Hello. We'll be getting started soon. Thank you for joining. We're just gonna give everyone a couple of minutes to join in. Good morning. Good afternoon. We will get started shortly. I see, the numbers rising, so I don't wanna jump in just yet. Alright. I'm gonna kick us off just because we only have forty five minutes here together. I just wanna say good morning. Good afternoon. Thank you for joining. Wherever you're joining us from. My name is Juanita Oguin. I lead a product marketing for our platform, division at Coveo, which means I get to help people transform and rethink their workplace website and even multi use case approaches across the company I'm really excited for today's session, GenAI, the next evolution of AI in the workplace, and I'm really excited to welcome our guests that you will hear from a bit later today. Just a note, we are recording this session and you will get access to it in the next twenty four to forty eight hours. We do wanna hear from you throughout the presentation. So do please feel free to use the chat or the Q and A option, and I'll be monitoring it as we go along, to bring you into the conversation. This webinar today will fall into two parts One, starting with a general overview of generative AI and where it kind of stands in the workplace today. And then we will get into a workplace discussion with our special guests, Greg and Julia, and we'll have our customer success, Executive Cali, moderate that discussion. So to get started, I thought it would be really fun to bring in some recent headlines and it's the scoreboard of man versus machine. And so if you didn't catch this recently, a judge ruled on whether JennyI is, is able to get copyright protection for artwork created by that AI. And per the recent ruling, the judge decided that, no, it is not It is not protected under copyright protection because it does not entail any human involvement. So from a scoreboard perspective, that's humans one AI zero and, of course, a lot to be discussed and considered here in the world of man versus machine. But in all reality, you know, AI is always meant to augment our capabilities and our capacity. And so that's why we see companies like Mackenzie highlighting the potential value that JennyI can bring to organizations And so if you haven't seen this recent stat, it's predicted that GenAI could add two point six to four point four trillion dollars in product productivity value across industries. Now this is an amazing stat and amazing value that can be added, but what set out to me more than anything were the two words that are highlighted here, productivity value. It didn't focus on revenue. It didn't focus on costs. The very nature of focusing on productivity value to me means it's meant to help again augment our, human abilities, capacity, and help us do better in our everyday, day to day, working. Another perspective that if we dig deeper a little bit into, you know, where are these gen gen AI use case and focus areas, the same report highlighted that seventy five percent of the value for Geni falls across four key functions. Customer ops marketing and sales, software engineering, and product and r and d. Now when I look at these, three out of the four really present workplace use case areas to me with the first customer ops falling a little bit more into the CX and customer side of the house. But still all I think highly valuable areas, for companies to focus on. And when we dig a little bit deeper, to understand what type of use case for generative AI because there are many use cases. Right? I started the presentation with an image creation judge ruling. That's one of the use cases, but there are also many others including and answering, tone manipulation, classification of content, as well as improving improving your chat bots and helping with software coding. So a lot of different use cases to consider, and some are very departmental oriented. For example, image creation would be something more that designers in the marketing department would use. At Koveo, and because many of you that registered for this webinar today are our customers, so thank you for joining us. We really are focused on the question answering component where we're helping to summarize and simplify multiple sources of information. And we're doing that with our relevance generative answering solution, which we do see is more horizontal or cross departmental in nature. And the reason for that is because when you think of knowledge, information, and product, they are essentially what make up a company's identity. Right? As employees, we are constantly searching for information, trying to learn as we go. May be onboard a little bit faster. So knowledge and information and products are core to what make up an enterprise's internal identity, but then will also ends up representing your external identity to the public. And also as part of that, as part of that same McKinsey report, it was highlighted that, you know, I think when they did the research back in twenty twelve, It was predicted that employees spent one fifth of their time searching, which reflects one day out of a work week. Now I think we've improved that a little bit over time, but it still signifies how important it is and how, fitting AI generative AI in particular is to help us resolve some of those daily struggles that we have as employees And the fact of the matter is employees do expect generative AI to help. We've recently conducted an external survey that pulls two thousand, external users on their views on generative AI and what they expect Fifty two percent of them said that they do see gen generative AI as a great tool to help them find more relevant things or to create content faster. And more than half of those survey takers believe tools such as generative AI would save them at least an hour a day at work. Again, we think, you know, generative AI and