[Music] [Barbara Zimmer] Good morning. [Daryush Abbasi] Good morning, everyone.
Welcome, everyone, who made it to this first session on the last day.
We are very happy to have you here. And we are going to talk about delivering vibrant digital experiences for Visit Qatar, of course, with the help of Adobe.
Our particular focus is a little bit on setting up teams to facilitate actually how we use the tools that we have at hand in a more innovative approach to create real innovation. For anyone that may have been here yesterday and watched the Keynote, the Marriott Keynote...
Where Marriott's, I think, it was the Global Head of Marketing Orchestration, acknowledged a little bit around how important processes are. I think the session today will also give you a good idea or maybe some ideas in terms of how you can start setting up such processes and really taking the leap in that. And, of course, we will give you some insights on the process that we went through when we created our latest innovation, which is the GenAI Concierge that you would see later as well.
Introduction. So I'm the one on the left here. My name is Barbara.
I come with around 15 years of experience in digital marketing and product management.
Currently, I'm Director of Digital Experiences & Products with Visit Qatar, which is Qatar's national tourism board.
Previously, I spent most of my career actually working for airlines, so I have extensive experience in the travel, the tourism, and the transport industry.
And I led large digital transformations. I enabled teams to deliver great products, multi-billion-dollar revenue, and award-winning innovations as well. And I'm looking forward to share with some of you today the approaches that helped me to actually enable that for the teams. Daryush, if you want to introduce yourself. Yeah. Thanks, Barbara. Good morning again, everyone, and thanks for being here especially after the Bash last night. So, we really appreciate it.
My background is in tech for many years from retail to automotive to travel, and my role is that I work very close with Barbara to make things happen. So, that's what I am. - Yeah. Thank you. - Great. Okay. After we introduced ourselves, we want to know a little bit about you as well. So a little bit of interaction. I know it's difficult on the last day. It's just a show of hands, please, and we are going to start very easy. So who of you here, just a show of hands, is working in the travel industry? - Oh, great. - That's nice. The vast majority, okay. That's excellent. Now, we are talking about team size. And when I say team size, I mean your organization. So, for example, if you're working in digital marketing, how big is your digital marketing team? If you're working in product, how big is your product team? Show of hands, please. Anyone that is working in an organizational team up to 50 people.
Okay.
Nice. Thank you. One. Between 50 and 250? All right. The majority. More than 250? Excellent. Also a few people. The last question. Let's talk about your audience, actually. Let's look at monthly website visitors. Who has an audience, monthly website visitors, of 5 million? Up to 5 million? Thank you. More than 5 million a month? Excellent. Who doesn't know? Okay. No one. That's excellent. All right. Very briefly about Qatar or more specifically tourism in Qatar. Last year, in 2024, we welcomed 5 million international visitors to Qatar, which is the highest number that we've ever seen, a nice increase also versus the previous year. And yes, it's also more than there are, actually, residents in Qatar.
Our target is to achieve 6 million by 2030, so we are well on track to achieve that target.
And the success, actually, is primarily driven by a mixed approach. We are attracting international visitors, mainly an audience of families, couples, stopover visitors.
We are also attracting MICE traffic, so focus on events is a very big area for us...
Covering both large events as well as more mid-scale events and regional events with a particular focus on sports events.
Now, of course, all of this is supported by our digital experiences that we are in charge of.
As a tourism board, typically we are placed more at the upper part of the purchase funnel or the consideration funnel. So, people visit our properties basically to gain an initial overview, to gain inspiration, to maybe get some facts right about the country, about a visa, what they need to take care of. At the moment, we are not offering any transaction on our digital properties. So, for that, we are actually handing over to all of our partners. That's going to change soon, but for the time being, there's no actual conversion on our website or on our app.
And, of course, one of our focus areas is that we are going to connect our digital properties across the whole journey that a visitor does with us. So not only from the beginning but more specifically also focused on the in-destination experience going forward.
And with that brief introduction, I'm going to hand over to Daryush to tell a little bit about the context on why we embarked on an innovation journey. Thank you, Barbara.
Okay. And if I can have this, please. Thank you.
So...
As we have seen in the recent months and years, it's all about AI, data, and everything else. However, the travel industry has been, historically, a little bit slow in terms of adapting innovation. And there are many reasons for that. The old tech sitting there, the non-digital native nature of the industry, as well as that asset heavy investment as an entry barrier for some disruptors because, I think, in other industries, it's easier to disrupt. But obviously, we have seen some major disruptors as well.
