[Music] [Simon Langthorne] Hello, everybody. Thank you so much for coming to hear about the Virgin Atlantic story, our personalization story that we've been proud, if you like, to drive over the last five years or so, particularly powered by Adobe and the things that we've been delivering across to enable, if you like, the customer journey itself. So I'm Simon Langthorne. I'm the head of CRM. I've been with Virgin Atlantic, like I said, for five years, driving the personalization story, but also driving a lot around how we understand our customers and how they behave and therefore how we can trigger different types of activity and personalization across the whole life cycle. And then, Tom. [Tom Nowell] Thank you, Simon. So I'm Tom Nowell. So I'm Senior Manager for CRM Delivery. I'm also Adobe product owner for a campaign and more recently Adobe Experience Platform, whilst also working very closely with some of my colleagues in terms of the integration into our other Adobe Experience products, which is Adobe Analytics, Experience Manager, Audience Manager, and Adobe Target. Fantastic. Thank you, Tom. So today, we'll show you how we've driven through the AEP platform and all the data and unified profile work that we've been doing, significant gains in terms of the amount of personalization one to one activity from a volume perspective that we've driven through lots of different channels. The second part is all around how we've driven significant conversion improvements, three times the amount of conversion from our own, if you like, personalized activity that we've been driving before. And then from a customer experience perspective, we've been driving our preflight comms activity and driving NPS as a result in terms of managing expectations of our customers before they board our flights and before they get to our resorts from a holidays perspective too. The biggest part of the journey though is particularly around our journey from a single channel CRM owned email perspective into a digital channel space where we've been able to personalize across multiple web, social, WhatsApp channels into a offline space as well utilizing our contact center and that teams on board to be able to personalize our journey through the power of data. But before we go into that, what I wanted to do was just share the agenda.
So I'm going to do a bit of a overview of Virgin Atlantic. So we were 40 years old last year from our first flight in 1984, which I'll talk about in a second. I'll talk about some of the highlights and some of the themes, if you like, that punctuate Virgin Atlantic's history and the way the DNA that we have now in terms of innovation and personalization. I'll then also talk about our brand vision and how that directly links top down into our personalization journey, the change journey that we've been on, and then that end to end experience that we're looking to enable. And then I'll hand over to Tom. Tom will bring this all to life. So I'll do the setup. Tom will take it home in terms of what specific activities we've powered through the Adobe platforms to enable personalization across multiple channels and some of the results that we've seen from that as well. And then finally, from a key takeouts perspective, we'll also go through some of the key learnings that we've had so far in terms of that journey and hopefully some things that you can take away or ask us questions on at the end of the presentation.
So like I said, Virgin Atlantic started in 1984 from an idea from Richard Branson that flight could be better, could be experienced in a much, much better way.
And he devised the first flight from London Gatwick to Newark in June of 1984. And since then, it's been a continual process of shaking up the aviation industry and leading in terms of customer experience. One of the biggest things that Richard Branson, if you like, led into flying at that point in time was how can flying not only be functional in terms of getting you from A to B, but how can it be ultimately fun as well when you experience what you can experience on board. And that theme goes through in terms of the innovation that was done from that point in terms of seat changes. So the first flat back TVs, the first premium economy, the first time we've done flatbeds without access within an upper. So some of those seat innovations through to leading on sustainable aviation fuel, which culminated in the first 100% sustainable aviation fuel flight from London Heathrow to New York in 2023. And then the other part is around our partnerships as well. So not only the partnership with Adobe but our partnerships with Delta, Air France, KLM, and more latterly, our partnerships from a SkyTeam perspective. We're an airline. We have 45 planes. We're not a large airline by any means. We're quite a niche player in some ways because we only travel long haul. So we need the power of our partners and the power of our partnerships is crucial in order to have that kind of global connectivity and that ability to connect our customers across all different parts, essentially, of the globe as a result. So loads and loads of fantastic stories, but it leads on to this quote from Richard Branson, which is around every success story is a tale of constant adaptation, revision, and change. And the story I've just talked about there very, very shortly, very short highlights just punctuates the amount of change and constant change there has been to enable, if you like, the developments in customer experience. And I think that particular statement couldn't be more true now in terms of, if you like, the precipice that we're on now with the advent of AI technology and how we are looking to develop that personalized experience which is becoming ever more crucial from a customer expectation perspective as well. And this is also punctuated for me specifically when we went through-- I joined Virgin Galactic, I said, five years ago literally just before COVID. It was a perfect time to join an airline potentially. And with that, it was punctuated with...
