Alright. I think now will be a great time to get started. Thank you everyone for joining. I hope you're gonna enjoy the webinar today. We've prepared a really great session. My name is Clara Boulanger. I'll be your host today and I work on the marketing team here at Coveo. And I'm really excited to be a part of today's session, which is called making a case for investment in employee experience. I'm also thrilled to be joined today by our speakers, Juanita Olgin. She's a senior product mark marketing manager at Coveo. As well as Madeline Savignac, who's a business value manager at Coveo. I have a couple of housekeeping quest items to cover quickly before we get started. First, everyone is in listen only mode. However, we do want to hear from you today during today's presentation. We'll be answering questions at the end of the session, so please feel free to send those along during the q and a section on your screen at any time during the presentation. Today's webinar is being recorded and you'll receive the presentation within twenty four hours of the conclusion of the event. For those of you just joining us, welcome to our session, making a case for investment in employee experience. Now let's get started. Warida, please take it take it away. Thank you, Clara. And hi, everyone. I'm really glad to be with you today. So as a product marketing manager, my role is to help reframe the way that we think about our areas of work, and so I'm the product marketing manager for the workplace area. And so for this presentation, I'm gonna start by giving you a little bit of flavor and market trends and what's going on and how you can think about the workplace a little bit differently. And in the second half of this presentation, I'm gonna hand over to Marin, and he will talk a little bit about business value and business case and and give you a few tools that you can use as you're trying to make that investment in your workplace initiative. Before we get started though, we do wanna start with the poll. So Claire, if you don't mind, can you run the first poll, for the audience, please? And really what we're trying to get a sense of here is where your organization stands today. So the question is, what is your organization's attitude toward investment in the digital workplace? Does your organization highly value and invest in the digital workplace today? Do they highly value but perhaps not invest enough? Or do they kinda do the bare minimum to satisfy, a few basic needs that we have as as, employees? So I'll just give you a minute to vote and, Clara, I'll look for your guidance to see how the voting is going. So right now, we have fifty seven percent of attendees who voted. So maybe just a few seconds still to give you some time to vote. Right now, it's between there's a there's a fight between the first two. Okay. Well, that's good. Mhmm. That's good. As soon as you think we hit the right number, we can just run the results. Perfect. This is exactly what we wanna talk about today. There you go. Okay. This these are great results. Obviously, we want and we want, companies and, leaders to recognize the value that the digital workplace has, and the big impact it has, as part of the employee experience. So thank you guys for voting there. I'm gonna just jump right in and just start with sort of our new reality and what we all went through at the beginning of this year, and that's that over three billion people were or were ordered to work from home. So if there was any doubt in terms of where the workplace and even digital workplace initiatives fell on the priority list, there's no question now that, it's absolutely important. And the pandemic that we're all currently going through is really shining a light on that. And what we're actually seeing is, a spectrum in terms of readiness. And so what you see on the screen is sort of, two sides to the story. There's the one side, which is companies that may not have been as prepared or may not have been as digitally digitally forward. And on the other side, you had organizations that that had made the right investments, that had, put the money where, digital workplace tools were most effective. And for those companies, business didn't skip a beat. And we heard that from some of our own customers. In between, you know, I added a few anecdotes, many of which should be familiar in terms of the things that, employees went through having to to work from home. So hopefully, some of those are familiar to you. What I think the pandemic actually highlighted for those leaders that didn't necessarily understand or appreciate the importance was that the digital workplace is more than just a laptop. And so I saw some of the reg the registrants and some of you attending. If you're a digital workplace leader, you know this loud and clear. You don't need me to tell you that. But for the rest, I think this really clarified, that the digital workplace and the workplace in general really needs that right investment and care. And the way I like to think about the workplace is that it's really an iceberg. So much of our time and effort is put into the top of the iceberg here that you see. So, of course, investments in things like hardware, computers, of course, monitors, keyboards, the IT and leaders worry about connectivity. And, yes, there are, of course, investments in the digital workplace, things like the Internet and collaboration tools such as Slack. And there's also other areas of the workplace such as team and management. So, you know, everyone's collaborating and sharing and trying to stay aligned with the organization and making sure that they're following their manager's direction and feedback. And so because there's so much time and so many areas to