieve. They really wanted to unlock a true B2B journey. Some of you might look at this and think this looks great. This is our North Star also. How do we get there? So we'll just go through it step by step just to explain what they were trying to achieve though. They wanted to be able to send automated emails to their segmented audience and then based off the engagement of that email, if someone visited our website, they would then get some personalized information on the website. They might be invited to a webinar.

They would attend that webinar. Sales would talk to them afterwards and then sales would be able to add that individual to a trigger campaign within the CRM. Then from there, marketing could also send automated emails on behalf of sales. So it looked like it was coming from a salesperson. And finally, all this data would be together in one place to really provide sales with that true insight of the product interests.

So although there's a lot here, we felt that with Marketo and CDP we'd be able to unlock this journey for the FAS marketing team. But there's, like I said, there's a lot here, so we had to start somewhere. And so this is what we committed to for our MVP. Or if you're not familiar with that acronym, which we love at Vanguard, it's the minimal viable product. So we didn't have Adobe Target integrated with CDP. So instead of web personalization, we were able to provide web tracking with the help of Munchkin code from Marketo. So this is what we set out to do and achieve, and you can see with this diagram how we're already unlocking some of those capabilities that the team didn't already have. We're already with just Marketo. We're, bringing together a lot of the channel integration that wasn't previously available. We're bringing all of our data into one place with CDP. And so really, we felt like this was a great starting point to get the team headed in the right direction. So now that I've given a little bit of background, I'm going to hand it over to Hallie, and she'll go over how we implemented this. Thanks, Emily. So how did we get there? We started with discovery. So last year, take you back to yesteryear, 2023, around the end of January, early February, Emily came to us with that same use case, same ask. And they already had CDP set up, but our technology ask was to get Marketo set up, implement it with CDP and some of the core systems, and also activate this use case. And for discovery, it can take anywhere from two weeks to six months depending on how complex the use case is. And Vanguard had a pretty aggressive timeline. They wanted from launching around the beginning of March, they wanted the use cases activated in market by the end of June. So we had about four months of development to implement Marketo, integrate it with the systems, and then get the use cases on the ground with IP warming.

Because of this, we didn't want to cut corners, we want this. Discovery is huge. As we put in here, 60% to 80% of the work is done on paper before you can get in the tool. We didn't want to rush the team, but we did want to give them the full discovery. So we sent Vanguard this prerequisite questionnaire for them to do some internal discovery before we came on board. And this questionnaire went from everything as small as, what is your branding domain, and what is your CRM? And the more complex is marketing handing off leads to sales using the same model? Do you guys have a scoring mechanism? How are duplicates handled in the system? And Emily and team really went in on these questions. They got all the questions answered, which helped us go deeper and faster through discovery in our workshops.

For our workshops, so we had two weeks of workshops going through these topics with their subject matter experts and Deloitte engineers and the Vanguard engineers. So I'll go through each of these. The instance design was Marketo primarily, even though this use case is specific to the FAS business unit. Emily mentioned there are multiple teams, and we actually had two business units that were in Marketo when we went live. And we also knew that there was going to be more soon after we activated. So the instance design, we had to take that into prioritization. We went through segmentation, channel types, communication limits, all the global Marketo thought process to get the instance set up.

We then went into the technical requirements, which is where we went through mapping the use case to the CRM and CDP and all the technology requirements within our core systems, as well as the systems that were connected to those. So mapping what the data looked like between the CRM and CDP, and their extended data lakes and how those were talking to each other.

The use case discovery and center of excellence were campaign focused. So think campaign logic, filter criteria, what those trickled down to for the technology as well. And then the center of excellence being more focused on clone and go programs. So what experiences do the teams want after they went live? How are we going to ensure adoption continued after the initial use cases? And then lead management, this was a biggie. We had lead scoring and lead lifecycle kind of wrapped into lead management, and we did not only have one workshop. We had one foundational where we talked through some of the best practices. So Deloitte has some best practice lead stages, that we would typically recommend that help with sales and marketing alignment, but it's definitely not one case one size fits all. So we had breakouts with the FAS and the other business unit, teams to talk through what their processes look like between marketing and sales, what that handoff looked like, so it was more natural when the teams were actually using the tools.

So we have our requirements. We know that we're marching towards the end of June. At this point, we're about at the very beginning of March.

We just have to get our plan together.