Significant change within the industry where we had to strip back from our core operations into an airline that was lighter in terms of what it would normally do. It focused heavily on cargo during that period. But also, it enabled us to come back and rethink, well, what is our strategy in terms of developing personalization and our customer profile so that we understand our customers in a much better way, which led on to our brand promise. So how do we create thoughtful experiences that feel brilliantly different at every opportunity? So this is from a brand perspective. We want to enable those experiences. We want to enable that personalization. We want to empower our teams across our crew, throughout to our contact center, through to our retail teams, the ability to create those thoughtful experiences but arm them with the data and information that they need to be able to do that as a result. So personalization and CRM underpins this brand promise and this ability to be able to power the journey from an end to end experience as a result. So I'm now going to get interactive with everyone here.
So we've got an audience question because we're interested to hear back from your experience as well in terms of your biggest challenge or the blockers that you've had to personalization at scale. And we've got four different areas of answer here. Data and technology, so the ability to get the data, combine the data together, and underpinning with technology to be able to make it actionable, that stakeholder engagement from a senior or from a cross departmental perspective, the ability to activate this across channels. So some channels are very easy, but some channels can become much more problematic in terms of integration or just that whole change management curve that you need to go on as a result. So there is, Tom, if you can do the honors. If you can scan that, you should be able to go and answer that question. And while you're doing that, I'll talk about why personalization is important at all. So few stats, 80% of consumers are more likely to make a purchase when brands offer personalized experiences, 71% expect personalized interactions, and 76% get frustrated when this doesn't happen, and 56% of online shoppers are more likely to come back when they see personalized recommendations. I think what this underpins is, this is no longer like something that can differentiate experiences across brands. It's now something actually that becomes a hygiene factor in terms of what we all need to do to develop that personalized experience because the customer expectation is moving that way. So in terms of the answers that we've got here, really interesting. So yeah, this is very much in what we've seen as well, actually. Data and technology, I think data particularly in terms of underpinning, we are still on a journey, I'd say, in terms of our unified profile. We've come a long way in terms of our unified profile. We've now got the capability and the technology that exists with Adobe. It's now actually making some of those things more actionable than ever before. But to make them actionable, the change management piece has been one of the, and the stakeholder piece, actually, those two things combined has become one of the interesting, if you like, challenges, blockers/opportunities that we have to how do we get essentially that data and that insight into the hands of the people that can use it most powerfully, which are our crews, our contact centers, our retail teams as the people that essentially across the organization. It can't just be handled by one team or a few separate teams as a result.
So we'll link directly from that, Tom, if you can flip back into our journey. So it links very neatly into the words above, which is change is difficult, and we are still a work in progress. But I want to share the story around our Adobe Experience Platform implementation, which started a few years ago.
The original story of Experience Platform and the capabilities it has shows and I guess the ambition that we had for it in terms of creating much more personalized experiences across the entire journey meant that we had hundreds and hundreds and hundreds of use cases that we wanted to enable. The problem is with hundreds of use cases, it's very difficult to then break that down for senior management into something that's actually actionable and something that they can see, okay, it makes sense to make this investment because you're going to get this return. So we actually broke it down on the far left hand side for you guys into just some simple executions to start with. How can we do something fast, quick, speed to market but also actionable and can be measured very, very quickly in terms of success. So we did some very simple email applications which Tom will personalization, sorry, which Tom will talk about specifically. But those first three use cases made it very simple, returned, significantly against the investment that we were making, which gave us the green light essentially to then expand those use cases, that capability we've built into other channels as well and then started to build out the story from a digital, like I said before, into an offline perspective as well. I think the other thing I wanted to mention though as well is data's great and driving actionable insight is fantastic, but it's also the empowerment of our teams that's critically important. I'm going to give two examples. One is around onboard.