focus on in the workplace, what often happens is that the top half gets most of the time and effort, whereas the bottom half kind of tends to get ignored. And the bottom half really is the knowledge, our skill set, our domain expertise, really the core of what our job is, the core of what we are as employees is to do our jobs. And so oftentimes, with so much focus on the top half, the bottom half doesn't get to have as much focus. And so what we do see happening is, you know, stats like this and research like this, which I'm sure you've seen, which is that employees are really only able to be productive for three hours out of the working day. I would like to say employees are struggling. You can see the culprits on the right hand side in terms of where a lot of the time is being spent. So on things like checking email, responding to email, a lot of time spent on searching for information, a lot of time in unnecessary meetings, and if I had to add one more in there, I would throw a slack, and the distractions, that can sometimes present as we're going about our work day. And so from our perspective, we really do believe that technology can and should be an enabler, not a prohibitor when we're thinking about the workplace and specifically the digital workplace. So for us, you know, I I'm a big advocate of of the workplace and the employee experience and workplace advancement, but oftentimes we hear that investments in the workplace represent a soft investment. There's not a strong ROI. It's really hard to prove and justify this, and so that's what we're here to talk to you about today. From our view and our perspective, we think that there are a lot of good data points, and really our advice to you and what Marion will cover in the second half is to follow the data. And so there's two points I wanna make about this as it relates to the data. The first part is that, I know that the workplace and and knowledge work isn't measured in the same way that some functions are. So if we think about the customer service, function, you know, there's they're heavily measured. There's a lot of time spent on trying to, measure and rate productivity, but the rest of the workplace doesn't necessarily work like that. So that's the first point I wanna make that we know that, you know, HR and marketing, you're not their accounting in employees hours, and you absolutely shouldn't. Right? These are knowledge workers, and so there's a lot of, strategy and planning that goes into those roles. But the second point that I wanna make is that organizations actually have a lot more data than they think they do. And this is actually in the form of employee surveys and can actually come from site analytics. So if you think about your intranet or the tracking and analytics within the native applications that you're using, there's actually a lot of data there that you can use to, make informed decisions about where there are gaps. And when you don't have, data, you feel that you don't have data, of course, you can, conduct some quick time based studies or behavior based studies to gain a little bit of insight to help justify, your different workplace, investment initiatives. And so, that's what Maren is gonna cover a little bit more. But before I pass it over to Maren, I do wanna run one more poll just to get a sense for how you measure employee satisfaction with your within your organization. So Claire, if you don't mind running that second poll, please. So you have a multiple choice here to, select, which is how do you measure employee satisfaction? Is it by surveys? Is it by time based studies? Is it through some sort of web or site analytics or any behavior analytics? And I just wanna say I almost phrase this question to be how does your company measure employee productivity? But as I mentioned just before, that's a little bit of a tougher thing to measure and it's not as straightforward. So you have to sort of be creative in how you do this, hence why I asked the question this way. So, Clara, how are the results looking? So we have a clear winner here, and I think almost everyone voted. So I'll end it now and share the results. I could've guessed that. Yes. Employee service are a great and popular way to, get insight and feedback, and, of course, it's important that you use that data. So with that, Maren, I'm going to hand it over to you to take us to do the second part of the presentation. Alright. Great. Thank you, Juanita, for this, presentation. My name is Marius Evnac. I'm part of the business value management team here at, Coveo Solutions. And our goal really, in that team is to to help companies make the case, for investment in technology. We cover different use cases, but, really, you know, today, we we want to focus on the, digital workplace. So we've put together a a, a, presentation to help you guys think, on on how to build and how to frame, your business case in investing for employee experience. So if we start, directly with yes? I'm not seeing you sharing your screen. Oh, give me a second. While Mary is doing that, I'll be in the background. So if you have any questions, happy to answer those. Sorry, Maren. Alright. Great. So I think Juanita covered pretty well the fact that there's a strategy comparative, for employee experience. Most of us are going through an unexpected experiment. We've turned to work in front of policies. We have companies like Salesforce, that won't see their their, their workforce going through, going back to the office for the entirety of twenty twenty one. So this really leaves us, with a challenge in terms of maintaining our employee experience or even, benefiting from it. So it is critical, really during these times to build, something solid to to have a