Scott Jennings 0:00:15.2: 

Hello everyone, can you hear me? Wonderful, and thank you for the sublime, that's very nice of you. My name is Scott Jennings, as I mentioned, and today I'm here to talk about the network planning effect relative to supply chain resilience. And what we'd like to be able to talk about is what happens when one of those supply chain shocks happen. And I think we saw a really good example of that in the keynote, where the containers containing the tires fell off the boat in the middle of the ocean and went to the bottom of the ocean, and creating a ripple effect or network effect across the organization, and they had to respond to that supply chain shock of those tires at the bottom of the ocean. So I'm going to continue to reference back to that initial keynote. My name is Scott Jennings, I'm the Director of Retail and Supply Chain Solutions here at Anaplan. I work on our product team, I'm lucky to work with a large number of our customers around the globe, specific to solving supply chain planning challenges, and how that interlocks with the other domains, finance, workforce, IT, and sales. Today I'm here to talk to you about some very important problems. As you might have heard over the last couple of months, there was a spat of iguanas that were falling from trees in Florida. I don't know if anyone's familiar with that, but basically, it's a real Florida problem, if you will, and it actually does have some underpinnings into the ecosystem in Florida. 

Scott Jennings 0:01:45.8: 

Earlier this year, temperatures dipped down below freezing in South Florida around the Everglades, and the net result of that is that things like iguanas were falling from trees because they effectively freeze, go into hibernation, and then just basically drop. And that was happening, they were raining out of the skies in South Florida. The ecosystem as a whole was put under pressure because they're not used to feeling that level of cold or that shock to their ecosystem, if you will. Now iguanas may not actually be that big of a problem falling from the trees because they're actually an invasive species, just like reticulated pythons are an invasive species in Florida, just like lionfish are an invasive species in Florida. Decades ago, people brought those pythons in, the iguanas in, the lionfish in as exotic pets, and when the python got too big, they would just release them into the Everglades, not thinking that was going to cause any problems. A couple decades later, the third largest storm in the history to make landfall in the United States was Hurricane Andrew. It came in and knocked over buildings holding all of these exotic reptiles. They all went into the Everglades. None of them have the capability to stand up to the cold that takes place in the cold snaps because where their ecosystem traditionally is doesn't have cold snaps. So it has created some environmental impacts, and then on top of that, these exotic pets have killed all the local natural wildlife as well. 

Scott Jennings 0:03:17.7: 

So there's lots going on in Florida that have Florida problems, and everything is related based upon the ecosystem that takes place in Florida. That's kind of the backdrop of today's presentation is thinking about the unintended consequences and networks that go across organizations. Now, I myself had my own Florida problem, and this is actually my television and my speaker system that you're seeing here, and I have a small pool behind my house in Florida, and I wanted to have a better speaker system to watch the NCAA tournament and the Super Bowl so I could actually hear the sound. So I contracted with a local installation firm, and they got me a very high-end speaker system that I was really, really happy with. They installed it. It worked perfectly. Now, what sits in front of that is the cheapest TV you can possibly find because the Florida sun will fry absolutely everything, but the speaker system itself is very good, and it plays at a volume that is very unacceptable to my neighbors but pretty acceptable to me. All that said, I ran into my own Florida problem, and like most problems, just like in the example we saw earlier today, when the container fell into the ocean and the tires went to the bottom of the ocean, did that happen at like noon? Well, of course it didn't happen at noon. It happened in the middle of the night, and that's exactly when my problem started, my Florida problem. At about 3:10 a.m., I was completely asleep, and this was the night after I had the install of the speaker system. Totally asleep. My wife was asleep. 