You'll see in the middle bottom a little note that we hand out to some of our high value returning customers when they board the plane again, time and again. And it's just to recognize and thank them for being such a great customer and it being a personal note directly from the crew who are serving them at that time. It's a really nice touch in terms of welcoming those customers back. And then the other part is around the love hearts that we serve at the end of every journey. Now that's uniquely Virgin, great on its own, but actually it's more the principle and the way we empower our crew teams to, if you like, go and talk to families, go and talk to the kids, and it empowers the kids to then go at the end of a very long flight to go and hand out these things across the customers, give them a great experience post the flight, and the families then talk about that experience long beyond the flight and possibly what they've had to endure, having got a young family myself, across a long haul flight as well. But those neat little touches, they don't all need to be powered necessarily by data. And there's those things that we can do to deliver those special experiences. And then the final point I'll make before I do hand to Tom is just around what we call creating our red thread. So how do we take this from single interactions, single points where we can drive value back into the business and to our customers, but have that experience enabled across every single touchpoint within the journey itself? Create that red thread that means a business customer or a family or a couple that are going on that landmark vacation, all of those customers feel at every single point that they are uniquely being served, and they are uniquely getting the recommendations that are relevant to them, which obviously builds revenue for us and value, but then also ultimately loyalty and retention as well. So with that, I will now hand over to Tom who will talk more around why we personalize.
Well, I have to say, I might be biased, by the way. But every time I see that video, I really get a huge sense of pride just purely because, as Simon's mentioned, it really has been a huge journey for us. And this is just really a highlight of just a lot of the individual use cases that we've developed along the way. So Simon's taking you through a lot of the strategic elements that we've gone through so far. But what I'm going to do is really break this down into some specific examples and really talk about how we've taken that fantastic strategy and really turn it into activation using some of our Adobe Experience Cloud products.
So I'm going to break this down into three different sections linked to the customer journey that that Simon obviously went through, which is acquisition first, which is very much about trading sales. Then we go on to our preflight services, which is very about how do we increase NPS, and then how do we look at retention using our fantastic loyalty program as the heart of what we do there. So to start off, we're going to be looking at trade and acquisition. Our first example here is Black Friday. Now as you can imagine, Black Friday is a really, very specific period for not just an airline, but every industry in the world. So what we have found and from statistics is that an average individual will receive 20% more emails into their inbox, in that period. Now as a consequence, that means that there is at least a 6% decrease in engagement, meaning we are really fighting tough against such a saturated inbox at that time of year. So how can we use personalization to overcome this? So we looked in last year's Black Friday campaign about how we utilize Adobe Analytics to understand customer behavior, but then also the hundreds upon hundreds of data variables that we have within our systems to be able to provide dynamic content for each of those individuals. Now by creating those sum of all parts, we were able to achieve over 10,000 different dynamic variations for an individual. It's worth just saying that this is a multistage customer journey. So we had an initial communication, but that was tailored at each individual step along the way. So based on the engagement from that communication and also on the web, we're able to tailor what that individual was to receive next. I have to say this was one of our more successful campaigns in this space. We had over a 20% uplift year on year. And more importantly, this also sets us up to be able to have that really rich information for individuals that were interested as we led up to our sale activity in the winter.
The next example is abandoned browse. Now I won't lie. This is probably my favorite of the use cases. I felt I should have left this to the end, but I'll jump straight into it.
And that's called abandoned browse. So at Virgin Atlantic, we don't have the concept of a cart. But what this enabled us to do was be able to identify someone that was within our book flow, identify the different attributes that somebody had captured all throughout that process. And then if somebody had dropped out, we were able to, obviously, respond in kind to be able to push them on to the next stage. The reason why this is such a big one for me is this was actually our first AEP use case that essentially we were able to activate across every single one of our Adobe Experience Cloud products. We were first using Adobe Analytics to be able to capture that information at different stages of the customer journey, linking back down to our core data, and then send a follow-up communication, enrich that profile, and then be able to deliver an email via Adobe campaign, personalized content on the web via Adobe Target, and also use Adobe Experience Manager as our content source to be able to deliver all of the different dynamic variations.
The reason why this is so fantastic is we did manage to deliver this within five months from the first day of discovery when we implemented Adobe Experience Platform. So hugely proud of being able to accelerate how quickly we were able to deliver this, but the stats make it most important. We were able to deliver double the amount of audience growth using RTCDP stitching. And because of the additional layer of personalization that we were able to apply through those multi channels delivered us triple the amount of revenue than we'd seen from similar activity in the past. So huge win for us and hugely proud of that, actually.
So moving on to service. Now I think whether you've flown with us once or you've flown for the hundredth time, traveling can always be stressful. It's not an ambition. It is our responsibility to make sure that a customer has the best experience to remove the most amount of stress through that process.
