[Music] [Tina Jacobs] All right. Thanks, everybody. You ready to get started here? We're here to talk about maximizing your investments and making sure that we talk about co-leading in IT and marketing and bridging that to help develop center of excellence. So I am going to introduce ourselves and let Jenni go first. [Jenni Hein] So I'm Jenni Hein. I'm with Winnebago Industries. I've been there three and half years, and I head up Application Development for Winnebago and have been the transformation lead from an IT perspective. And I am Tina Jacobs and I am with Protiviti Digital. And we've been partnering with Winnebago on this journey. And my role is really focusing on helping and make sure that businesses recognize the value of their investments, providing both advisory services and guiding technical implementations along the journey to really make sure we're holding true to the commitments that the technology is saying that it can do, and making sure we're building the business forward in that mission. So I'm going to introduce a little video, just give you guys a little preview and enjoy something that's in the works right now, we're about to launch next month, which is one of our brands, our collective brands.
So sit back and just watch for a minute and we'll go from here.
[Man] We're investing in the future of the digital consumer experience. Our redesigned website removes friction, offering faster speed, stability and consistency. Built with insights from owner and prospect research and the expertise of leading digital partners.
Navigation is intuitive, connecting customers with what they want faster.
With immersive galleries and detailed specs, shoppers get the full experience at their fingertips. Customizing is simple. Floor plans, options and details are just a click away.
Ready to build price or connect, the journey from discovery to action is seamless, ensuring more qualified leads for you, our dealers.
Continued access to artifacts and materials to create continuity between the online researcher and a dealership experience. Elevate the experience. Drive results.
Hope you enjoyed that. So this was really a representation of something that is the first phase of a multiphase initiative for us. So it's a sizzle reel that's going to be aligning to their market model year turnover at the dealer conference is next week. Sorry. Next month.
So we're going to talk about how this two-year evolution and this journey together is really about bridging together the tech and the marketing. And Newmar happens to be one of the brands within Winnebago's umbrella, and Jenni's going to talk a little bit about that right now. Yeah. And so if I were to just layer on a little bit more. So we've been working with Protiviti on this Newmar website, which if anybody likes to camp and has a couple of million dollars laying around, I'd love to connect with you because the market's a little soft right now.
I'm not in sales, but I'll do my darnedest. They are beautiful. But we've actually partnered with Protiviti on a few fronts. We've partnered on our Digital Asset Management implementation. I'll tell you a little bit more about that later. As well as our chriscraft.com and our Winnebago Industries, corporate page as well, and just a lot of the foundational architecture that's necessary in order to build from a shared set of assets that can be then leveraged and rolled out across the brands. And what you don't know about the Newmar site is, we were able to take a lot of the assets, not all, obviously, but a lot of the assets that we created as we built Winnebago Industries and Chris-Craft pages, and then, I call it reskinning. Of course, that's not Adobe's word. But basically, throw a different frontend to these templates that you build and be able to more rapidly launch your websites, your DAMs, your things like that. But in terms of an agenda for today, we are going to talk about why you might want to think about a multi-brand center of excellence. And we'll talk a little bit about our experience there. We will talk about what our goals and objectives were in creating a center of excellence. And how we created and launched that center of excellence. And we'll talk about results and what we think. We'll give you a little peek into what we think is next.
So Winnebago Industries started with a small company in Forest City, Iowa, Winnebago, which a lot of people have heard about. But what most people don't know is, we've been on a journey over the last 10 years to collect other brands, iconic brands, in our portfolio. And so these brands are trusted leaders in the outdoor recreation industry.
They're some of the world's most iconic brands. If you think about Chris-Craft, 150-years-old, proud of that asset.
And some of our brands are babies, really, in comparison. Barletta Pontoons, which I own a pontoon at this point. If you ever want to work for Winnebago, there is a discount.
So Barletta Pontoon is only eight-years-old. And so we do have quite a span in terms of legacy. Newmar and Winnebago both were formed in the '50s. And so there's legacy technical debt there that we all have and don't like to talk about because it's not very fun but we still have to have it. And then our newest acquisition is Lithionics batteries, which does, of course, suggest that we're going to move into adjacencies. And the reason they've done this is because there are soft markets like today, so we need to diversify our portfolio. We need to make sure that we have multiple sources of revenue streams and customer streams in order to be able to be viable.
A little bit more about Winnebago. So you may not know that we're a North America based manufacturer. We have manufacturing in Minnesota, Iowa, Indiana and Florida.