technology can do a lot more than that, but what this shows is that employees do expect it. They do want it to help. And you know, I have to question, you know, what we do on a daily basis? We're a technology company. And, you know, you often wanna get a little pulse in the market on how people feel does technology really make a difference. I recently had a conversation with a friend who's a tax accountant And one of the things she said about a former company was that they had horrible tax technology tools, making her life a little bit more difficult on a day to day basis. So technology certainly helps and it still matters and employees are waiting and expecting it. The other thing, another stat I wanted to share here, again, from the same McKinsey report, lots of good insights here, is that generative AI is additive. Meaning it will increase the impact on all artificial intelligence by fifteen to forty percent. Now I found this particularly interesting because, you know, generative AI is the next evolution or one could say the next, set of models and techniques for helping improve the way work gets done. And if you're a Coveo customer today, you know that we've been investing in technology innovations and AI for quite some time I think we've been investing in it for the past ten years, and we're constantly pushing the envelope to bring new models purpose built, you know, ways of helping our customers help their employees as well as end customers along their journey, whether that's a buyer journey or employ employeager. Me. And so I wanted to take just a moment to pause here and, ask our audience, you know, based on your knowledge of Koveo, again, many of you that registered our Koveo customers, how many out of the box machine learning models does Cobeo have? And I'll give you a second to answer. And as you're answering, I will also explain, you know, as any other company, Kovea also is organized by divisions and lines of business And as I mentioned, our models are purpose built to solve for specific areas within a company's buying journey or employee journey. So many of you may not know how many we have, and so that's the point. I'd like to quickly walk you through what's available today. Now that I see most of the responses have come in, I'm going to hopefully launch the poll. It does look like most a good majority of you got it right. So I think thirty five percent answered that we have eleven machine learning models, and that is a correct answer. Let me walk you through what those machine learning models are. So to begin with, I started with zero, which is search. One of the value adds of Kaleo is our strength in our search product, our unified index, and the fact that we have seventeen ranking factors, even before we're applying machine learning models. In a recent Gartner report, it was also highlighted that search augments AI rather than the reverse. So it's absolutely important to have this as a core baseline and what is helping to make these models operate better. So to quickly go through these eleven, The first three I like to look at as search oriented, model. So query suggestions as you type, you're getting suggestions on you know, a query to complete your search. Automatic relevance tuning is ensuring that the best most relevant results once you hit search rises to the top. Dynamic navigation experience is all the facets and filtering and auto selection that that happens to help you more quickly identify information, especially when there's a lot of information available. Models four and five here to me are don't require search. Right? These are proactive models that are recommending information to users, whether that's a customer or an employee, based off of their profile information, previous history of actions, success from prior users. So content recommendations and product recommendations don't require you to search. They are proactively suggesting and recommending content to users. We then get into, smart snippets, which is a one to one, you know, question and response. So similar to question answering a bit, but This isn't generating a response. It is finding the answer to that specific question being answered by a user and automatically surfacing it to them so they don't have to continue to click. They don't have to continue to scroll the answers right in front of them. Then we get into case assist. So when you have users that are your customers, they're coming to your support sites, they they're looking for information, cases, is meant to help them find what they need without requiring them to create a ticket or submit a ticket and, you know, go through that whole support process. Models eight through ten here represent, more of our personalization as you go. So it's intent aware product ranking predictive query suggestions and session based product recommendations. Essentially, this is helping users in their buying journey. As they're searching for products and it's suggesting content and information to them in real time, based on the use of embeddings and So this is a lot more this is used a lot more in our commerce, side of the house when people are shopping for products. Last but not least, we have our generative answering, model and capability that we are currently, beta testing with nearly fifty customers today. So that takes us to the eleven. So a lot tier that we continue to build on, and the goal here is again to help augment teams capabilities and capacity. Now technology is just one part of the equation, which is why I'm excited to turn it over to Callie Burton, our customer success executive at Cobeo, who's going to welcome our guest, Greg, and Julia, and they're gonna take us through the process and people part, which is equally as important. So callie, Julia, Greg, over to you. Hello, everyone. Can you hear me okay? I'm Kelly Griffin. I'm a customer success executive with Sylvia. I've been