One of the best examples is our pre-order preselect program. Simon's mentioned earlier, it's about all of the individual propositions and touches that we can add via Virgin Atlantic to really make ourselves unique in this space.
What preorder preselect now enables us to do and our customers to do is be able to seven days in advance of your travel. You will have a selection of meal options, which are differentiated by the cabin that you're flying in, the route you're flying in, and also your loyalty tier status. We will deliver a communication via Adobe campaign and then capture that information back using an AEM landing page. This goes into a cyclical loop and then enables us to be able to deliver that relevant and optimized content for the customer.
This for us is a win-win-win, really.
The first is we're able to offer a better options and experience for the customer, really being able to tailor their own personal journey for what they want to experience. There's no more chicken or beef. You have the selection at your fingertips in advance of your travel. The second is it makes it a lot more of a seamless and efficient process for our staff.
They have all the information at hand, and it also means that our crew can have meaningful conversations with the customer in advance of serving their food.
And then the third is sustainability. We're bigger on sustainability at Virgin Atlantic. And by customers being able to pick their food options means there's a lot less additional waste and, as a consequence, fuel that's required to for the travel. It's been hugely fantastic in terms of results. What we found just from our initial trials is we have at least a 10% to 15% increase in our food and beverage metric, and with particular routes up to 5% increase in NPS. So it's really doing the job that we were looking for it to do.
The second example is online check-in. Now this is probably nothing new to everybody in the room here.
But we've always historically emailed our customers to tell them that they're able to check in online.
The reason why this is so important is because that reduces that initial stress when you get to the airport queuing in at each of the individual airports to really start your journey. So being able to get people engaged and being able to complete this area of the journey is really significant in being able to streamline that process, both for the customer and our staff.
What we've been able to do we've always historically done this in email, but what we've been able to do is expand this out into SMS and WhatsApp as well. With the significant benefit within our WhatsApp channel that we're having a two-way dialogue with the customer. So people are able to reply back to our communications and then being able to have a direct response via AI. It's worth just saying off the back of this that it creates that dialog with our customer. So whilst the initial interaction is for online check-in, we're then being able to follow-up with additional communications to see if we can make their journey or their experience even better for them.
So the final stage is about retention. So we're going to focus a lot on our loyalty program. We've got a fantastic loyalty program, and I think one of our challenges within CRM is really how do we articulate the huge benefits of the proposition to each individual customer profile to make sure that they're aware and how to be able to make the most of the offers that are there for them. So another quick video here. [Music] So as I say, us as marketers in the CRM function, our challenge is really to be able to make sure that all of our members are aware of the fantastic propositions that are available to them. I could start going what about all of the hundreds of communications that we have, both real time triggered and our solace activity to talk about new propositions such as unlimited availability. But I did want to just focus on two core points where we've really brought together technology and our ground teams. That example is with our contact center. So being able to bring that rich source of information that we have within our single, our unified profile makes it that when somebody calls into the contact center, we can identify them, we can reduce the amount of security questions that are required, which can be reduced as much as 50% in some examples, which means that we can have really very, very close tailored conversations with our customers. And that is so important because these are the people that are on the ground. These are the people that have direct conversations with our customers. So being able to provide them with the right information, whether that be via our next best action or even a next best question means that we're being able to tailor that right information for them and being able to move them on their way.
So I'd love to stand here and say we had this sorted out from day one. That 100% is not the case, particularly with the experience platform, which Simon's obviously spoken about. You'll be aware of this framework, the three Ps, people, process, and platform. But I do just really want to call out a fourth that we have strong consideration in regards at Virgin Atlantic, which is principles.
It was quite interesting seeing the Marriott example in the Keynote earlier, stole my line, but technology in a platform is not a silver bullet, and that is 100% the case. Despite how good, the number of salespeople I've spoken to, I'm yet to see that fancy big red button that sorts out all my problems.
Thank God, because I'd probably be out of a job.
But yes, it's not purely the case. If you focus on implementation in respect of the people you have and the process to be able to activate it, then, yes, chances are you will have a successful implementation. But this is why I want to call out principles. Because if you align your core principles to what you're doing, that is how you have a successful change program and how it's adopted within your business.