And we started with a pretty intense task of writing out every task that we knew we were going to need before go live. So as I mentioned, for activation of the FAS use case, we needed to not only implement Marketo, not only integrate it with the core systems. It was a new IP, so we had to do IP warming, and then we needed to activate the systems. So we wanted to make sure that our timeline was tight and made sense for all teams involved. The writing out every task may seem tedious. It's a very long process, but it came in handy because there were sometimes where one of the engineers or Emily would call out that there is something specific to Vanguard or specific to the platform architecture where we had subtasks that needed to be pulled in. So adding the Munchkin code to the website might need compliance within Vanguard that we had to do that might take longer than just adding the snippet in.

So we also added in buffers, because as working with some stakeholders, you might get things late. So we are able to escalate that without having to push our timeline back.

This was our original scope for architecture. So...

For our architecture, we had four out of the box integrations for the use case that Emily showed. For the FAS team to be able to do that use case, they were going to push their segmentations from the CDP to Marketo. They are going to build their emails in Knak and push them into Marketo. And then those emails will be used for any activation around webinar registrations or event invites. And then that data, source of truth, was pulled from CRM. So the CRM was going to be bidirectionally synced with Marketo. And then any lead score of those lead score or lead management programs we're building, we're going to go into Dynamics in the Marketo sales insight dashboard.

There's many benefits to out of the box, as you guys know.

It's a little bit faster to set up. It typically is easier to update. If there's enhancements, if you need to troubleshoot, you typically can do that pretty easily with your resources. But sometimes, you have to get creative based on the business needs, and we were very creative.

So this was our architecture that we ended up building, and I'll explain some of the differences. So in about April, we had a pushback from around the bidirectional sync. So the business wasn't ready for it at this point, and Emily will go more into detail about that in a little bit. But we decided to use the already integrated data lake with the CRM to push Marketo lead score from Marketo into the data lake and then into Dynamics, into their dashboards, using APIs. We also leveraged some of the data that was in the data lakes into CDP, for some of the behavior mark for Marketo.

We did keep the out of the box integration with Knak and ON24.

And I will say for each of these different integrations, we took a step back. We've realigned with the product owners, and we really made sure it made sense not only for the use case that was being asked for FAS, but the long-term plan. Was this going to be scalable? Was this going to be a headache in a year, if we set it up in one specific way? Was the team going to be replacing a tool, where we were making a large shift for an integration, and then we do need to undo it in a little bit? Going back to the timeline, so this was as you'll see, it kind of matches our waterfall approach that we had in Excel. This was a timeline that we presented at kickoff with the team. And as you can see, it kind of goes in a very logical order. We started with the Marketo Foundation, getting the tool set up so it was ready for any integrations, getting the email templates built, kind of thinking like check Marketo Foundation. And then we're going to move into the integrations. So the Dynamics, the CDP, Knak, ON24. And then finally, once everything was integrated and beautiful, we're going to layer in the campaign creation, the lead score, and the lead models...

Which would have been more, if everything went according to plan and we didn't have any pivots, this would have been like a waterfall logical approach. But we did have pivots. So we had a pretty significant Dynamics, delay because there was a Dynamics update that was happening in the same timeline. And then as I mentioned, the Marketo sales insight was removed from the scope for the MVP, which brought in those two data lake integrations.

With all of this change, we got this change in the very beginning of April.

We added a month to our timeline. So this is pushing our use cases back to July.

But we still had a pretty aggressive. Adding two integrations in with...

Three months left was a pretty aggressive timeline. So as a way to shuffle, we pulled up a lot of our builds. It might sometimes, like, you want to just do the logical waterfall approach, but sometimes you have to get creative and work with what you have and pull up the less dependent tasks that are in your control. So how we did this, we pulled up every, everything we could build, we built. We built in sandbox and production. Even if it was dependent on the data, we would build it, and then once the data was in, we tested at that point. Even the CDP integration, for pushing to Marketo, Marketo's destination, we would push over the lists and then test it to make sure that that connection was verified. But then we deleted the lists until and deactivated the integration until Dynamics data was in.

It's important, because the CRM is your source of truth, for that connection to be established before you're putting any other data sources in because of the risk of duplicate data, right? Like, if you put other data sources in Marketo and then the CRM, you're at risk for having multiple duplicates.

This is a lot of change. I know I just talked through a lot of updates within our short timeline.

Emily and team did a really great job of talking through what those changes were across the team, so I'm going to hand it over to you.