And we have about 7,200 FTEs. We have a couple of thousand contractors on top of that. We're pretty proud of being, what we feel like is, known for quality and innovation. And so some of the things that I selected from the many prestigious awards that we've received are-- I'm pretty proud of the fact that we have prototyped electric boats and RVs and specialty vehicles. And a specialty vehicle is food trucks or dental offices on wheels or buses and things like that. So we have rigs on the road that are using electricity as their source rather than gas powered. We also partner, of course, with a lot of agencies like the nature conservatory and the National Parks Foundation, because we want to preserve the outdoors for ourselves selfishly but also for our customers. And we also have invested in the last several years in inclusion, and we have several partnerships and a growing list of partnerships to make sure that underrepresented communities are able to also take advantage of the wonderful assets that we have in the United States, in terms of our national parks and our lakes and rivers and all of those kinds of things. And maybe the last thing, for some of you, you might be thinking, "Okay, that's great, but then what do you do with a big bus when it's at the end of life?" We are exploring things like recycled materials. We do a lot of our own building of components. So we do our own stitch craft. For example, we make cushions. We make cabinets. We make water holding tanks and things of that nature. And so because we are a maker of the things that go into our vehicles in some cases, we're also looking at how do we conserve water, how do we use recycled materials, what are the things that help us, again, be more eco-friendly than what you might think of as a traditional RV and boat manufacturing business.
So that's about Winnebago.
In terms of what we've done at Winnebago, I gave you a little sneak peek. We started with Digital Asset Management. We had collections of digital assets everywhere, hard drives, drop sites.
We had unscanned historical assets that we wanted to have in place, so that we could-- We actually get questions from college students, for example, about Winnebago Industries, and they do research papers on us. So we needed a place to centralize our assets, make them searchable, findable and things of that nature. So we started with Digital Asset Management, knowing that we would be moving on to websites next. And so we have launched several websites at this point, internal facing as well as external facing websites. And Protiviti has helped us with three of those external websites, as of right now. And then we've also brought our team along, which I'll talk about a little bit later, in terms of upskilling. And our inclusion site or internal employee inclusion site was re-platformed by my team with the knowledge and skills that they picked up partnering with Protiviti because they're very much embedded in these development teams. It's not Protiviti comes in, does and gives. Protiviti comes in and partners with you and helps you learn what the technology is and how to create the pages and all of the good stuff in order to be sustainable.
So in terms of how we've done this, as I mentioned, we've been very acquisitive and so we have a lot of technical debt. We've had to think about how those-- First, we had to figure out what those assets were and then we had to think about where they belonged. We created a North Star architecture. Salesforce is part of our North Star architecture from a CRM perspective. And we've left ERP with a lot of the brands to figure out themselves based on what works for their manufacturing process.
We have put a significant effort into reducing that technical debt. And we had an emerging recognition that we needed to invest and transform in our customer experience in order to take Winnebago Industries to the next level. And so those were some of the drivers for, why we looked at a COE.
And then, of course, I always feel like, if you don't know where you're going, how do you know when you get there? And so, of course, we established a goal and vision for our organization as we started this transformation. And so our goals were to improve the customer experience, that's what the executive signed off on, of course, and what the marketing team was keen to do. But we also needed to unlock technology. A lot of our brands, they were not experts in the technology that they had. There were a lot of security gaps, honestly, in some of the technology that they had. There was infrastructure that was failing and end-of-life and things of that nature. So we needed to improve our technical landscape as part of this. Data, data, data, data, data. It's all been about data at this conference too, at least the sessions I've been sitting in.
We don't have a good practice around data when we came into this program. And so it's like, to really get intimate with our customers, we're going to have to be better at data. And it's been really interesting talking with the business about their role in data because to them, data is a technology thing. And I'm like, "No." Data is a business thing. And I'm here to support you and making sure that you get the data you need to answer questions that you have and make decisions. But you've got a responsibility. We co-own the data. And then the last piece was, we just need to be able to measure progress. We need to do reporting. We need to understand also where the industry is going. And so those were the goals as we set out on the transformation. And then, of course, our opportunities. We wanted to partner with somebody that would guide us and help us fix some of those issues that I just talked about. And so we've used Protiviti to flux up resources and bring in knowledge that we didn't have at Winnebago. We have used it to mature our vision and our capabilities. We've leveraged them. They actually did a presentation to us at one point in time. We said, we think we need a COE. What's a COE? What would that look like? How could you help us with that? And so they've really helped us mature our COE, think about what that would look like, think about where we start, and from a crawl, walk, run perspective, how do you get from crawl, to walk, to run, on this journey that we're on together? And then, of course, results. And Tina's going to talk a bit about the foundation that we've built, but we needed to have a scalable foundation. And she'll talk a little bit about the energy that we had to put into with our marketing teams. The brands don't want to be cookie cutters. They don't want to all look the same. They didn't want to be Winnebago wised. And in some cases, they feel like Winnebago is a direct competitor of theirs. And so we had to talk with them about, in order to have shared assets, shared capabilities, shared business process, what does that look like? Because they're like, "I'm not Winnebago. And when you acquired me, you said, we're going to be a house of brands." A lot of authority is going to be left with the business. You know your employees. You know your customers. You know your products. We're not going to be corporate here trying to tell you what to do. But we are corporate here trying to help you achieve your goals.