However, we see that that is changing and these are some of the highlights that you can see that everyone is getting on this AI and innovation from Europe to Asia to America and everywhere else. I think there is that national shift that is taking place and everyone wants to actually be part of it.
As part of that, what are the key elements that are really important? It's obviously AI, but behind AI is the data and all of that advanced personalization and having the right LLMs and so on. And obviously, again, we're all using AI now on our mobile phones. Our kids are using it, doing the coursework. I mean, I think it's very rare to see a company who hasn't adopted AI internally or seeing a family or some individuals who haven't actually adopted AI. So I think the industry has decided, okay, now is the time to do this.
And for us at Qatar Tourism, the big question was, how can we compete? Everybody is doing it as you saw from all those organizations. So, the pressure is high. The pressure has been high for us to do something different, innovate, make it big and be different. And for us, I think we have some unique challenges within the industry and also Visit Qatar, we have some unique challenges which I'll go through as well which is a bit local to us. So the questions here are these three really. Do we have enough traffic for our advanced tools? Is our infrastructure too complex? Will we see ROI? I think I'm sure all of you are familiar with these kind of questions, but that unique challenge that we have, and travel, I think, is the fact that we will not purchase a long-distance travel on a daily, monthly or even yearly. But on top of that, if we do, we still will not go to the same place twice or within two or three years. We actually go back maybe after four or five years if we really love that place. So that challenge is always there.
And then the other challenge that we locally have is we are competing with massive three other destination locally with lots of investment behind them. So they are innovating. They are using technology to do everything they can. So we have to do something a bit different.
And in terms of, again going back to data, we're saying that it's all about data. Is there enough traffic that's coming to us? Do we have the right data, first of all? Are we collecting the right data? And then are we using the data in the right way? So three steps of having the right data, storing it correctly and then using it correctly.
And in terms of this question, I guess they are possibly very familiar to you as well. ROI is a big thing because every time we want to invest something, we have to go and get the signature. Okay. You're going to spend this much. How much you're going to give us back? And on top of that, I think we have even more challenges. And some of it, I think, is unique to us. Some of them you may also have the same challenges.
So for example, we have a lot of data. Right? I'm sure you have the same situation. And managing data, the bigger it is, managing it becomes a bit more difficult. And in our case, another challenge that we have is we are not the custodian of all the data that we have, the information we have, because we have our own events, we have our own things but at the same time we work with thousands of other partners. Their events, their offers and their experiences. So all of that again, so we deal with it, we aggregate it and then the transaction as well, as said earlier as well, doesn't happen on our website. It happens on their website. So again, we lose some sort of control there as well. And again, this need of going somewhere too far, what is the difference? What can I do there? Is this really worse? There are people who I've seen or talked to that have gone to Qatar, they loved it and they want to go back because they love the culture and everything else, but then they said, Oh, okay. You know what? I want to see somewhere else as well. So we want to see what we can do to bring them or at least they encourage other people to come to us.
And in terms of-- Just imagine we've done all the great work and now comes to fulfillment. So you're coming from Las Vegas. Just imagine you're going to Australia, but you said, "You know what? I'll stop over in Qatar." Great. So you're there with us. Good. But we realized that we still don't have enough engagement with you as a passenger coming to Qatar. We felt that there was not enough depth about the engagement that we had with you. So that's where we ask ourselves...
Do we have the right tools? Are we collecting the right data? Are we doing the right things? Are we running the right campaigns? So this list, I'm sure you're all familiar with, all the Adobe great tools in place. And we said, okay, great. Big tick box, done, and we've got the right tools and we're good to go. But then we realized, no, we still are not delivering what the ambition of the country was, right, the ambition of the tourism board and we realized that we still need to do more. We still need to do more. And then what we realized was that possibly we're not using the tools correctly.
And I think that I've seen in so many organizations that I worked with...
That you buy the license for a lot of money, then you pay a lot of money to implement it and then using it the right way usually doesn't happen. I think that is where, what we did was we worked with Adobe...