resilient organization and a business that's able to to bounce back from this. And we think that really goes hand in hand with employee experience. So we've seen time and time again that, you know, employee experience is more than just making your employees happy at work. It's about performance. It's about retention, and it's also about innovation. And the evidence is pretty overwhelming. There are several studies that have been have been done on this. One from Gallup showed that, organizations that had a good employee experience can see up to a twenty one percent greater profitability, have less turnover up to fifty nine percent. There's also some figures about revenue where, good employee experience can lead to three, of of of three times more impact on revenue. And there's also, this hidden cost or potentially, potential hidden cost from innovation. The fact that we're working from home, we're missing a lot of this, physical, and and we're missing all these non linguistic cues, that that get people on the same page. It's something coming from Alex Pentland at at MIT. So we're we're missing that that, that that that part of innovation. So even though it's pretty easy to, to calculate the savings from, working from home policy, can be difficult to understand the mid, midterm and and long term impact that lack of innovation, can have on your business overall. So as you can see, it's pretty easy to paint a broad picture of the upside of investing in a good employee experience, but the question remains for us and for our clients as to, well, now how do we make informed decisions and actually build a business case, for for employee experience and investing in it? So when we think about the basics of it, what makes a good employee experience is really a combination of of, enablement and engagement, if we really go to the root of it and and and think about it in in basic factors. There are several drivers for each of them. You can think of company culture. You can think of, level of alignment between the business objectives and the individuals, leadership styles, training tools, you name it. And our goal today is to help you drive some investments, and understand the return on investment for for employee experience, especially in technology. And, when looking at technology, people usually think of enablement. They they think of different set of tools and capabilities that can make their them their their workforce more productive. But when you start looking at, at these kind of investment, we think that it's dangerous to look at enablement and engagement as as different silos. In fact, we think that technology decisions and investment should go through somewhat of an experience test, if you will, just to make sure and to determine if it serves the bigger purpose. And for example, you know, one of the big driver, if not the biggest driver of engagement is creating that sense of belonging between the employee and the organization. So when looking at specific solutions, we think it's important to avoid the one size fits all only looking at capabilities, but rather look as if, whether or not the, the features and functions of what you're considering, building or buying, can help you deliver a personalized experience and help you deliver something relevant. So you should ask yourself, can can you leverage the tools that you have or the tools that you wanna invest in to reinforce your culture, create that sense of belonging like we mentioned. And it's a lot about relevancy, relevancy and and creating that that personalized touchpoint. So if we get into it, what we'd like again today is to to help you guys kind of frame, the business case, and and, the business case really is a means to provide the rationale, for your investment, and we know during these times, we need to compete for budgeting. And and, and so it really it really should provide a financial justification. It should define how success will be measured and and also it should show how we're gonna be able to monitor this over time. As we know that digital workplace investments are already hard to make a case for because we don't we we typically lack the data, and so it's important to to set yourselves up for success and be able to monitor this over time. So the very basic methodology that you should customize depending on on what you need internally is to, ask the right question first, and we'll see how it's important to focus on the user first of all. Then step two really comes after you've completed some analysis, completed your discovery, and you'll want to make sure that you you're able to set up some some potential solution and present some recommendations, that should follow a certain framework. There's a lot of different framework that we use and we'll we'll we'll jump into that together in terms of looking at different value drivers. Step three is around the feasibility of the investment. So we'll see how we think about cost, in terms of, of investing in technology, and and the different, the different different, factors to it. Step four is to socialize and improve, the assumptions that you've built, the recommendations that you've, you've you've put forward. And finally, step five is is to and and and for us, it's very important, especially because we have a big customer success practice here at Coveo, is to make sure that your business case is not just a PowerPoint and a set of spreadsheets. It's going to be a living and breathing thing, especially if you invest in digital workplace and your your workflow your your workforce is is is at home. You wanna make sure that you're able to to to to track and measure your success, if you do decide to invest in your digital workplace. So like we said, first thing first, is