So with that, I'll hand it over to Tina. Thanks, Jenni. So I think you just did a great job introducing who we are as a firm. So Protiviti is a global consulting firm with a focused area in digital. So we really are focused on helping our clients and customers drive to solutions within the digital landscape, inclusive of creative to design, technical support, oversight and advisory services and everything in between. And so we really encountered-- When we started this journey, we were actually talking about this just last night is, two years ago, we started on this. We started on this with Winnebago. I think the breadcrumbs were already laid for them, but we had a conversation around some of the immediate pains that they had, short-term wins that we felt we could really come in and really help fix. And then in that path of fixing, we got talking about the needs to really develop this center of excellence and creating this digital foundation for them, leveraging the Adobe ecosystem. It was a great experience at the beginning, and really it's fun to be here, two years later being able to talk about and reflect on this journey together.
And so we're going to talk about, as Jenni mentioned, there's two pillars, really. There's the digital foundation piece and then the COE. This is how we look at it. The digital foundation is really about establishing the framework, the technologies and the infrastructure around for this initial phase. It's really around the AEM suite, sites and assets, making sure we're incorporating a multi-tenant framework that allows you to scale up and incorporate that mission, so every brand has their own presence. Because we really also want to make sure that we're building this once mentality where things can be leveraged across, but also making sure we're incorporating the styles and the designs and incorporate and layered on top of that framework. And so the overall objective, why do we even do this? It's really, that the brands needed to be elevated, right? Digital experience, they just need that elevation. And that means making sure we're moving away from brochure sites to customer experience, right? Customers expect that experience. We're talking about luxury shoppers in some markets. We're talking about mid-market buyers in others. So let's make sure that we're not just pushing a site out there that just tells you the features and the functions. But we want to incorporate personalization, the analytics, making sure your site is actually doing something for you and not just a place for people to visit. So that's where the measurement comes in and making sure we're scaling the infrastructure from personalization. And so there's a journey that doesn't end today. It's going to continue to evolve. But that is really where the governance model comes in with the COE and prioritizing what is needed. And Jenni will talk about the steps and the first step. But this isn't a one and done, right? And we recognize that we're on that path and want to power the teams on the Winnebago side to take the self-service approach, buying these tools to do that. But we're there to provide that advisory services and then augment for the technical support to make sure that you're using the systems the way that they're intended to get the most out of the investment.
And so in the beginning, as Jenni mentioned, we sat around the table with both marketing and technology and started to talk about this vision. And there's a lot of that perception of, "This is not what I want to do. It's going to slow me down. It's going to put me in a box and we can't do it. Everybody needs their own systems." We're proving it two years in, but that's not the case, right? But we want to make sure that marketers and brand management have the capabilities and the technology to elevate but that shouldn't bind how they work, right? So we want to make sure that brand and marketing leadership are focusing on go-to market strategies, focusing on the designs and styles and staying on brand, and test and learns and personalization and the things that drive the revenue, but also making sure we're doing it in technology platform that saves dollars, right? At the end of the day, we're not driving revenue by implementing technology. We're driving revenue by enabling the marketers to really focus on what matters. And so from an IT and the leadership side, we're talking about integrations and components and architecture frameworks and personalization and content fragments and things like that. And it's iterative. Every time we go and we create a new site, it's all about evaluation and figuring out the right mix. And we'll talk about that in a minute about...
What's the right marriage of reusability to customizations layered on for each brand.
So in order for us to achieve that brand identity, again, it's that core infrastructure, but recognizing that every site needs to look and feel the same way. So in order for us to achieve this, I don't want to give too much detail because this is all about the governance side of it. But really you got to do it. You have to do a lot of the planning that's required, auditing, looking across your business units and where is that marriage of consistency to customizations. And then we create that roadmap along the way to be able to execute against that, making sure we've got reusability where it makes sense.