Thanks, Hallie. So like Hallie said, lots of change. Communication was key to make sure that everyone knew what was going on throughout this process. So for this project, we had three different levels of teams. We had our Agile team, which consisted of the MarTech team and the Deloitte team. We met daily and just always checked in, knew what each other was working on, and what blockers we had, and talked through any issues we were going through. We then had a Core team that met once a week and that consisted of myself, Hallie, and our tech lead from the Agile team, the two leads from the line of business that Hallie previously mentioned, and then a lead from each of the tools we were going to be integrating with. This again helped with alignment, made sure everyone knew where there were blockers, what we were waiting on, what dependencies there were, and then the point the one of the purposes of this team as well was that those leads would then communicate out to their broader teams any additional updates that were shared in those meetings. Then every other week, we had a Steering Committee meeting which included the Core team as well as senior leaders and this was an opportunity to get the senior leaders involved, keep them up to date, as well as again talk through any blockers that we needed to escalate. So we also had lots of email communication throughout this whole process as well. So communication was very key like I said.

It's really important when you're building these teams to note who your stakeholders are and who is going to be involved in the whole process. So we really recommend doing a stakeholder analysis. The purpose of this is to make sure that everyone that will be involved or impacted by this new technology that you're implementing understands what's coming and what the timelines are. So when you think of a stakeholder analysis, you might just be thinking of the end users. But when we did a stakeholder analysis for bringing Marketo to Vanguard, we identified 13 different groups. So again, as Hallie mentioned, we implemented with two different teams and each team has their own marketing team. They have their own IT team. They have their own data analytics team. And then there's enterprise teams for all of that as well. So a lot of different teams were involved in this and it's not just the end users. It's the people that are going to be helping with those integrations that we talked about. It's the people that are going to be getting the data from this new technology. They don't even know what the data is going to look like, right? It's very important to make sure you know who is going to be involved and impacted by these new technologies. So we have an example of what a stakeholder group would look like. I used MarTech as our example just to kind of show you really, how you outline, what the priorities are of those different groups, what their thoughts are on the new technology, which helps you understand how you want to talk to them as well and where there might be some friction or pain points in those conversations. And then you also want to call out who the leads are in those groups and who other stakeholders are as well, so you have the names to be making sure you're communicating with.

Again, very crucial part of the process here, and I wish I could tell you we did this first thing. We did not. And because of that, we had a skip on Marketo Sales Insight as part of our MVP, as Hallie mentioned earlier. So when we brought Marketo Sales Insight to the team that was going to help with the implementation and bringing this into the CRM, it was at that point we realized we hadn't really communicated this change to them any sooner than, hey, are you ready to put this in your tool in two weeks? Wasn't that kind of deadline, but still. So when we started talking to the IT team that manages the sales technology, they told us there was a lot of change management already happening within CRM that they didn't want to add anything else to the sales team. Sales need to focus on selling, not learning about new tools, right? So because we hadn't talked to the sales team earlier, we unfortunately had to pull Marketo Sales Insight out of our MVP process. At first, everyone was very upset about it. The MarTech teams, marketing, Deloitte, everyone, we thought this was a great use of Marketo. But in hindsight, our head of marketing, within FAS actually said that this was kind of a blessing in disguise. There's a lot of change management that goes into account when you bring new technologies to your companies and especially with Marketo, especially with CDP and to add another layer of that of change management to sales would have been a lot from day one. And so even though we didn't include this in MVP, and we were all upset about it when we had those conversations, in the end it ended up kind of being a little bit of a blessing in disguise.

So like I said, change management is very crucial to the success of tools and so within Vanguard, we have a MarTech Readiness Playbook, and what this does is really helps to make sure that teams are ready to adopt these new technologies on day one. So are you... What does the training plan look like? Again, how is this new technology going to impact you? You really want to have these types of conversations and review what the impacts of the peoples and processes within the company are going to be after these technologies come to fruition.

So some of the reasons you might do this are to really help expedite adoption, right? The more you're talking about it and telling people what's to come, the more they're going to be ready to jump in from day one. Again, you want to align those training sessions with the date of launch so that people are ready to just get in there. It also helps build excitement within the company. I don't think there was anyone at Vanguard that did not know the term Marketo by the time we launched. So we want to make sure that people are aware of what's coming and are excited about it and they're ready to jump in. It also can help mitigate costs. The sooner people are ready to adopt a new technology and picking it up and using it, the quicker you can retire legacy technology as well. And finally, again, the sooner they're able to adopt it, the quicker you can see value in the technology that you just purchased. So really just helping with that win and showing your leaders that there really was a reason for making these big purchases.