Scott Jennings 0:04:51.4: 

My kids were asleep. My dog was asleep. At 3:11 a.m., I was wide awake. My wife was wide awake. My kids were wide awake. My dog was wide awake, and we thought we had an intruder in the house because the speaker system just turned on and played the song that I walked up to here, Sublime's What I Got, at a volume that is so incredible that it was going to not just wake up the neighbors. It was going to wake up the whole city, and so we all freaked out. I went downstairs. I had like a broom in my hand to, you know, shoo away the intruders, and when I got down there, there was no one there, but my speaker system was just on blast. It's one of those style of systems where it's on when you walk out there, and so I cut the power off on the power strip and didn't really think anything of it. The next weekend, my family went to Orlando for the day, about an hour drive, and we had someone come in and let our dog out, and while they were there, my speaker system went off again, and this time it played Pharrell's Happy, just at full blast, and we started getting text messages right away like somebody's taking over your house, Scott, and at that point, I decide, all right, I need to fix this problem that I'm having here. Let me go to the best information source that I know is going to be accurate, and that's Reddit, so I dug through the Reddit forums, and within like two minutes, I found a couple people that said, hey, I live in Florida. 

Scott Jennings 0:06:10.3: 

My speaker system was automatically going off, and here's what the problem is, and it's an unexpected problem, and this gets into that idea of unexpected problems create unexpected consequences. The culprit to my speaker problem was, wait for it, a lizard, a very tiny lizard, and if you live in Florida, these are absolutely everywhere. Your kids play with them. They're completely harmless. You don't even notice them after a couple of days living there. They are everywhere. The lizard would crawl on that box that you saw earlier in the previous slide, and it would key up the buttons and basically turn on the speaker system, and that is what was causing all the problems, so what I did is install a switch that I can just power on, power off. It's a hard power off, so the lizards can crawl on it all they want, and the problem was fixed, but it really got me in this idea of what is the network effect of something that is unexpected, so the tires go to the bottom of the ocean, what happens? The lizard crawls on the speaker system, what happens? Those are things you don't necessarily anticipate, and that's the idea that one event can ripple through an entire network. That one lizard can wake me up at 3:10 a.m. cold. So when we get into this concept of network effects, and we've talked about it a lot today, what I wanted to do for the audience was I wanted to define what exactly that means, so what I thought I'd do is break it down into what is the economic definition of a network effect, which is basically the value of a product or service becomes even greater as you add more people and create a positive feedback loop in the network, so as you add more customers to your network, it becomes more valuable, and the example I'd give you is something like Handy, which is a two-sided marketplace for like a handyman. 

Scott Jennings 0:08:08.9: 

When that first started, they had to recruit customers and handymen to be on the platform. The more you add of both, the more valuable the network becomes, and that's how most two-sided marketplaces work. When you think about the planning definition of the network effect, it is the unintended consequences or intended consequences of the interlock between disparate cross-functional organizations that do in fact work together, and when you think about it that way, the unintended consequences of let's say we'll call it a surprise sales promotion can have a pretty big impact on the supply chain, and that's where the network effect comes into play, and I can promise you there are systems in place for planning promotions, and there are systems in place for supply chain planning, but when you start thinking about I'm just going to start a sales promotion, it doesn't always necessarily show up right away in your supply chain planning. That's what we're thinking about around this concept of a network effect relative to your planning systems, and if we take a supply chain point of view around this, you can see that the different areas that you typically find within supply chain planning, demand planning, inventory planning, production planning, supply planning, you throw in procurement, order management, transportation, warehousing, all of these things are pretty commonplace in the supply chain, but the thing about them is independently they're not that valuable. 

Scott Jennings 0:09:40.1: 

Where they have value is when you bring them all together because the value is created when you're synchronizing your planning capabilities across interdependent supply chain functions, so just in that one function alone, it becomes more valuable when you connect the different systems together. That way your demand plan feeds your inventory plan, your inventory plan feeds your production plan, and you can wrap procurement around all of that. That becomes a much more effective and elegant solution when that network is modelled inside of a planning platform rather than having siloed componentry to it. I think most folks that are in the supply chain planning business would agree with that statement, although we do see quite a few companies that will have fragmented points of view on their supply chain planning. Where I think it really gets interesting is if you open your aperture and look across the organization as a whole. We talk about, from an interdependency perspective, when you're looking at your entire network, if you have disconnected planning across supply chain, which doesn't talk to finance, which doesn't talk to marketing, which doesn't talk to sales, nobody talks to HR, and then there's IT, those things cause challenges in making good decisions quickly. So if we hark back to this morning's keynote session, the tires hit the ocean floor, boy, what happened was an orchestrated solution. Supply chain was notified, exceptions hit the dashboard, you were able to evaluate which key customers were impacted and which orders were impacted and what substitutes make sense. 