So this is an iChart, but this is how it's done, right? This is the meat behind it. We evaluated. We identified-- How many templates are there? And this is AEM speak for anybody who's not an AEM. These are templates and components or all the pieces within that experience platform that are really needed to be able to identify reusability and things like that. So we looked, we evaluated, and we really just started the plan. I think we used this as the grid and said, "Which one do we start with? Where do you start?" So it evolves from there. Looking for reusability. And then some things aren't going to be reasonable. And so that's where that balance is needed. You have to make sure that you can customize but also make sure we're identifying those things that are reasonable.
With that in mind, we don't want to just build a site. We want to build experiences. So that's where you continue to mature the platforms but you had to do it in a way that allows for it. So when we look at custom navigations and product recommendations, and promotion of content or just basically get somebody to the site and look up a dealer that's in their area and these are basic things that were done differently for every brand, right? They like to be different. But at the end of the day, they're not always different. Their styles are different. What they sell is different but the experience is empowering that. There's a lot of commonalities. And so that part of our jobs is to evaluate and plan the commonalities, so that we can enable the personalization experiences. This is the most simplistic example of it. But you're hearing a lot of the tools and things that are out there, but we want to bring it down to the basics to defog all the technology talk and really just try to get the brands to understand the art of what is possible.
So as Jenni mentioned, we've got a couple of sites out there that we've done this for at this point. So when you go out to Winnebago Industries as an example of one of the sites, you can see this is really a live site. It's built on the platform, and we started small. We started with a very focus on the corporate feel.
Yeah. So the site is-- When you go out, it plays the video. It loops on that hero, and it's a lot more below that. But basically, we wanted to make sure we built a site that allowed us to focus on the investors, careers, and really sets the stage to prove to the brands, like, "Okay, this is just cool." AEM doesn't have to look like a box of different pieces in a LEGO stack. It can be fluid. It can look design-friendly and things like that. So this was first step in the journey. And we learned through this first step. We educated both the IT and the marketing groups on what was possible, how to author, how to create. How do you create this? Beautiful design, but how do you actually bring it to life? So we really provided that advisory service to help make sure we're elevating the team, but keeping the tenants of our commitment to the technology and making sure that's being consistent.
We took those learnings and then we applied it to the next site, Chris-Craft. This is another site that's out there. You guys are welcome to go visit.
Chris-Craft really is about craftsmanship. If anybody knows the brand, it's really about manufacturing, is incredible to watch how they build these boats. It's amazing to see and we wanted to make sure that we brought that craftsmanship into the experience on the site. So again, corporate first, because that was easier to tackle, easier to get buy-in. But then we brought that forward into the Chris-Craft brand. So this is, again, second site here that leverages consistent technology, consistent architecture, assets, etcetera, from a technology foundation but elevated an experience for folks looking, for understanding what's available from a Chris-Craft perspective. So we're taking those learnings. And what you just saw in the sizzle reel is the next one, which is Newmar. And that is a much more involved experience. There's a lot more data there. There's a luxury experience with the Newmar brand. So we went from corporate to craftsmanship to luxury. And the goal of the Newmar is to elevate the site, so that it feels luxury to the folks who are visiting it. And I will say, don't go to the-- Well, you can go to the Newmar site right now. - But before. - But before. Visit it in a month, and you're going to see how elevated it is. Yeah. About a month from here and you're going to get to see how that experience is elevated.
So really, just to summarize where we're at, we're onboarding brands into this infrastructure and with that comes governance. And that's critical and that's what Jenni is going to talk about is the governance side of it, the people and the process, right? Goes back to people, process and technology. Don't make technology drive the business. The business should drive the technology. And that requires that planning, reviewing.
It doesn't happen on day one. You got to be committed to the planning process. You've got to prioritize what matters and making sure you're not hypersensitive to one feature if that feature isn't going to help drive business revenue and impact the customer. And from there, we identified what customizations are required, and that's the variance, right? So we're going to plan for the consistency and plan for the customizations. And then from there, really, it's about getting that site set up, migration of content, migrate and modernize. It's not just migrate one-for-one because why are you making the investment? It doesn't make sense. So really just making sure you're planning, planning for customizations along the way, recognizing that's the reality and then, really about authoring. And so with that, Jenni's going to talk about how do you make sure that what you set doesn't get forgotten and can scale.