So I know there's a lot on this slide. The PDF is available to download, so you don't worry about trying to read all of it. But we want to at least include a page of the playbook just to give you an idea of some of the different activities that occur. So like I said, we did a stakeholder analysis. You want to do an impact assessment to figure out how this new technology is going to impact the teams within the company. You want to do a role gap analysis, which I'll touch on in a little bit. You want to make sure there's a good communication plan in place and you are communicating very clearly to people how this is going to affect them and how their day-to-day jobs are going to change with this new technology. You want to figure out a training plan and make sure they're ready to jump in on day one. At the end, you want to measure success of it and make sure that there is this value being realized as well.

So when we did our role gap analysis, we went to Deloitte and we said, what are all of the roles we need at Vanguard to be successful with this new technology we're bringing in? And they gave us this list of eight different roles. And what we did with this was we met with each of the teams that we were bringing these technologies to, and we said, let's talk through your processes. There's a lot of manual processes that happen. There's a lot of other teams that are creating these emails. Let's talk through it. Let's figure out what your current processes are, and then let's talk about how it's going to change with this new technology. And when we did that, we really helped us better understand what the current roles are within the company as well as how they can pivot and fully evolve with this new technology that's coming. And so when we talked through all these roles with the teams, it also helped us identify which of these roles are going to live within MarTech, which of them are going to live within the line of business. It helped us identify the roles, the responsibilities of everyone when they do launch these teams. Who's creating the emails within Marketo? Who's creating the campaigns? So it really made sure that, there was alignment across how the different teams were going to support each other as after day one and when everyone was ready to jump in.

One of our stakeholders said that doing these workshops really created a lot of value for them because it did help them identify where they needed to upskill their teams as well as where there were gaps in their current crew to be able to put together job descriptions and have openings and hire new people as well.

So before we launched, like I said, we did do a lot of training. Deloitte offered a train the trainer program. We had three different sessions. And so what that was Hallie and the rest of the Deloitte team did some hands on webinars and training with the leads from the lines of business as well as a few other key stakeholders that were going to be end users and the intent of that was that they would become the subject matter experts within their line of business and then they'd be able to help other team members as they were learning the tool as well.

We had planned on doing this about a month before we launched, so when the launch timeline shifted, so did the training timelines. Even though we were ready to jump into the training, people had done the prerequisite of the Marketo core concepts one training that we asked them to do. We still waited because we wanted to make sure after they did these trainings they could jump in, and they could start using the tool. We didn't want them to forget everything they had learned in all of these trainings. So as I mentioned, the Marketo core concepts one training was a prerequisite for this. We did that just to make sure that everyone knew what a Smart campaign was and what a Marketo program was. There's a lot of terminology in Marketo that could mean something else within a specific company, so it was really important to make sure everyone was aligned and understood what those keywords were.

Since we've launched, we have a lot of support available within MarTech for the marketing teams. We offer office hours twice a week. This allows teams to come to us with any questions they have, any troubleshooting, if they want us to review campaign for them that they've created. We also have a ticket system for the same purpose. We have lots of documentation that we've put together internally for both Marketo and CDP that are specific to our instances because as everyone knows that it can vary from instance to instance. We have our community forums within teams, and we've also put together community practice meetings. And this group is all the end users within Marketo and CDP. We have two separate ones, but the end users come together every other month and we share best practices, lessons learned. Our teams are all at different levels of adoption right now, so it really is a great opportunity to kind of share what other teams are doing and help build those ideas from each other. We have one in a couple weeks and we're going to all share what we learned at Summit, which is really exciting as well.

We also offer the documentation, obviously, from Adobe, and we have our Adobe support technical account manager and customer support manager as well. So we have a lot of support that we are offering the teams as well as, we within MarTech are able to lean on as well.

So we launched. I'm sure you're all wondering besides those initial stats we gave, what does that mean? Right? What did we actually deliver? You heard there was a lot of changes throughout the process. And what does it mean now? So if you ask our head of digital and CX Tech for FAS, MVP was way more than minimal. They're already showing the value of purchasing a product and hiring expertise. So since we've launched Marketo, we've integrated with our CRM, multiple data lakes, CDP, ON24, and Knak. We've defined audience hierarchy within CDP with 100 plus segments that were built, and we've activated CDP segments in multiple channels. Within FAS business, the adoption has been tremendous. They've already created 20s, they've already delivered 27 journeys and campaigns that didn't really require those manual list pools that they were having to do before or engineers to build that automation process. So if you remember, it took them three months to do one. Now they did 27 since end of July.

They've also activated 35 segments with plans to utilize additional segments that I mentioned previously, in future nurture programs. And they've sent 1 million emails in Marketo with an 85% delivery rate which is always improving. As I mentioned, they upskilled a lot of their crews, so they upskilled 10 of their digital marketers on both tools and they've also hired a Marketo operations specialist.