Scott Jennings 0:11:10.6: 

The finance analyst, if you remember, was able to surface up that information to the CFO before the morning started and then give recommendations on what they should do. That's an interlock in the network that made that solution possible before the customers woke up that were going to effectively be distributing $900,000 in compliance fees. That is the way integrated planning works, especially when you think about that network effect across the different functions that are in almost every organization. And when you look at the left-hand side, the disconnected planning piece becomes a real challenge when those things are bifurcated or when they live in silos, which is the more common scenario, and it becomes very difficult to proactively notify the CFO and get to the problem before it becomes a problem. The other way of looking at this, since we're in New York, is if you want to get somewhere in New York, you're likely going to ride the subway system. And if you ride the subway system to multiple places around New York, the likelihood of you staying on one train and only staying on that one train is zero. If you want to go to Brooklyn, you're going to get off multiple times to go to Brooklyn. That's just the way the subway system is architected. It's architected to allow you to navigate whatever transportation needs that you have and get you where you need to go, but it's going to require you switching trains. 

Scott Jennings 0:12:36.0: 

In the business world, the supply chain organization, of course they're worried about units, but they need to financialize those units, which means inevitably the demand planning folks are going to be talking to the folks in finance around that long-range plan. They're going to get the budget. They're going to get the financial planning and analysis. All of those are going to be interlocked. Sales and marketing is going to have new product development. Campaign planning and execution, all of those are related to supply chain planning. Those are going to be stops in the subway system that you're going to be getting on and off of. And HR is going to have to have the right skills in the right place at the right time. All of that is orchestrated across this subway network. And if you come to New York City, you're going to get on multiple lines. And imagine, if you will, if let's say something like a water main breaks in the city and it impacts which trains you take. You're going to have to hop on different trains. All of that is because this is interconnected, but what makes it valuable is the fact it is interconnected. Otherwise, you'd just be on one line. So when you think about the tires hitting the bottom of the ocean, what you're really thinking about is, boy, that was quick how they were able to get across the functional groups within the organization to come up with the right solution. 

Scott Jennings 0:13:43.1: 

So like most things, the question that typically arises is, well, that's great, Scott, but what prevents everyone from doing this? Why wouldn't every company just do this? And I think what we heard earlier today is the Office of Finance, boy, they're looking at the cost of working capital, whereas inventory, oh, boy, on the supply chain side, we're looking at units, and where are those units? And in HR, they're looking for skills. So there's different ways that you assess those. And so groups naturally, they gravitate towards what's familiar to them, and they stay within their own little silo. The idea that you want to be able to collaborate with the folks across silos requires that you have functional workflows where you can pass information back and forth. So you can start financializing, where is that inventory? You can start financializing, what skills do I need and where do I need them? And then what lies beneath all of that is your disconnected systems. Not that your company has that, but probably the person sitting right next to you might have that. Those disconnected systems make it difficult to work across those systems, especially if you have siloed planning that are connected to different systems at different times. And of course, in every organization, there's going to be cultural challenges. There just may be silos in the organization as a whole. And those are naturally things that you have to overcome. And an integrated planning network is one of the best ways to do that by bringing everybody together around the table. But I think one of the biggest obstacles is one we all face, and that's time. 