working with some of our largest customers now for about five years. That includes both HPE and VMware. I've been very impressed over time talking to Greg and Julia about their perspectives on the workplace. And I'm thrilled to have both of you here. Greg Epstein is the director of communications technology at HPE. Julia Gregson is the senior manager of colleague experience at technology. The two of them both have some very interesting perspectives about what's needed to really, improve the employee experience. I want to focus today. Before I I turn this over into a Q and A session, I do wanna add that both HP and VM were have Koveo as part of their total experience, both in their their public sites for marketing purposes, their support portal, their internal use cases for support agents. They have partner side, communities. They have Cobail everywhere. Greg is here really to represent what the employee experience is all about, and and Julia, the same thing for, VMware. Let's So, if you don't mind, let's turn it over to Greg. Greg, I'd like to start by asking really what how you think about the employee experience. Like, I know you have a very strong philosophy, on on what it needed. Yeah. Hi, everybody. Welcome, and thank you Kelly for that great affection and for having having me. At HPE, we believe the employee experience, it's really specifically the digital employee experience is, is very central to our success. As a company. So, during the pandemic, the employee experience really meant everything from desks and you know, coffee shops and food selections and entertainment, and that stuff is still an important post pandemic But really the pandemic really focused it for us on that digital because it became the only employee experience that was available And then for us, it really did highlight quite a few things that we were working on, but weren't a priority. And with, with that becoming the only employee experience we really needed to focus, on that digital work and search was a very big central, push for us. So, you know, one of the things that we realized in that process was just how important that employee experience meant to our brand as a whole. We're we're selling not just our products and services but we're also selling how to -- how people work today. And that digital set of tools that experience from search to your desktop tools, to your ERP solutions. They kind of are in the same breath now. You know, in a post services only model, right, where you're just buying SAS and plugging something in. It really was very hard for IT to manage all of that. Successfully and just keep keep the lights on, but when you, you know, think about pivoting to it from the people perspective, you really have to think of it as a unified experience. And when you start working on that, it becomes very logical how important your search can become in building that out. So that that's kind of the core of how we think about employee experience. Excellent. Can you talk a little bit more about how you went about And once you realized that this digital employee experience was a priority, how did you go about kind of getting buy in across the organization and and really changing people's minds to focus on it. Right. A lot of that was partnership. Right? Our colleagues over in hpe dot com as well as support. There were about twenty different sites managing and owning their own search solution for one description or another. Many of them point solutions, you know, and certainly a lot of the SaaS providers solutions had search built in. And our challenge really was to build that partnership and a momentum behind that single single solution. You know, it made sense from a financial standpoint for the company. Everybody knew that, before we started that we were spending a lot of money in many different solutions without, without consistent experience, but that, the partnership was key. You know, we, we found the people who were leading in different areas and you know, we know what we knew what we wanted to do for our intranet that's what the technology stack that our team manages. And we put, we started putting people in the same room. We started feeling the same kinds of pain, We started talking about, you know, efficiencies. We started talking about the employee experience and the solution kind of naturally just bubbled up. And we we knew what we wanted to do. We we got by IT buy in. And from there, it was standard, you know, Let's go get funding. Let's, you know, let's sell it to the executives, all that kind of stuff. Do you have any recommendations for people who are earlier in that process on on what they could do? Yeah, find the energies, right? Go seek out the other people who with similar with similar needs or or large data sets, information sets that are evolving quickly that are maybe, maybe, looking to find other audiences to work with their data or people who have cases that really need to work with that data you know, Kovea's models, we only use like the first three. I looked and wanted to slide there and I was kind of jealous. I'm like, wow, we have a lot of, a lot of work to do. But, you know, if you can find people around the company who, who match some of those models, who have, you know, what we call the retailification of their data and information in mind, you know, usually building that synergy is first step towards really, really gathering gathering steam towards, towards a better new solution. Okay. Great. Thank you. I know we have a section with both you and Julia talking in just a minute. But I would like to kind of turn to Julian and talk a little bit about the employee experience at VAMware. Juliet, can you maybe, tell us a little bit about your role. It's a little bit different. Could you, focus a lot on the employee experience itself? Yep. It's yes. And I and I will say it's one of the things that I that I love after after