going to be identifying the key issues. And all organizations are not necessarily on the same level in terms of employee enablement. We we all have access to great technology to to be, you know, in a position to communicate and do our job. Typically, you know, thinking of of of conferencing, thinking of communication. But here, what we really want to focus on, especially if you're on the upper end of that maturity maturity scale in terms of of of working from home tools and technology adoption is to really look at the micro interactions and the specific touch points. And for this, you can Barca, some best practices from marketing. Just like you would look at a an employee, at a customer journey to enhance touch points with technology, you wanna look at the, at your end user. You wanna look at your your employee journey, and and their touch points. So So the methodology we propose is pretty, straightforward. First of all, if you're not sure where to start, if you're not sure what the pain points are, you'll need to cast a wide net. You'll need to go through some interviews, do some external research on best practices, look at certain process. Not necessarily all of them, obviously, but some process that may have been endured by the new reality. Looking at pain points, going through some time studies, we've looked at the poll earlier. A lot of people run surveys, but we think that time studies is also something important to kind of figure out where your employees spend time, where, do they waste time, and where do do you see friction. Second thing is to build a set of assumption. So, once that we've identified, some of the things that we need to look at, how can we map, or or can how can we define an employee journey per user group? And that's especially important if you have different business units that you wanna tackle. What are the potential solutions, off the shelf capabilities that you need to look at, and what's the potential value? If you were to address those pain points, how can you how can you deliver value in your organization? And then third step is to, validate the use cases. So there's probably going to be different things that you wanna address. You'll need to get some preliminary buy in on each of those use cases, define the ROI criteria, what do we need to be able to compete for budgeting, and conduct a high level feasibility assessment for each of them. So this is really going to be a prioritizing exercise. So then once you understand your current state, you've identified the areas of opportunity and you validated some of the use cases for technology investment, what's next? You'll want to confirm your user needs. So think of this as delivering a new product to your end users. You have you considered the most important ones? Are they already in priority? Do you need to prioritize them? Does solving them will serve a bigger picture for employee experience or is this very just punctual? And does it have a narrative? And then you'll want to define your objectives. Right? So this is pretty simple. You you'll want to make sure that that there are some very specific business objectives that this, this aligns with. And finally, but this is something that that will, take some time to to deep dive on is how do we identify some value drivers, some pillars of of of delivering value for the business objectives. And that's something where we see a lot of companies have a have a problems, assessing because they lack the data and that's something that, we wanna jump into, with you guys today. So let's look at some of them. This is something that we work in, again, day in day out, and the goal is really to identify the areas of value creation or cost avoidance. Right? This is two level of conversation. You you typically, your investment in technology will be hard dollars and the return that you're gonna get on it is going to be soft, or hard dollars, but we want to make sure that we can, we can have an overall understanding of of of each of them and and have the open conversation as to, well, if it's only value creation, how do we capture it? So let's go through some examples of value drivers. Some things that you can look at and make sure that that it it it solidifies and it creates an ROI, an ROI hypothesis. Is it increasing employee productivity? You know, this is one of the the the biggest one, especially some something important today. So can the solution that you're looking at, that you're looking at help, reduce time waste? We've seen some IDC data that showed that, the average knowledge worker spends about two and a half hours per day sifting through things, searching information. So is this the kind of productivity gap that, that we want to address? And then we have, employee time to, proficiency. So providing the right tools, and and and having a personalized approach to, that is supported by technology can accelerate your your your employee onboarding time and and eventually down the line even time to proficiency. So is this something important for your company right now? Are you in in a growth management mode? Do you need to make the most out of each, new hire especially during these times? Then reducing infrastructure costs. So are you maintaining several solutions to to store your information? Does this hinder your ability to scale? Is there some risk, to it? Are we going to retire some technology if we do do decide to go with a a different one? So those obviously are going to be cost avoidance usually. And then, some other value drivers that we we typically see, and this is really going to be custom on your organization is can we can we increase our product launch efficiency? Can we, decrease our time to market for certain products? And this really