Scott Jennings 0:15:18.2: 

When the tires hit the ocean floor, they didn't have much time to get to that problem before they started getting very angry calls. I think it was from customer A, customer B, and customer C. A, B, C were not going to be too happy with them. They were able to get to that problem very, very, very quickly. And in the agentic world, the idea is to orchestrate a solution before it even hits your planning dashboard as an exception. And that's the area that Anaplan is really, really focused on is that last one, but it's time that makes that difficult. If you have fragmented planning systems, it is difficult to move quickly. And time was of the essence when those tires hit the ocean floor. So let's take a look at this from a couple different lenses. How many folks who are in the room are supply chain professionals? So in your mind's eye, when you look at this, what does a supply chain professional see relative to KPIs? We'll just keep this at KPIs. Probably something like this. Forecast accuracy, attainment, inventory on hand, fill rates, warehouse efficiency, safety, on-time delivery, DIFOT, all of the different classic service level style metrics that all supply chain organizations are looking at. Now, the question I'd ask you is, where on, let's call it the cash flow statement, does DIFOT show up? Well, it doesn't, right? It doesn't. 

Scott Jennings 0:16:52.2: 

And that's the point here is that when you're looking at your business, you're looking at it from the lens of a supply chain professional. And if we were to put on a different set of lenses, and let's put on, let's say this Office of Finance, anyone a financial professional in here? Okay, good. Because this is how the Office of Finance is going to look at this. Raw materials costs, direct materials costs, labor costs, finished goods working capital, warehouse costs, excess inventory costs, tariffs, transportation costs. Nowhere on here do you see service level agreements. These are all classic financial metrics that the Office of Finance is going to care about. They're looking at the same exact picture. And that's kind of the point, is if you have an integrated planning network, you can support the finance professional in what they need. You can support the supply chain professional in what they need. But you can create a unified data model that allows you to create decision excellence across the organization, taking into account every piece of the business. So when the tires hit the ocean floor, you have that ability to quickly orchestrate a solution across the business that works for everyone. So what I'm going to take you through here is a little demo. I think we might need to hit the play button back there on the video. It's moving now. I'm a rogue promotion planner, and I'm setting up my own promotion right now in my dashboard. 

Scott Jennings 0:18:29.7: 

And so I thought it'd be a good idea if I just build a promotion that I want, taking a look at all the different tactics I can use and all the different products that I'm going to include in my promotion. And what you'll notice is I can look at my forecast, my base forecast. I can look at all the metrics that are impacted by this promotion. And I can also, if I really decide to get aggressive, what I can do is up my promotion from 10% to 20%, because I'm going to throw this over the wall of the supply chain anyway, so let's just make it more aggressive. Now, you can see the ripple effect of that. You can also look at where in the promotion you're going to see specific dips and spikes in the overall performance of that promotion based upon what I'm planning. So, you know, I'm sort of thinking through this as the promotion planner, and I might want to even understand cannibalization and substitutes and where my business might be impacted on the sales and marketing side of the house. But what I'm looking at here I really like as the planner. So, because I am a Maverick promotion planner, I'm just going to go ahead and, I don't know, activate this promotion and throw it over the wall of the supply chain. They'll figure it out. So, once I do that, now I'm in the supply chain. All of a sudden, my friendly Maverick promotion planner, oh, they've given me this new demand spike to go work with. 

Scott Jennings 0:19:53.2: 

I'm pretty excited about that, because if I were to include this promotion, I would rupture capacity, I would blow up production planning, and I would blow up distribution planning. Now, we've integrated this set of plans, but if you didn't have this, that's where you would be, is you would be in that scenario. And I want to put a pin in this, because I'm going to come back to it. We're going to, even though we are getting ahead of this, let's pretend we didn't have this capability with integrated network planning, and we did have the ability to go ahead and launch this promotion, and we're going to keep this promotion in play, even though it has its negative consequences for the sake of the presentation. Now, what happened here? Well, what happened here was a little bit of a domino effect. We had a surprise sales promotion, which, generally speaking, is bad practice just to surprise people, but it does happen, and it can be very unintended. This could be like the lizard on the keys on your speaker system. It got planned, and unfortunately, that demand plan was shattered. We put such an aggressive promotion in play that we have shattered the plan, and it has had a ripple effect or network effect all through our supply chain planning. 