focusing on customers and designing, you know, helped us and support ecosystems over the course of my career. It's been really fun to to bring that inward and and apply some of those principles you know, of customer success and, you know, all of the things that we do to help customers succeed to bring some of those principles, you know, inside So our employees can benefit too. And I think, over the course of my career, it becomes something of a systems design nerd. You know, having worked in customer service and graphic design degree, becoming an IT systems administrator being part of that IT organization as well as, you know, being on the outside, and then studying organizational change leadership, I feel like, employee experience is ultimately rooted in, the platinum rule, you know, treating others the way they wanna be treated. And I think especially in the global environment, being able to honor those norms and preferences, being curious about learning, you know, what our diverse, employee population really need and want is key. Our customers are diverse. You know, we wanna honor that. Why why wouldn't we wanna do that internally as well? So always asking, you know, how can we make it easier for people to succeed in doing their best work? You know, if our employees get what they need quickly and, you know, conserve, you know, can avoid having to open a help internal help desk ticket, that just means they're more available to our customers. So in VMRIT, I do wanna say we're really fortunate that we have a biannual, technology experience survey. And it was one of the things I was really excited to see. I, I came from pivotal where we also had Covio in our ecosystem. And moving to VMR IT, getting to see those results was really cool. You know, they provide them sort of for each of our I guess, internal technology towers, if you will. I love to look at things horizontally. And so that's really where we got confirmation that employees need, want, need to be able to, you know, quickly and easily find the information that they're looking for no matter where it is in the enterprise preferably. And as Greg was saying, like, there's an art, there's an art to that. You know, working with the vendors, working with, you know, with our Covio partners to to tune those, has been super valuable. And, you know, who doesn't want accurate timely and relevant information? So Yeah. I guess I was last thing I would say for is that I, you know, I think I AI and I and I loved the introduction, it just has the potential to make everything easier faster. But the key is going to be how we design that into those systems that we provide our employees, and even customers, just people. Right? So it's easier for them to do their job, make a difference, take pride, grow their career, you know, for me, it's all about how technology serves people. But, yeah, kind of a long intro. Hi, Kelly. How are you doing? Yeah. I think that that's actually a common theme I've heard from both of you is that technology is is here to serve us. And, as employees as people, and that it's very important when you're designing and when you're thinking about what to do next to remember that ultimately this is something used by people to make their lives better and easier. We tend to forget that with technology. We're very into shiny new toys. And, I I think that, this is an important reminder I love hearing that for both of you. That is really important. Oh, I can just jump in. My echo actually said what you just said too, Kelly, you know, that's really important guidance when you think about it because, you know, as a technologist, we, we tend to get pulled into the, the nitty gritty you know, check boxes versus radio buttons and, I mean, all the little different details, but to keep the big picture that, you know, our QA team. We've charged them with not just making sure everything is functional, but the separate quality measurement is what is it good? Does it actually help? Is it measured like Julia says about how they they they do surveys? Servues are really important to get that feedback. Open feedback channel, a responsive team able to respond to that feedback. And then you're molding the technology towards a solution. So a solution that really can help the way people live and work. Under percent. That's great. Thank you, Greg. So as as far as both of you, I've got a couple other topics, if you can both chime in. One of them is, what do you think companies get wrong about employee experience? Where or maybe to rephrase where what are areas, like, I'll just throw it out. There's like content management, for example, that, companies may not focus on enough to make the employee experience successful. Yeah. I I mean, I've seen a few times now where when we think of knowledge management and content management, you know, if if you really want to make COVio. I guess I feel like, bringing knowledge centered service and Covio together in an environment. And I found this great quote on the Atlassian's website where they talk about KCS knowledge center services that it's about getting the in-depth knowledge of IT teams out of their heads and onto the page, creating detailed documentation that employees, system users, customers, new or less, experienced engineers can use without con constantly bombarding the service desk with the same request. Right? So treating knowledge as a business asset and not entirely relying on memory and experience to resolve problems quickly. I feel like, you know, I've seen some really great efforts to bring knowledge centered services, get sort of sidelined when they get mixed too too, mixed with content management, you know, where we wanna know like, we're we're deleting content and we're archiving content accurately. You know, that's probably a problem that almost every company and the world has right now. It's like you've got more information than you than