goes to, you know, investing in in the right tools. It can really help you, help you, again, increase our product launch efficiency. So what does that mean for your business, especially during these times? Looking at internal cost, support cost. So digital workplace means being able to to to to get the information that employees need even though they're not in the office. So can we reduce the caseload if we're able to to increase self-service? Can we decrease the time waste, from people creating group chats or creating group emails, to ask, you know, repeated questions? And last but not the least, can we consider, increasing our overall employee satisfaction score and what would that mean for your business? There was a a survey done by g two software that showed that about fifty two percent of employees that they surveyed, have felt dissatisfied at work just because of the software that they're using. And this can be a a big driver. Right? Since they're not in the office, they're not exchanging with people, if they're also actively experiencing friction with their software, you can see where the employee experience can have a can have a drastic impact. So now the biggest thing. Right? How do we build a baseline? We don't necessarily have access to data the data. But like Juanita said, earlier, there's definitely enough knowledge in your in your company and there's different methodologies to get information as to, well, how do we measure this today? How can we measure this today? How can we build a baseline? So this is going to be, you know, making sure that you you you set you set yourself up for success and you're able to, calculate an ROI. So for employee productivity, for example, is it x hours per day per employee? Is it, x weeks of onboarding time for reduced time to proficiency and so forth? And next up is going to be looking at the KPI improvement. So not only important to figure out what our improvement hypothesis is or what our range of improvement are we looking at, but also how are we going to be tracking this over time. And like we said earlier, you know, the the the way that we buy or the way that we decide to invest in in software has shifted from looking at the capabilities only to also looking at making sure that it serves our purpose and we're able to to personalize the touch points, make it relevant. But there's also another big factor here, which is, well, is the solution that you're investing in as embedded analytics? Will the solution not only help you create value, but track the increase of value over time? Behavioral analytics is is is one example, a big one that our customers use a lot. Actually, some customers use us and and then they they ask us for the data specifically for this. So, this is something that needs to be, that needs to be put on paper. How are we gonna track the improvement over time? And then, lastly, what you'll wanna do is to, to to to build an annual projection of what you think is going to be the impact. Is it going to be hard return? Right? So cost avoidance. Is it going to be value creation, value created within your organization? And if it's only value created within your organization, you'll need to to want to put a plan forward as to how do you go from value being created to value being captured. Is it redirecting some some low value activities, to high value activities? Is it reviewing your hiring plan? Is it reviewing your quotas? You'll need to put some, some guidelines on this. So if we look quickly at at, projects feasibility, this we've just outlined some costs that we typically, have to look at when we speak with customers. There's definitely upfront cost. Some some of them usually, you know, our our customers don't necessarily look at them. We think it's important just in terms of project, management, data migration, for example, any additional assessments that we need to go through. This is taking a lot of people's time sometimes. So we think it's important to not only look at implementation cost and ongoing cost, but also make sure that we have the upfront costs that are scoped and understood well. And the deployment cost, pretty easy to understand. So implementation, configuration, and other, line items that you may be familiar with. And an ongoing cost, again, something you may be familiar with such as license, upgrades, maintenance. But one thing we think is very important is the additional internal cost, especially for for for, for, an investment in digital workplace. You'll wanna make sure that you you set yourselves up for success. And once you've identified the risk and the the success factors that will make this investment, profitable in the in the future, you'll want to make sure that you have, some people that help you, deliver on this value. Is it a quarter of an FTE per week? Is it two FTE per month? You you'll have to to figure exactly what what, will make sense for this, for this investment to really be profitable in the long term. Again, looking at feasibility, this is a conversation that we have a lot with our customers and we think it's important to look at the nature of build versus buy. You can start from what you have, configure it a little bit, tailor the look and feel, turn features on and off. You can add some extension, bring in some partners, to to help, build a better solution, or you can go full custom, and and and build the application yourself or or, you know, answer to a certain use case with technology yourselves. And obviously, you know, the business value is going to go up depending on how much you invest in this, but also the risk associated with it, the time to value, and the skillability limitations. So really what it comes down to for us is asking some key questions. First of