To do an assessment to see how mature we are in terms of using the tools and I think that has helped us a lot because we've streamlined our processes. Our collaboration, I think, has increased within the team so people know what to do, not do the same job twice. And also, I think collaboration, we all talk about collaboration, but it has to be useful collaboration. And I think having that process and the assessment coming from some outside tells us, okay, you're doing great here, but actually you need to do something else here in order to make sure that you utilize the tools that you have. I'm pretty sure you may have the same challenges that you've got the tools, you've implemented it, but it's not being used in the right way.
All right. That's it from me. Thank you. Thank you so much. I'll take it from here further.
So yes, you have the tools as Daryush said...
But still, it's not working the right way. We use the Adobe, I think, it's called maturity assessment in order to really play that back to us as well. What we were thinking already, we knew something we were not using it the right way, but it really helped also to have that as an assessment done in a structured way. And obviously, Adobe gives you a lot of options in order to help you to put you on the right path where you can then also measure how you are progressing. And I'm looking forward to do the next assessment very soon because I know that we have advanced quite a bit as a team in that regard.
But how did we do that basically? Because that didn't just happen because we wanted to do it, but we said, okay, we really need to plan it a little bit better. So we really need to go from something that seems to be very unstructured at the moment...
To something that is a little bit more structured, but then again, not so structured that it actually creates silos within the team. We do, actually, work both with teams that are based on-site in Qatar as well as remotely, so that is a little bit of a complexity there as well.
So we said, okay, we need to transform really the way we work, and transformation is always a big word. Right? And I think I'm also going to just take a moment here to really focus everyone about what we are going to talk about over the next few minutes as well. So we're not going to tell you how we specifically used the Adobe tools to create personalized journeys. I'm going to briefly mention that, but I think everybody in the summit is talking about that. And as we've also seen in the keynotes...
In future that's probably going to be taken care of by an AI agent anyways.
We're also not really going to dive deep into how we automated our processes.
We are really focusing on an innovation part. How we create or how we enable the teams with processes, with certain frameworks to really use the tools that they have already for more innovative approaches. So that's what the focus is going to be. And when we talk about transformation, of course, we can do it in a big bang and we can announce that, but it's a journey for the team anyways. So it's a journey that the team has to go through step by step, and it often is involving, actually, more of a mindset change than anything else.
There are a few very crucial characteristics that I would say are part of transformation. And from my experience, if you are not getting those things right, then you are not getting your transformation right. I'm going to mention them. So one is when you change the structure of your team, you need to ensure that the team has certain size. Usually, that is between five and nine people. Why is that the case? Because beyond nine people, you actually have a lot of complexity in terms of coordination. You have inefficiencies, and the teams are actually not able to manage themselves anymore. Anything below five, usually you lack certain skills in order to be able to deliver an end-to-end experience or an end-to-end product actually with the team itself.
Number two, also very important, often underestimated, but I think a crucial point.
You have a stable team. So teams that work together on a long-term ongoing basis and that are not changing very frequently. This is so important with regard to team dynamics, with fostering really commitment, responsibility and also a really deep knowledge about your own product, about your experiences, etcetera.
And number three is, again, something very important. You need to have one goal that the whole team basically works towards.
Again, this helps with alignment. It avoids conflict. It avoids competing priorities. It just ensures that the team knows what they're doing and that they're working in the same direction together as a team.
So based on that, we knew in order to solve the problem that we had with regard to underutilizing actually the tools that we had access to from the Adobe suite, we had to restructure our team and we had to create or restructure the processes of interaction.
So starting with the team structure...
As I mentioned earlier, so we needed to create something that is more structured but not a silo. What you see here is a very simplified approach. So you have the different web product teams, the app product teams, AI and campaigns as well, which are working as stream teams. They are creating their products. And then you have MarTech, which is mainly experimentation or AB testing and personalization in our case, the content team and the data team...
Which are working as platform teams to support those other teams. They are providing basically their product as a service to the other teams. And some of you may be familiar with this structure from standard product development team structures. What we did, we applied this to all of our teams. So our campaigns team had a product owner or has a product owner, and that product owner is basically handling campaigns as a product there.
Now the rest of the responsibilities of the team are pretty much standard. For some of the team or for most of the teams, you would have developers, not for all of them but you can have an equivalent. So for example, for the content team, the equivalent of the developer is a web editor or a content editor, so basically the ones that are executing. Apart from that, they will work the same way as you are already probably familiar with from product teams.
Yeah. Now the next area that we needed to tackle was the interactions between the team.