you need. And some of it's old, so it might not be accurate anymore. But when Covio's using the machine learning and and returning the best search results to people, you you get to worry less about content management, you know, and and really focus on what knowledge is being used again and again, successfully. So that's one of the things for me is, like, I think they have you have to recognize the differences and know what outcomes you're really going for. And because I have yeah. Anyway, I would enter what Julie just said by saying, you know, it's a people sent city, right? It is user experience, the lessons of user experience as a designer in my past, also, you know, you're thinking about your audio you're thinking about what their day is like and recognizing that different divisions and different job categories need different things at different times. So, you know, you can't just design an application and put it out there. You have to think about integration, you have to think about workflow. You have to think about the daily challenges, you know, if they're working towards a quota or something that there's metrics that are time based. There's a lot of different pressures on the things. If you understand your audience really well, you understand how those workflows or maybe those workflows, even how they're evolving you can design a much better system for your people to help them help them figure out how to work, not just really well, but, you know, it also has a direct impact on brand. So you can't, you can't forget that part either. You know, people, your brand, all of it comes together, if you don't, if you ignore all of those pieces, you don't look at the whole as how good a quality solution you're designing then then you you can get it vastly wrong. So, I think a good follow on question to that is, a little bit about the importance of change management, no matter how good you build anything. Right? You you still need people to find it. This isn't quite the field of dreams in the technology world. I don't know, Greg, if you wanna start, kind of talk about change management. Yeah. I think we, we all I mean, I think we all do this and to some degree, maybe even not not knowing it, but really to, to make a concerted effort to invest in that change management, you know, it's it's really the age old adoption question at core but, even when we get to AI solutions where people are expecting something and it's going to be dramatically different, you really need to escort them through. This is why it's important for you to change or adapt, or these are the benefits to you and to help people through that. It is about knowledge, as well as, you know, providing the content that leads to knowledge It is also about context. So you're providing that information in the context of what, somebody's day looks like or how they go about getting an answer to something that helps them serve a customer or a partner or a team a fellow team member. You really, you really do need to make sure that those, those changes are managed. When we get to AI, it's going to be even more dramatic. You know, today, I still think of generative as just the the outer crust of what AI is bringing generative AI is powerful. It will augment how everybody works. And, you know, I really liked Juanita's metrics that she shared this morning. They are, they are telling but I still believe that is just an indicator because I think that generative will lead to more foundational artificial intelligence that will change, a lot of how decisions get made, how data is brought to bear to help make those decisions, and advisory, methods. So without getting too didactic about it, You know, it's not different than, some industrial evolution changes in the coming years, but we will be challenged to make sure that we bring everybody on our companies aboard for those changes and really help them transition and really figure out how they can benefit, how the company can benefit and how ultimately the world will benefit from those changes. Thanks, Greg. So, Jeff, did you want to add something? Well, I think yeah. I I love hearing Greg talk because it's Anyway, so relatable. Right? I I guess I think, change management for us It's another thing that we do within our organization where we have organizational change managers really looking into you know, trying to really dig down into exactly who's gonna, you know, experience something different, see something do something need, you know, need some, some information to be successful if this change affects them. So rather than overcommunicating, we're really, you know, holding hands, if you will, you know, really serving the people directly, you know, who will be affected. So that's been super helpful for us. And I think that goes to the personalization capabilities, you know, in Coveo. I think it's, you know, one of the things we're really striving to is being able to, you know, populate that information. And, you know, it's sort of this blend of, you know, incident response where you're watching, you know, the kinds of tickets that are coming in and the and the issues that are being being raised and being able to recognize, you know, and very quickly communicate that, you know, maybe on your, again, digital experience, you're communicating that on your on your employee support banner or your intranet to let people know we have these issues and we're, you know, use the symptoms Right? Here's the symptoms that are being reported and we're looking into this. That can bring the, you know, the sort of the energy level down, help people stay focused on what they can do, I think it's just natural and innate, you know, in organizations to wanna tell people, like, be accurate in telling them what's wrong. But by focusing on symptoms, you can you can start that conversation sooner. And again, it's super powerful when you have when you have a