Yeah. Thanks, Tina. And I'll just share a little bit more about the Winnebago to Chris-Craft piece of the journey. One of the things Chris-Craft is, they build 250 boats a year, that are custom boats for individuals. And they're very frugal when it comes to their technical spend. So one of the things we were able to show them is the investment that had already been made on their behalf to this website with Winnebago Industries that they could pick up and run from in order to save themselves a bit of an investment and get out to market faster. And they had actually been partnering with another firm on the design side. They went through customer journey mapping, things of that nature. But that firm was really having trouble getting them to done.
And so Protiviti came in and we were able to pick up the shared components and get them to done pretty quickly. And what was a project that they were certain to feel like might never happen, we delivered within a couple of months at a price point they could live with.
So why build a center of excellence? I've talked a little bit already about unlocking the technical capabilities that we knew that we needed in order to serve our customers better. So that was a major motivation for us.
I've talked about unifying the data. We need to have strong data, better data, improved data, as well as the operating model side of what it takes to leverage that data in order to be able to deliver these personalized experiences for our customers. When you've got a customer that's spending a quarter of a million dollars or more on a boat, a million plus on an RV, they expect an elevated experience, and we need to have better data in order to understand where they're at in their journey, whether they're a previous customer or not, what research they've already done on our sites, where they're at in the buying process, and so data, data, data.
We also wanted to optimize our processes. And so before we started the journey, a lot of agency partners were supporting these legacy websites. And so there wasn't a lot of control. They wasn't a lot of-- They weren't thinking about the security because our businesses are not technically savvy that way. They're like, it's a site. Is it up often enough? That was their measurement. But as we hired somebody to think about enterprise security, she was screaming in her head, I think, many times as she was understanding what the assets were in our collection. And so we needed to have better processes and better governance around some of the technical pieces but also the business side of it. Most of these folks had outsourced agency partners, the creation of that site because they were on platforms where they couldn't get in and make even a simple text change. So if you notice that, you wanted to tweak for a specific incentive that you might have coming up, you wanted to tweak the language on the site, then you had to go spend money with an outside agency and have them do it. And it was not minutes or hours. It was days and weeks for them to be able to turn that around. So we needed to optimize our processes. And, of course, we needed to manage change through all of this. We needed to work with our stakeholders to understand their needs. I came from a company before this where it was like, we standardized everything. We standardized our business process. We standardized our look and feel, "Here's your colors." And we did 35 acquisitions a year. That was not going to be the path for Winnebago Industries and our brands. And so we needed to find out where they could give and where they were unable to give without a lot of pain.
And so just like with any good road trip, we have a road trip from a COE perspective, you need to know where you're going, you need to know who is driving, you need to understand who is paying for gas, you need to understand what the rules of the road are and follow them. You got to know if you got to call mom every night and let her know where you're at in the process. And when there's construction, you have to have a plan to get around it. And that's really similar to what you have to do when you're setting up a COE. You start with envisioning principles, vision, mission, values, goals, things of those nature. You start to think about what it's going to look like? What are the results that we need? How are we going to fund it? How many days, weeks, months, years is this going to span over? Start a road mapping process. You start to document your standards and what's expected. And again, stakeholder analysis is really critical in that because, like I said, if I just come in with the way that I did it at the last place, I would have been shown out the door probably by my marketing partners. Reporting and transparency and communication is super important because they want to understand what they're getting for their money. They want to see that there's progress. A lot of times they've come in, they've come to me because I've got a reputation for delivery. And they're coming to me and they've had a lot of broken trust and promises with their technical teams from these agencies. And so while I didn't create that reputation for technology, I've got to help resolve that reputation for technology and show them that it can be better, it can be different. And then, of course, you incorporate lessons learned along the way, not just at the end. I know it's at the end of this journey but I put a picnic table there because it is about conversations along the way. Many of our brands had never done agile projects before and so we introduced a sprinting process. It's a bit of a hybrid process, of course, because some of them can't afford. They don't have people to sit in daily stand-ups every single day. So how do we find the right process for them? And then there's other ones where they want to be in that process every day because maybe the trust isn't there yet.
So governance, kind of an ugly word. People never really like to talk about governance. Some people call it a necessary evil.