And here, these are basically the key points that we tackled starting with goal-setting and KPIs. So all of the teams reviewed the KPIs. We reduced the KPIs that we have and we created what we call a customer journey to be that really helped us to visualize or help the whole team to visualize what everybody was working towards. We also moved to more regular plannings. We created quarterly plannings...
And we also introduced something that's probably a lot of you also have heard of, which is OKRs. For us, in particular, this was important because we wanted not only to focus on KPIs but also on increasing our maturity. And this is where I think OKRs can be a very helpful tool.
And the other point that was very important and I think has helped the team a lot and I've seen it, if it's not implemented, go wrong often times, is that all of the teams had to work on a specific aligned cadence that really helped them to plan, to manage their dependencies, and to really have the right rhythm basically to work in as well.
So that's it. Some people call it people, process and technology. For us, we use the terminology tools, the team structures, and the interaction or framework for the interaction within the team. And from here on, we said, okay, we're going to take the inspiration from the approach of launching an MVP, just testing and learning from whatever you implement. And we took the leap and decided to try our new structure, our new processes with specific campaign, actually.
So that's what we did and we created a lot of very beautiful, personalized, tailored customer journeys starting from when our customers are interacting with a paid ad, landing on our website...
Creating tailored welcome flows or nurturing flows, as we call them...
Retargeting them based on if they're dropped off, if they continue to a certain partner. So all of that tailored really based on behavior segmentation...
And also depending on the stage of the journey that they are in, we have the dream plan book status that we usually refer to if somebody is just getting inspired about the destination, really going already more detailed in planning or already ready to convert, basically.
What we wanted to ensure, obviously, is that we get or our main focus was actually that we get the maximum learning from the team, which is also why we decided to go during a campaign because that helped the team really to get enough or access to enough traffic in order to generate learnings very fast. So that's something that I can definitely recommend in order for the teams to really get those insights very fast. Usually, it does help if you leverage certain-- Either campaign windows or seasonality windows where you know that your traffic volume is going to increase a little bit and you are able to generate learnings much faster.
There's one thing that we also wanted to ensure which is, we wanted to have a bit of a challenge to not only focus on one channel, so not only website but we wanted to go multiple-channel, which is why we said, okay, starting from paid advertising, we are including that in our personalized journeys already because that is ultimately what we want to get at and we want to take that learning already. And I think most importantly is that we didn't want to wait until we had the perfect structure or perfect journey set up. There were a lot of ideas that the team had but at a certain point, we just had to say, okay, let's go ahead. We'll launch it and we'll then see how it goes, and take the learnings.
So all of that, all of those personalized experience, of course, were realized with Adobe. So we used AEM, Target and Campaign for that.
As I said, I'm not going to go into detail on how we set it up. I want to ensure that we continue, and I'm going to tell you a little bit more about the next stages of the innovation journey that the team then went through.
So obviously, with all of the personalized experiences that we created...
We very heavily relied on our Headless content management that we were already very successfully using. So we used content fragments, for example, across multiple channels very successfully already, website, app, emails as well. And for us, it was only natural-- For the team, it was only natural to then go and see if they can use the same structure in other channels or maybe not channels but engagements or interactions...
Which is where they came up with a new idea, and I would call it, they tested the waters. So what they created was a video component, which is what you see here. So on the left-hand side in the video, you see beautiful, moving images of Qatar with specific points of interest. And on the right-hand side is where you see the specific point of interest being called out using the content fragment that we already have in place and that we used very successfully in other channels already as well. So it was something fairly easy for the team to use. The key driving metric here was engagement...
Which nicely improved as well.
Of course, applying all of this, the personalized journeys, the new interactive video component that we tried...
Brought a lot of learnings, or learnings always start with challenges, I would say.
And then you may say, okay, some of them is something that the team could have foreseen already, which is fine. But I think every team, as they go through a transformation, it's always very powerful for them actually to experience it themselves because you really realize how they are taking this as a challenge and really trying to solve the challenges, the barriers that they are experiencing.
So some of the challenges that you see...
On the slide here are probably, again, not unfamiliar to you.
So we faced fragmented visitor identities, of course. The team was able to find a quick-fix around that to allow us, at least, not only to always fall back on the usual identifiers that you know.
The complexity of the content variations, yes, definitely a challenge. It was manageable for the campaign that we did...