So from Experience Platform perspective, I just want to go through a couple of these individually. So starting off with people. So with Experience Platform, one of the big and major benefits is that we were able to break down those silos from individual areas around the business. But that came with its challenges. Each of those silos had different objectives, they had different KPIs, and they had different skill sets. So we needed to look and identify how we create a common framework that brings everybody together to be able to launch that forward.
You've seen a lot of examples over the last couple of days, I'm sure, about how we personalize our information for customers. But what I will say is we've also focused on personalizing that information for our own internal teams with different skill sets and different layers within the business, and that's been hugely, hugely important and valuable.
I will just say as well, I would love to have had a Adobe experience platform specialist hired within the business from day one. Again, not the case. So that's where we've lent on a lot of experience from both Adobe professional services and a lot of our additional trusted suppliers to be able to really create that foundation that we can push ourselves forward from.
So next is process. So a big part of what we identified straight upfront, and this was a learning through other change programs is being able to identify champions that can really take the information that we're discussing and being able to breed that across each of the individual areas of the business. And by having those champions, we're able to understand different people's point of views, also different objectives, and then equally how can we change the dialog to make sure that there's greater adoption across different areas.
And then the final element is platform. So not in the purest sense of the product itself, but how do we find and identify SMEs to be able to really find out those key pain points and establish that core foundation that we really want to build upon. We were very clear in terms of what our initial objective was, but being able to create that foundation has been key as we've moved further through each of our core subsequent use cases. You can't build a house on sand, essentially, so having that in place has been really key.
And then I say, arguably most important is principles. So everything has to align back to our principles. So for us, that was customer is always first. We need to be able to demonstrate back to the business that we're driving revenue and ultimately in ROI, but ultimately making sure that we're having a better customer experience and improving that NPS figure so that's achieved.
So what's next? When I was looking through this before, I was thinking these are the most generic five titles you can ever possibly imagine. And I'm sure you've seen this through God knows how many presentations over the last couple of days. So I'm going to break it down a little bit for you. So first is unlocking new capability. So as I say, we had a very clear objective in our first six to nine months of acquiring an Experience Platform, but we were very, very aware that we're only really scratching the surface. So being able to identify what mattered and equally what didn't and how that aligns to our roadmap was really, really key. One piece that was actually very, very useful for us was something that Adobe provided for us, which was an adoption score. Now that's a programmatic view on what you have and haven't activated within the platform. And we were able to use that as a baseline to understand, yes, we'd like to go and tackle this piece first. No, that might need to wait till further down the line when other capabilities are available. Or actually, it might be that's just not for us. We have different technology in the business that will fulfill that need. But really being able to understand that has been key.
The final point on capability is, I would just say, be curious. It's arguably why I like Summit as much as I do because it allows us to identify different areas of capability and technology from different like-minded people on how that can really move you forward. So keep curious and really identify those pockets that really make sense to you...
Which links to training and development. Again, very generic, but all I would say is with every new capability means that there is new training and more opportunities to upscale those individuals. Now it's a very obvious term to say we need our practitioners to be able to activate this information, but it's also very key to ensure that our senior level strategists are able to understand what capability they have at their fingertips to be really able to tailor and change the strategy that they're driving next...
Which moves into embedding that strategy across all of our different functions. We've obviously discussed a number of different use cases where we've activated predominantly through digital channels. But one key area of focus for us as we move through 2025 and even up to 2030 is how are we activating that information to our offline channels. So that could be further expanding our contact center information. That could be to our clubhouse. Or maybe more importantly, and where we see maybe the biggest benefit is providing that same information to our crew. And it works both ways. So if we're having direct customer feedback on the plane, we're able to filter that information back through for our next communication.
And this is what's really going to help in terms of supercharging our use case delivery. So as I say, we're about just over 12 months into our Experience Platform journey now, when we've delivered over a dozen use cases to date. But what we really want to do is change that from a monthly execution of use cases into a weekly or even daily execution. So it's really turning it into BAU. This is the norm. This is how we are delivering this optimized experience every single day, always on, all the time.
But we're not naive enough to think that we're going to get a lot of additional resource any time soon. So it's how do we make technology work harder for us. What can we do to be able to enable and activate different elements such as AI? And there's been huge and very valuable sessions that I've seen over the last couple of days that really identified how we can do that to make life a lot easier for our grand teams, but then ultimately making sure that we deliver personalization at scale, which is our ultimate ambition.