all, what is the lowest cost? Building versus buying, this is going to put an anchor and just a frame of reference as to what should we do and what should we look at first. And then comes the availability of resources. Do we have the people on hand and not just people that that say that they're able to, to to accomplish this, but making sure that your people and your resources really truly understand the user needs and understand the use cases at hand. Then is this something that we create or something that we buy to create a differentiated employee experience within our, company? And that's something very important to answer. And then finally, and and for us, the most important one right now probably is the time to value. We're going to be working from home for the next couple of months, potentially, another year. So do we need to get to value within the next six months, a year, two years, by building something custom and something, in house, or can we get to value within two, three to four months, with, with an application that that's, that's out of the box? And so when you look at building versus buying, what we really wanna look at is buy versus build plus opportunity cost. And that's the way that we think, you guys should be looking at this. And then we've put some, you know, we've put together some some key assumptions, that you need to look at when when you think about the ROI, and and the ones that you'll wanna tweak over time. Is it is this a phased approach? Is there a phase one, phase two, phase three? What do we think is going to be the adoption rate over time as we think there's several KPIs to track, but this is definitely one of the the most important ones to deliver value. You'll want to make sure that you, you put in a ramp up benefit a ramp up schedule for your benefits. You'll want to make sure that you clearly highlight the difference between value creation and cost avoidance. And for value creation, you'll have a a timeline or a set of tactics to capture the value. You'll have to fully explain what the costs are, but also the contingency level on each of those line items. You'll want to take in account the growth rate, the discount rate, and then, obviously, use the several KPIs depending on what your organization, looks at in terms of evaluating project one versus project two. Is it payback? Is it net present value, ROI, internal rate of return? And then eventually, you know, once you have all these assumptions set, set together, well, you'll be able to conduct and sensit sensitivity analysis and see which one of those assumptions is if you start playing with it, which one of those assumptions really put your, your ROI at risk. So, step four, obtain buy in. This is this is a pretty evident one, but we think that it's extremely important for any business case, especially for investing in employee experience. We wanna debunk the myth, that it's a soft investment. So you'll need to make sure you tell a story and you that you spell out the business need and and and that you spell out all the benefits that you've been able to uncover, during your discovery and analysis and recommendation phase. And you'll also wanna have a a a just a quick tip, that you'll you'll wanna have a short and a long version. Short version for the executives, a long version for the for the analyst usually. And and we think this is something that, you need to arm yourselves with, if if you want to make sure that you get all the stakeholders on the same page. And lastly, the update. Right? So we said earlier, we want to be able to make this, to make this analysis, make this business case more than a a PowerPoint and a set of spreadsheets, really make this a living and breathing thing. So you'll wanna report on the value. This is something that we think is very important to not look over. Set yourself, up with some, executive business reviews with some key stakeholders so that you can identify the progress. Adapt to the changing context. Obviously, there's going to be, assumptions that will be will have to be reviewed. Make sure that everything in your business case is still relevant. And then, you'll need to, build some value, roadmap. We think, you know, the the the the rule of thumb is about six month, milestones, but you'll need to make sure that you set yourself some milestones that you'll be able to track over time and make sure that if you didn't hit, the the value that you wanted to deliver, you can adjust quickly. So this is really encompassing all of our steps, the the the steps one through five that we think you should go through in order to to make a compelling case, for investing in employee experience, specifically for digital workplace and technology. And for us, you know, at Cavio, what we want to offer, to the people on this webinar is to help you make the assessment, for for your workplace, for a digital workplace. So, really, the purpose here is to, have a a team of trained consultants look at your operational efficiencies, look at what the opportunities are in your in in your workplace, specifically for, your digital workplace, help you identify some of the key value drivers, that we'll be able to to track down the line, look at different, improvement hypothesis. We have a lot of data, so we can, share some of that with you and help you build that, that business case. And what does it mean in terms of engagement? Well, for us, the first thing to do is to to have a preliminary call. Spend about forty five minutes just having the open conversation to scope the digital workplace use cases that you wanna look at, and your priority in terms of of of business. Then we usually, set up some workshops. Obviously, remote, this can be up to two hours. We can split it. The