Considering the channels that we selected, so paid media, owned media, website, all of the translations that we usually have to apply and we are translating into eight languages.
So it was manageable for that sort of trial, but we knew it was something that had to be tackled ultimately in the midterm. Data silos, of course, also nothing surprising. The limitations with regard to the integration of the Adobe suite and our CDP, which is outside of the Adobe ecosystem, is also something that we faced. And then, again, one of the main major challenges that the team still came across was that there's just an abundance of the content or information that we have actually available for our customers and visitors, and how do we better guide the visitors to find that content. The video component was already a big step in that direction but we were still not where we wanted to be...
Which is why we pushed further to innovation. Again, I'm not going to talk about how we are going to fix data silos or how we are going to better integrate our CDP with Adobe. That's not the focus of the session. We are going to look more at the innovation journey that we went through.
So with the initial experience that the team had...
Rolling out this new component which showed a good impact on the metrics, they became a little bit more confident, a little bit bolder in terms of the ideas that they brought as well.
And what they did as a next step was really to focus on the metric again that they want to influence. That was key to really be laser focused on one metric. In our case, that was engagement.
And look at the outside-in perspective and not inside-out. So really look at the user perspective. They did extensive user research then, finding various pain points along the journey.
And also from that research, they uncovered that finding the right information was still one of the main major pain points that the customers or that the potential visitors actually went through.
So then, as I said, they started to become a little bit bolder with regard to their suggestions and the next idea that they had was, why don't we offer a chatbot? The initial idea was very basic, text-based chatbot. And this is actually where I thought and still think basically that we are going to see quite a massive shift in terms of how customers, how visitors are actually interacting with content. So we know that there's already hardly anybody actually engaging with long written content on websites. We know that the shift towards videos has already happened, and I see that that shift is actually going to continue and it's going to move towards more conversational interaction with content even away from videos.
So despite the fact that we had or the team...
Had this innovative or wanted to go a little bit more in an innovation direction, they still wanted to validate their ideas. So they did use a mix of methods in order to validate what they came up with, interviews as well as surveys, and they found very well that the concept actually resonated with the vast majority of respondents. We were actually quite surprised about how positively that was received.
They were digging deeper into what would be the use cases for or what do you see the primary use cases for that. And that was really organizing and scheduling trips and also getting recommendations and travel ideas. So that's what the team then also focused on with the initial iteration of our solution. Ultimately, they even went deeper and used the surveys that they did in order to really identify, basically, the priorities for the next features as well.
There was one or let's say two other very interesting points though or takeaways from the user research that the team did. And again, I think, I have to say for the team, going through that research themselves is very powerful.
One of the points that came out was that the research journey for travelers is often actually part of their travel experience. So when they do the research, they're actually building up excitement. They're building up the excitement of going to the destination, ultimately experiencing it. So as we know travel, after all, is an emotional business and remains an emotional business. So for us, it was about really streamlining and finding the balance, not between eliminating that step for the customer but streamlining it to the sufficient extent to make it a little bit easier for them. So that was one of the crucial points.
The other aspect that the survey or that the research revealed, which is also quite interesting, and again, maybe to a certain extent specific to travel...
Is that we noticed that travelers actually switch between different personas when they travel depending on the context of their travel. So what's the reason they are traveling for, who they are traveling with and many other factors, basically.
So that means, Barbara, for example, she's not always a meticulous travel planner, but it really depends on the context of her travel in that regard.
And that basically meant that there was an unlimited spectrum of different personas or of different nuances that a traveler can actually assume across all of the different four archetypes that you actually see here. And the more important thing is that an individual actually switches. So it's not that this individual can always be addressed as a meticulous planner. It really depends on the context.
And when you have the need for this flexible and really nuanced approach...
Then Gen AI comes in and you think that that could be a good...
Technology, maybe, to solve that problem...
Which is why the team actually explored that and faced the dilemma. Because, yes, we needed something that is very flexible but at the same time, we also needed something that ensures that the content that we display, that the assets that we display, the description is accurate. We cannot show wrong information. We cannot show wrong imagery, opening times, etcetera. So we really needed to find something that was able to combine the flexibility of LLM with our existing content structures, translation structures as well.
And this is, again, where we went back actually to our content management tool and the usage of content fragments ultimately. And I'm going to show you what we came up with.