So if you think back to the original pain points, we talked about at the beginning, they had this the FAS marketing team had this limited reach of advisors. They really weren't able to pull together the right list to reach the right person, the right people. And since they've launched, they were able to reach over 1,000 new advisors. And if you remember from our initial slide, they've already converted a third of them.

They were slow speed of market, and now instead of it taking months to create journeys, it's only taking a few hours, and they've estimated about 250 hours saved executing campaigns and journeys.

With just the implementation of Marketo, we've already as our MVP, we've already integrated three of our channels. We have email, website visits, and webinars.

And with the help of CDP, a lot of our data is going into CDP and so all of our data is now available in one place and it's being able to be passed to Marketo to help with segmentation as well as other channels.

And as I mentioned, without all the integrations happening, we didn't have a lot of the ability to send triggered emails or campaigns based off of behavior data. And now they've created 12 journeys activated with behavior triggers, and were able to pass that data over to sales as well.

So I know Hallie and I are saying how great this all was. So we got some quotes for you in case you didn't believe us.

So one of our stakeholders says much easier to build, select and segment audiences between the CDP and Marketo. Well, there's a learning curve in building out complex journeys and programs at Marketo, the flexibility and ability to build templates for repeated use are already helping. So again, other teams were building emails for them before. So that's a brand-new skill that they're all learning to do. So of course that's going to take a little more time. But the fact that they're already saying this is easier for them and saving them time while they're learning a new tool and capability and skill set, that I think that says a lot right there.

Our thinking is now evolving from schedule mass campaigns to campaigns and journeys that are based off behavior and the next best content. We are at the beginning of implementing this type of advisor experience, but because of the ability to self provision and reduction of effort to create and manage, we are growing. Our audiences are set up in the CDP, and we are now creating journeys that are always on to meet those audience needs. I always say Marketo can send emails, of course, but to really utilize it and get the full capabilities, you need to think in a Marketo mindset. You need to think of what those journeys are going to be for your customers. You want to be able to create a true customer experience. And after just a few months, the teams are already starting to think that way, which is really great to see in here.

So if we go back to the original ask that the team had for us of being able to unlock this full B2B journey, we implemented one, a version of 2, and 3 with our MVP.

However, since we've launched, we're already in the process of implementing Adobe Target with CDP for web personalization. Even though Marketo Sales Insight did not become part of our MVP, we have a pilot starting in just a few months. And the IT team that originally said, no, we're not doing this. I was on a call the other day, and they said, I'm so excited for this.

We also, since launch, have integrated Marketo with another data lake. And so now we already have the capability to be able to send automated emails on behalf of sales. And then, again, bringing this data all together within CDP to really help provide additional insight into sales is coming together.

Perfect. Oops. So, no problem. We wanted to before we jump into questions, we wanted to just wrap up with some tips that we got retrospectively looking at what we did.

And the first one, again, we touched on your pre strategy and organization alignment. Before you even get in the tool, it was huge for us. Getting the task and dependencies noted early on really helped us to not only plan our timeline, but to have some of those conversations about risks and dependencies if something came up or if something was pushed. We knew our levers that we could pull, and where we could shift our efforts in order to still launch on time.

And with that, putting your goals in concrete and your plans in sand. Major kudos to the full Vanguard team because these changes were not small, and it was a pretty tight timeline. So when we would propose a major shift or an integration change, having the teams jump on board not only from the Marketo and CDP side, but from the data lake side. We asked them to pretty much reprioritize to add to let us do the integrations, but it really was all hands-on deck and really with the idea of solution oriented to get these live.

And then, lastly, be cognizant and be consistent and constant with change management. The role gap analysis and stakeholder analysis, Vanguard did a great job on getting early adoption. As soon as we went live, the teams were in and building and really excited for the tools. But where we saw that we could have been a little bit better was consistency with keeping the other integrated teams on board and up to date because we were so heads down in Marketo and CDP.

Sometimes we would be so focused on our next step or our timeline that we weren't necessarily reminding the teams what was coming or what they needed to expect or what Marketo was even doing. Sometimes they knew the term, but they were like, we don't know what Marketo does. So having that consistent change management would be really helpful.

We wanted to put our contact information. We know we're going to have a Q&A, but please feel free to reach out to either of us if you have any questions on your integration or anything that we can help with. Or if you want more details about anything we went over or didn't go over, we'd be happy to connect. All right. Well, thank you everyone for coming. Thank you so much.

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