best thing is to split it between, two one hours workshops so we can iterate on some of the assumptions. During this phase, there's gonna be a data request that will be sent from us. Usually, our our customers already have some data points, but we, do send a data request just to make sure that they're able to to identify. We're all able as a team to identify the data inputs that we need to to to to build a strong business case together. And then finally, we're gonna present you a preliminary business case, to to make sure that you understand our findings, look in the improvement hypothesis, and we want to help you guys build, that business case. So this is our workplace assessment offer, and and and, and I hope that, our our, conversation around the way to structure a business case was helpful to you guys. And if you have any questions, now is this time to to ask them. Thanks so much, Marie and Juanita. So, this was a great presentation about this offer. We'll send, in the follow-up email along with the recording, we'll send a link to request this assessment if that interests you. So make sure to look at your inbox, in the next few days. Now I think we're ready for questions. So you still have time if you haven't, submitted yours. If you have one, please add it to the questions panel. But we'll we'll we'll get started with those, that we have. So I have a first question here and I think it will be for, Marie. What if I don't have any baseline data? Any advice on how to get started? Yes. Of course. Well, the first goal is to reduce the level of ambiguity that we have, surrounding a specific use case. So if you're unsure about your user needs, if you're unsure about the type of data inputs that you need, we really suggest that you go to the front line, you ask the people, you conduct some time studies, and you start crafting, something that will help you, build the assumptions. So obviously, we're gonna we're we're going to start with hard data and assumptions and the level and the split between the two is going to change over time. But really the goal is to tackle the ambiguity first, and we don't expect to have a hundred percent of the answers day one. The most important thing is to make sure that the assumptions are not too far off and that we're able to, track the KPIs and track, the data down the line, with the project that we we've put forward. Great. Thank you so much. This next question, maybe Juanita, you you'd like to help. It says, I understand this is for our ROI. However, any advice on how to measure KPIs over time? Yeah. I kind of alluded to that a little bit, when I was talking about the fact that organ organizations actually have more data than they think. And so in terms of KPIs, I would suggest that you definitely look at the data behind your existing application. So if you think of things like an intranet, and the different firms that are out there, they already have tracking capabilities such as, like, search volumes or queries, and so that kinda gives you a certain understanding. You know, at Coveo, Marin kinda mentioned this too. A lot of our customers specifically for I'm just gonna talk about the Internet here for a second. I I see a question here from Frank also, which which I can get to. A lot of our customers, really do use the the native I guess, the built in metrics that we have. So they're really looking at the behavior, what employees are clicking on, what are the search terms they're searching for, how is that click through rate performing. And so this is what we mean by, like, there's built in and native, analytics and metrics that, tech different technologies should already have, and you can use those to, measure performance, you know, month by month, quarter by quarter. I I think our success team meets you on a weekly basis to continuously maintain, systems to make sure they're working for the employees as intended. So, that would be my recommendation. And we didn't talk about the different level of, like, metrics and analytics Coveo has to offer and what we think are sort of good benchmarks, but we're happy to follow-up with you on that one as well. If I can, Clara, I wanna just address Frank's question in the chat. Go ahead. So this is, more on the partner side of things. Obviously, Coveo is a platform, and we sell direct. We sell through partners. We have a strong base of partners, in the US, Europe, and and Canada. And so they not only help us to implement Coveo, but they do build portals, they do build applications, and, you know, every every partner's, different in terms of their level of maturity, but we try to work with those that have a certain level of expertise in our different, lines of business. So for Workplace as an example, we have a partner called Perficient and a partner called WritePoint that are really strong, in building sort of end to end applications. So we do partner to, to deliver more, custom solutions, and to sort of have us fit in, however the our end customers, prefer. So I hope that answers that question and again, we're happy to follow-up and connect you to the Riot teams. Thanks so much. I think that was the time that we had for questions today. If we didn't enter yours or you have any question that's outstanding, please let us know. We'll make sure to follow-up with you. Also make sure to look for a follow-up email where we'll send a recording of this session so you can, also view at your convenience and, of course, share, with your colleagues. We wanna thank you again for attending today. This was a really great session, Juanita and Marie. Thank you. And, we'd like to thank you just we'd like to thank you for attending today and hope you have a great rest of day. Thank you. Thank you, guys. Thank you.