Scott Jennings 0:21:08.2: 

As a result of that, inventory is under pressure, because now those units are flying off the shelves and flying to our customers, because they know they're getting a great deal on them. We just put a 20% discount on very key items, and so now we have to go out and find new inventory, and we're putting some of our customer relationships under pressure, because they're expecting shipments of that product anyway, and we have put all this new demand on the existing inventory levels, and we hadn't pre-loaded for this particular promotion. Production and logistics, they have to scramble. If we're producing this product and making it, now we have to send it to manufacturing, and by sending this to manufacturing, now we're having to orchestrate getting more orders in and then getting more orders out, and at the end of all this, we've got to assess the financial and customer impact. So how are we going to financialize this transaction now that it's taking place? Sure, it's put pressure on our organization. We're all upset about it, but what does it actually mean? Are we losing customer goodwill? Are we going to be fined for not having available product for some of our existing contracts? All of that is TBD, because those pieces weren't modelled inside of our network, and that's where this concept of having an integrated network planning is so important, and that's why we believe at Anaplan that organizations should move from siloed planning into network planning, and that's network planning across the different functions that you have in your business, bringing together integrated planning and unified data, allowing you to dynamically simulate results. 

Scott Jennings 0:22:41.6: 

We talked briefly about the supply chain point of view, and one of metrics they were looking at in finance was tariffs. Well, tariffs impact quite a few different pieces of your organization, including the supply chain. We have customers that right now are running what-if scenario models on top of those tariffs as they come in and the HTS codes happen to change to see what the actual impact is and how they want to update their plans based upon those results. All of those things are more valuable when you have finance, when you have supply chain, when you have retail, when you have HR, all interlocked in an integrated network. And then, of course, shared decision models. We saw earlier when the tires hit the ocean floor, CFO, chief supply chain officer, CHRO, all got together on the common dashboard to make a shared decision that allowed them to see the overall financial impact and to avoid that $900,000 charge. And, of course, one of the areas we saw was around integrated agentic AI, and that was the orchestration of that financial analyst that came out of the blue and said, hey, there's been a problem here for the CFO, and let that CFO know there's a problem and here's what the solution is. The outcomes that we see as a result of bringing that integrated network planning together are react faster to risk and opportunities, accelerate decision making, align decisions to company strategy, improve cross-functional collaboration. And this actually involves employee retention. 

Scott Jennings 0:24:07.4: 

Most employees in the planning world do not like chasing spreadsheets and doing monotonous tasks that are repeated over and over and over again or highly error-prone. That puts a lot of pressure on them. And, of course, at the end, you want to be able to assess the financial implications of operational decisions across the board. That promotion might look good to the promotion planner, but, boy, wouldn't you have liked to have known the implications of that if you were that promotion planner. What lies beneath a lot of those agentic KPIs is a supply chain point of view around AI. And if anyone is a member of the Association for Supply Chain Management, it's a very large consortium of supply chain professionals from some of the largest companies in the world. Every year they ask their global membership to vote on the top trends in supply chain. And what you'll see is the top ranking, of course, is AI. And you can see they believe it will have the highest impact and risk on their business. But that's followed by trade policies and global dynamics, automation, agility and resilience and workforce evolution. All of those are impacted by a network plan, an integrated network plan that brings together the different cross functional dependencies of your organization. But AI is at the top and supply chain folks are very, very focused on it. 

Scott Jennings 0:25:24.5: 

And that's because when you look at the classic score model, which the ASCM promotes, supply chain operational reference model, plan, source, make, deliver, return are some of their key processes. And that plan piece is heavily math-oriented. It can be very much levered to AI with significant results, which is why you see it in the upper right-hand corner for impact. So with that, what I'd like to do here is, and we'll have to hit the play button again, is orchestrate. We're going to run that promotion from the Maverick planner, but we're going to orchestrate the solution. So we'll let the bad promotion go through and then we'll show you how we're going to fix it. So if we could hit the play button on the slide, you're going to see that we're looking at a specific product three that we put on promotion. You're going to see it's all in the red and you're going to see in week 40 for that product, there's going to be some out of stocks. So we're just simply going to be out of stock as a result of that promotion. So I can go do the analysis myself, or I could use my agentic helper to make some recommendations on what I should do and how I should facilitate this shortage. Because inevitably I'm going to look for some type of transfer to cover the inventory that's being sucked out of a particular DC. Now you'll see where that spike is. You'll see it has a few recommendations there. I may want to visualize this differently. So show me in bar charts so I can see the numbers and you'll see DC1 or DC6 has extra capacity. 