[Woman] What does the future of tourism look like? It's personal. Meet Visit Qatar's AI Concierge, your travel companion designed to turn your journey into an unforgettable experience. It listens. With cutting-edge speech-to-text, just say the word and instantly discover everything Qatar has to offer.
It understands. From exclusive events to hidden gems, it tailors your journey from start to end, making each moment in Qatar uniquely yours.
It guides. Change of plans? The shuffle mode instantly adjusts your itinerary until it's just right.
It connects. Craving culinary excellence? Directly reserve your seat at Doha's Michelin star restaurants.
It's there for you. Your interactive AI concierge provides real-time local insights, reflecting Qatar's warm hospitality, ensuring every moment of your visit is seamless and unforgettable. Meet the future of tourism. Meet Visit Qatar's AI Concierge.
Okay. Thank you.
So I think that gave a good idea in terms of what we've created.
The problem it solves for us really is easy access to the right content at any stage of the visitor's journey. It's the only AI concierge that we've seen that really integrates text, voice, you have rich content, a map, a virtual human conversation and a planning interface so you have the trip planner as well. So it really creates a truly interactive experience.
It includes generic must-see attractions and Qatar points of interests, restaurants as we've seen, but it also includes events. So it pulls in specific events, and specific limited-time offers as well and includes that in their recommendation.
Power to the content fragments that we already use in other channels basically...
And that's something that is only accessible at the moment for Visit Qatar or visitqatar.com, our own channel. It's not, for example, on Tripadvisor or Booking.com. So this content is really proprietary for us.
As I've shown, it is grounded really in extensive research just to ensure that we offer the right features to the customers and design it in the right way for them to really use it. And since its launch, basically, it has already helped customers in more than 1 million interactions which, I think, is showing the great engagement and the great adoption of our visitors and potential visitors.
We see it in our success metrics as well, which are quite impressive. So with the launch, we noticed that we have a six times higher engagement rate for somebody that is using the AI concierge or let me say...
They are six times more likely to engage.
Visitors that use the AI concierge on our channels...
Spent four times more time on the site itself, on our website...
And they are really interacting with the content. So they are not only interacting with the concierge itself but they are going really deeper into the other areas of the website, and in total or on average, visit more than three times the pages than somebody who doesn't use the concierge.
Okay. For us, it's a journey. So just to give a little bit of an outlook what other plans we have next for this product and maybe also related products.
We are going to move into Agentic AI, of course, without telling too much around that.
There's one area that is of particular interest to us, and I think Daryush has alluded to that earlier...
Because we also aggregate a lot of content. We don't only own the content but we aggregate it, which comes with its own challenges regarding QA, in particular, regarding the quality assurance of that content. We are looking very much forward to leverage better workflows in our content supply and leverage actually our AI-powered workflows in that regard. All of that, in particular, the concierge, but any other experience in our website, in our app and our in-destination experience is based on the data that we feed into it. So that's a continuous focus for us as well to continuously evolve, clean, structure the data, our own data and the data of our partners that we get.
And...
The last point is that...
While we have rolled out our experience across multiple channels already, the different channels have different maturity levels, and that's something that we want to...
Align as well for the channels that still need to catch up a little bit. It's something we want to push and we're also rolling out in other channels, including WhatsApp, very particularly.
And just to summarize some of the key takeaways from what we presented. So the travel industry, as we've introduced with, is becoming open for innovation, which I'm quite pleased about.
I think everybody in the industry should be prepared for that regardless of the size of their teams.
Tooling is very important because it builds the foundation to enable your teams, but it's not the only thing that is important. So it's really about building the team structures and the interactions and processes that enable your teams, actually, to use the tools in the right way, and we saw a few examples in terms of what has worked for me in the past.
One recommendation is always-- One of the important things is to take learnings. And for learnings, you need to test, you need to experiment and you need to get the data. And in order to get that fast, usually, it helps if you leverage the time windows where you have a lot of traffic. That can be campaigns or certain seasonalities, which also means that you need to work backwards from those time windows. And last but not least, I think, it's often about just taking the leap and not waiting for the perfect setup but allow actually your platform to grow with the majority of your team.
So this is one of the paths on how to use existing tools to create something a little bit more innovative, some of the examples.
So happy to connect after the session...
During the Summit on LinkedIn, whatever, and also open to take any questions right now if you have them.
Thank you.
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