tool, you know, helping you see what's what's really happening, where it's not, you know, support managers trying to say, are you seeing issues about this or seeing issues about this? So, you know, probably more granular, but that's I I think that for me has been a game changer. Being able to use use the wisdom in one piece and to help manage the energy in the other. And I and I do realize, Kelly, I was remiss. I was also gonna mention, customer effort score, in my in in my other other section, I don't wanna miss that because I think again, if you haven't already, you know, started exploring customer effort score, as a way to move away from, satisfaction surveys because again, everything begins and ends in feedback. Right? It's this continuous cycle. And I think the customer effort score approach is so amazing because if you use, you know, if you're asking people what they think and what their experience was like, in a customer effort score fashion, you know, if there's if they say it wasn't great, you know, you're you're you could have a follow on question and you're like, well, sorry, it wasn't experience you were looking for, help us understand how we could make it better. You will usually get very actionable feedback that you can then put back into your into your system. And conversely, if they say it's great and you ask them what was fantastic, they're probably gonna tell you how awesome your engineer was or how much they love you know, some widget on your website, those are things you can then go recognize, right, and do more of, more of what works. So I didn't wanna to miss that because I for me, I think bringing together KCS, Koveo, and customer effort score, has been really powerful for co keeping us focused on the things that matter to our employees. Right. I see you nodding. Did you have something to add? No. I really just I love that customer effort score because I I We don't do that today in a, in a formal campaign, but we certainly do have a voice of the worker surveys at multiple levels and we kind of capture those kinds of what I would just sort of call normal sales friction. It's still information sales. And we see that, you know, does our experience, does the search reduce friction overall. But, I really, I I'd like to get feedback, but while we we do we use our our Slack and our other channels similar to get those things, and we've we've recently revved those. But I like the idea of putting a, putting a score on it. Yeah. I I think metrics can be a a challenge to track in a in a workplace scenario. I don't know if you have other ways that you score or track success that you wanna share. Yeah. I can talk a little bit more to that because that does lead from what I just said. We are building a brand new metrics engine. So we actually sit within the global communications department and we partner with, team member communications. That's a whole other director led operation, network on more of the operational and communication side, news side, the information side. And again, I'm more of the, lead the technology aspects of that. And, certainly innovation comes from everywhere. One of the big projects that we're working on is a, as a more formal impactful metrics program where we are taking traditional metrics and combining them across different platforms to really get a three sixty view of how our different campaigns and programs are working. It does not really measure sort of user experience type pieces but rather quantitative feedback, in terms of consumption. But that That is a very sophisticated, complicated process that can really be quite frankly a little fluffy in communication organizations while we've We think we've got a great solution for really taking a lot of the fluff out and getting right down to the brass tacks of what is working and what isn't. And, we're currently building that out. And, of course, Koveo is a big part of that. Well, extra nice think it's about time for us to hand the mic back to Anita for, little bit of final Q and Yes. Thank you both. Great discussion and insights. I really do love that customer effort score because, yes, we also see that many of our customer are looking for better ways of just measuring success of their programs. I do have a few questions that have come in. But before I jump to those, I do wanna thank you both for that, section of today's webinar. Before we jump to those questions, I did also want to encourage the audience, those of you that wanna learn more that maybe didn't know we had eleven models and only used two or three of them to please feel free to book a call with us. I'll share my details after this in case you wanna reach out directly, but I also did wanna mention we have an upcoming generative AI webinar on August thirtieth. So you can see what we're building there and what we're up to. We'll make sure to get you these links so you can follow-up and check some of that stuff out. With that, I do want to thank you guys for joining us. And now I'm going to just ask Greg, Greg, and Julie a few questions that did come in. If you're still here with us, it's not too late to, submit your questions. I'm happy to push those to Greg and Julia. Just the first one that's come in, and it's a popular one that I've seen in the past. The question is, who owns employee experience at your company? Who wants to take that one first? I can, I can respond? And, you know, it's, it's, you know, maybe maybe not a great answer, but, you know, we don't have a specific owner currently, we have ownership responsibility throughout the organization, and we do really think of it as a shared responsibility. Everybody, you know, currently owns it, you know, if there's there's a lot of benefit to that. There are challenges with that too, of course. But, if everybody's building applications and solutions and stitching them together with the consumer in mind, meaning, you know, team