So I'm going to move on to our next question...
which is what are your biggest learnings in developing personalization? So is it the operating model? Is it the processes that you're having to work with to be able to really deliver what you need to do? Is it the change curve? Is it getting people on board, making sure they're adopting this new process, and making sure that the right people are in the right place to be able to deliver that? Is it the success measures? Is it identifying what success looks like? And then more importantly, how do you identify and understand how it's progressing? Or is it senior level engagement? Is it how we articulate what we're doing and how we approach those senior level conversations to be able to move a step forward? So I'll move on again. So we've got the QR code there for everyone to quickly give us a view in terms of their biggest learnings. While we're doing that, I'll just talk about some of the stats that we have on why learnings are so critical because there's a number of tech projects that obviously start, but they don't always necessarily work out. So statistically, 25% of tech projects fail outright, up to 50% show no or limited ROI, and 70% of change projects fail completely. So there is a need, if you like, to develop our learnings and our ability to be able to handle, if you like, the change curve itself.
Is this working? So either no one has answered or it's not working. I'm not sure which. But I think across these-- I mean, ultimately, these answers link in if they do work at some point. I'm sure that it might work one day.
We can move into our key learnings, which links across all of those answers ultimately in some way. But we've talked about these throughout the presentation.
One of our key learnings that we had very early on actually was when we did implement AEP. It wasn't a journey where we managed to convince someone within a week or a month. It took a journey of probably around 18 months to build, if you like, a senior level engagement combined with the brand vision that we have to say, we think this can be a powerful tool that can enable personalization at scale in the way that we want to develop this omnichannel capability that we're all after at the moment. And getting, if you like, that purpose shared across senior management was an incredibly important journey that to get that top down buying and ultimately that top down sign off on the product itself and being able to push that through. But the thing that links directly to that so great that we had a clear personalization strategy. Great that we, if you like, broke it down and whittled it down into three clear use cases to get to that ROI. And great. We had the ambition very clearly stated. But the other the other thing that was very important when we built this story was we had to ensure that we gave ourselves the time as well to make sure that we could land the things that we said we'd land successfully.
Change does take time. It's not just about the delivery of the initial use cases as well, the ones that we could do very quickly. It was about engaging other teams and making sure that the broader change curve, which we're still on now to be fair, it can land in a very, substantial way. And like I said, our growth from one channel to now over six channels that we develop and plug in the Adobe Experience Platform into is signaling that change, that transformation that we're looking for essentially, and the results are highlighting the effectiveness the way that we're having to. The other part, which I talked about previously as well, is how we bring stakeholders with us on this journey. And the important thing isn't just bringing them on the journey in terms of this is what it can do for you. It's about this is how you can be empowered to use the data and the insight that can actually drive those experiences. I think for us as well, it's how we talk about our digital channels and being able to empower those teams to be able to create uniquely personalized experiences based on the data we have. But then it's also about how do you empower thousands of crew teams, our contact center agents, our retail teams as well, to be able to handle the data and use the data in a way that's actually meaningful when they have interactions directly with our customers on a day to day basis. And that's critical in terms of landing those use cases and the benefit that we'll get from personalization at scale.
The fourth one's all around define what goods looks like. Like, measurement is key to this, really understanding what is the success criteria...
What does success mean when you roll out those use cases and you know you've absolutely hit the KPIs that you want to hit to then enable you to go into that next stage. But also alongside that, how would you exactly measure those so you don't end up in conversations with your finance teams, with your commercial team saying about attribution and all those things. It's how do you bring those things together to ensure that you're all aligned in terms of the way you'll measure and what those success criteria will be. And the final one is equally as important as all the rest of these, which is be really proud about what you've done. We're here on this stage because we're really proud of the development that we've done, the delivery from a personalization perspective, and we celebrate that success with our people, with all the people involved, our partners, Adobe, some of our technical partners, and obviously across the teams as well. And make sure that whether they're small wins or big wins, they are celebrated. Keep that motivation going in terms of continuing, if you like, on that change curve and that change journey itself.
So thank you so much for listening to our story. We hope you've got a lot out of it. Just before I do go on to Q&A, there was obviously a chance to do feedback, win some stuff. Fantastic. So if you can leave us some feedback in terms of the presentation, that'd be really appreciated.
Thank you so much for listening again, guys.
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