I have been at organizations where I haven't called it governance because it would elicit a certain reaction. But whatever you want to call it, governance is about making sure you don't have misunderstandings along the way. It's about setting up the rules of the road and engagement. So you start with a structured agreement for how you're going to work together and you define an escalation path. You make sure that there's rapid decision making along the way, everybody understands what the process, the rhythm, the cadence is, by having that framework. Who are the resources that are going to work on it? Who's dedicated? Who's not dedicated? Who has to be engaged at certain points in decision-making process, even though they may be not really familiar with the project? What are the communication mechanisms that you're setting out? What are the bodies that need to be communicated with? What cadence do they need to be communicated with? Is that a meeting because they prefer to be across the table? Is that an in-person meeting? Because a lot of our brands, they're in one location, and they're not used to working with even remote teams, let alone global teams. You have to do some stakeholder analysis, of course, understand what your stakeholders expect, and each of these brands are different. So you have to know the personality of the brands, the cultures of the brands. And then I always want to make sure that we empower the teams. And so I'm going to fly through this slide because the gist of it is, I want the teams and the marketing stakeholders making the decisions. Is 80% the right number? I want it to be a big number because it's like most of the decisions are made with that team. And then you've got a layer in the middle that says, "Here are our standards." And if you're going to go outside of it, you're not going to configure. You're going to build something custom. You want to use this tool that we don't have in our North Star architecture. That's got to be reviewed. We brought in enterprise architecture and business architecture for the first time as part of this. And so let's make sure that we know what we're building and where we're deviating. We understand that and it's an agreement. And then if there isn't resolution or usually it's like we need more money or more time or more something or we can't resolve that decision. Usually, we can resolve the technical and process decisions. But if we can't, then, of course, there's an executive steering committee. Mostly, it's about communication with them, making sure they want to know that the investments that they're making that were actually proceeding to results.
Now this is our staffing model. This doesn't mean this is the only staffing model. I've put together lots of staffing models. But for us, we wanted to make sure we have Winnebago SMEs that are in COE kinds of structures. And so not everyone can have a solution architect. Not everyone can have an enterprise architect in our industry because they just can't afford to have all of these roles.
I'll go in and talk about agility. And I'm like, "You need somebody who knows your processes." So that's called the product owner. Usually, there could be a product manager if you've got that structure, but you don't. So you just need somebody who's going to give us requirements.
So blending in, I've got a solution architect, I have developers. Our enterprise marketing COE has people that know data and analytics for customer that have done e-commerce kinds of sites before, that can help with selecting good brand partners, agency partners, and things like that. So we have a collection of individuals in enterprise marketing and in enterprise IT that are COEs that are here to help these brands with these resources that, they maybe can't afford on their own. And then, of course, we help them pick the right partners. And in our Adobe space, that's Protiviti. And then we also help them where needed but we recognize the need for them to also have outside agencies for things that we're not going to bring from a technology perspective. Enterprise marketing is not going to bring from that perspective. And they're not going to be able to full-time employ photographers and videographers and people that put together digital collateral and things like that. Some of them have it in-house, most of them don't.
And so where are we going next? This is where I would just give you the queue up to if you have questions. The room is not set up to easily get to a microphone, so we'll do a shout-out and repeat. But we're going to pause for questions here shortly. So where are we going next? Obviously, we still have digital assets to migrate with our newest acquisition. They're on a path. We still have some brands that have not started to move to the Adobe platform. They're working on CRM initiatives and the other site of my COE.
And we still have some internal sites that probably need to be moved over.
This has been established. We have trust and credibility. They know that we're here for them. They're on a roadmap for, when their time is going to come for this. We understand when they're ready to invest in those things. And so really, for us, the next step that we're exploring because, again, have a plan. What's the next thing on the roadmap? For us, it's about data and analytics and understanding how we're going to start to support those teams with Adobe capabilities there as well as with our data COE that we've been standing up for the last couple of years as well at the enterprise side of things. So where do they store their data? What can they get out of their data? It's been fun running some AI PoCs with them about searchability of knowledge, about products and floor plans and things like that. So that's what we're teeing up next is-- Okay. Now that you've got your stuff in a place and you know your customers are using it, how do we use the data? So with that, I hand it to Tina for the really sexy slides that are at the end of these.
So we wanted to leave time, plenty of time for questions. So please, as Jenni said, it's a hard room, so we'll do our best to repeat questions and what not. And then, for the Adobe Summit, you guys want to do your Starbucks and-- - Headphones. - Headphones. Now would be that time to do that survey or not now. And then we also have a booth available for anybody who doesn't get a question in here. Please swing by or reach out after this and we're happy to answer anything that wasn't already discussed. All right. Thank you so much. Thank you all.
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