members, partners, customers, you know, you're going to end up with a better, better solution. You know, IT plays a huge role. You know, teams like mine, scattered throughout the organization, we, we obviously play a very strong role, with, with the face to the enterprise, which is our intranet homepage, and search solutions and various other applications that are used throughout the company, but that setting If everybody owns it, everybody sets a new example and we all learn from each other, and we all can get we all can get better. Thanks for that, Greg. Julia, what about on your side? Well, I was gonna say, similarly, my experience as a Vumer employee is that it's probably one of the most employee well-being oriented companies I've ever worked for. And our and a lot of that is down to our HR leadership, and our CIO is very passionate about you know, again, helping people be able to do their best work. Our workplace team, you know, again, through the pandemic and and back. The shared vision of just doing what's right for the employee has been has been really empowering, really as an employee serving other employees, and also for, you know, for our peers. So, can't say enough. That's great to hear. I do see we have maybe a question from an audience member here. Let's see. Austin, if you are brave enough here, We can, I'll try and turn on your your sound. Austin, are you there with us? I am here, but I don't believe I I'm the right Austin because I haven't asked a question. Oh, okay. I saw your your your hand raised in the zoo. Maybe that was my accident. Oh, it was. My apologies. Well, thank you for being here. And you're welcome to join in the conversation with us. I appreciate it. I'm happy listening. Thank you. Alright. I'm gonna move on, to the next question. So that question is gonna be one second. How do you prioritize your workplace investments? So I think Greg, you're more on the intranet side, Julie. I think you have a little bit more of a kind of enterprise wide employee, many use cases. So so how are you both prioritizing where you focus your investments? That's a good question. We we do rely heavily on that technology experience survey. So using that feedback around that has, you know, has helped us to not only understand what, you know, what technologies people are interested in more of. It's also helped us sunset some things that, you know, they were it ultimately weren't really in, you know, gonna gonna be super helpful to colleagues. So we we do rely on that. And and sting, especially in our in our CET organization, our colleague experience to technology, we're really responsible for those things that everyone in the company has access too. So being that middle ground, and also providing feedback to the vendors we work with. Yeah, so That's been big for us. That's great. I love the sunsetting one as well. That's equally as important. Yes. Greg, on your end? Similar, we use our VOW to prioritize, VW Voice of the Worker survey. To prioritize within departments and company. It's actually a company wide program that's happening now. So I'm looking forward to seeing it help drive priorities for next year. That's mostly for my team, but you know, there's the traditional process of bubbling up the biggest opportunities building partnerships with other divisions, about what the right solutions are. That's how we brought Koveo to, to HPE. And you know, I'd see there's lots still lots of opportunity around HPE for that kind of partnership to build a priority stack that makes sense. Amazing. Alright. One last question for the two two of you because we are at time. What are you most looking forward to? Whether that's on the digital workplace, experience, employee experience, AI, what are you most looking forward to over the next year? More maturity out of our systems in general. I think we've we've made a a lot of changes over the last year, year and a half. And, you know, I'm really am looking forward to the responses in the voice of the worker survey this go around because it will really be a marker of, you know, where those, where those needs have changed, where and perspectives have changed, how we really move the needle, I, you know, initial feedback, direct feedback, and, and, kudos as well as, you know, some challenges to what we need to do next. Are all saying that we're moving everything in the right direction. And I'm very excited to see what our priorities become for next year. On the Cavello side specifically, I'm definitely thinking of, of more, you know, retailification of our experiences, and, you know, how, how we can use search for more spaces to help people, you know, have fun while they're working, right, make it easy. Easy and easy to keep, keep their functional, deliverables rolling. And if we get if we've done that, then I will be I will be very happy. Amazing. Thank you, Julia. You well, I'm one of the other things that I'm fortunate and and love doing, at VMR is I'm on the, privacy council. So being able to work with our legal teams on, you know, how we use our data and, you know, employee data in particular you know, I think, being able to work with the Covio, administrators are experts around the company and and being able to see how we can create even more personalization would be something I I would be super excited to focus on. So Amazing. And I'm happy to work with both of you on that, by the way. So we are at time. Just wanna thank you both again for sharing your wisdom, your insights, your challenges. And for those of you that joined us today, hopefully this was valuable to you. If you'd like to learn more, please do reach out. We are always here. And if you'd actually like to join us on a future webinar where you share your wisdom, we'd be more than happy to have you. So once again, thank you for joining us today. Please take care, and we will speak soon. Thank you. Have a nice. Thank you. Bye.