Scott Jennings 0:27:04.1: 

That's the one we're going to go with. So we've done the analysis here. The application itself actually already has recommendations on what we should be transferring. So we've run this rogue promotion. We put ourselves in a bad spot. Now we have an idea of how we should combat that bad promotion and we're going to initiate that plan. And what you'll notice is that a transfer line is going to come in once we refresh our dashboard here of 75,000 units that we're going to move from that DC6 to our DC1. And we're going to initiate the transfer and what happens is our spike goes away. So you'll see we're going to turn it on. Spike's going to come back and the out-of-stock is going to go away because now we've covered it with the recommended transfer. And if we come back to our original dashboard what you'll notice here is now that out-of-stock is gone. So this is an agentic fix for a problem that was created by a rogue promotion planner, myself, but it shows you on the back end how some of these capabilities can be brought to bear and how that integrated network planning really brings some of these capabilities to the surface. So I have a few key takeaways I wanted to really kind of hammer home based on what we talked about today and what you saw earlier in today's keynote. The first is that supply chain is more than just a function. We talked about demand planning, inventory planning, production planning, logistics planning. 

Scott Jennings 0:28:40.0: 

Those don't ever really live in a silo and if you're planning them in a silo there's going to be a significant amount of challenge there. If you plan them together that's where the value comes into play and Anaplan has purpose-built solutions in order to help do that. Some of the customer testimonials you saw today like from folks like Bazooka, you heard some of the testimonials they gave. I thought one that was great was we're not a development shop, we're a candy company. So if we can take advantage of best practices that are designed to work together then we want to do that especially if it brings together an integrated network point of view around our supply chain that can very easily incorporate the cross-functional dependencies for decision excellence across the organization. And what enables that is a unified data model for that cross-functional planning point of view because what supply chain cares about is going to be more like service levels and inventory and what finance cares about looks more like working capital but they're all part of the same planning process for making good decisions and a unified data model will let them both have their point of view while still making decisions that jointly benefit the business. And then finally organizations that understand and model network effects make smarter decisions faster. 

Scott Jennings 0:29:59.4: 

And so when the tires hit the ocean floor hopefully that never happens to you, you can make those quick decisions. The analyst can let your CFO know, you can bring the CRHO in, and all of a sudden, you’ve made a decision that saved the company $900,000 and a lot of customer goodwill, perhaps before the customer’s even gotten out of bed. So, what I thought I’d do is share an example of a company that does this quite well, and I thought I might start where we began today. So we have this great customer that makes speaker systems, it’s Sonos. And they had a supply chain planning challenge, and they of course are a global company, they had over 200-plus suppliers globally, and they forecast at the retail level 67 spreadsheets they chase every single month. That is a real problem, and it’s very difficult to make very quick decisions if you're having to stitch 67 spreadsheets together in order to get a global view of your supply chain. They implemented Anaplan for supply chain planning building out that network effect across the supply chain, and in one day they can roll out a demand change. So they can impact demand basically same day, a process that used to take weeks. So if you play that out in the example of something bad happens and you need to adjust today rather than two weeks from now so you're not incurring a big compliance fee, that’s what Sonos enabled in their own business, the type of agility they enabled. 

Scott Jennings 0:31:33.5: 

And they did that on the back end by saving a ton of time on bringing data together. 10% of one analyst’s time is spent integrating data. That’s down from 70%. Because most projects, data management and data integration is where you spend most of your time. It doesn’t matter whether it’s planning or something else, inevitably technology projects depend on data, and if you can simplify that process whilst still creating capability, that’s a huge win. And that improved information sharing across the organization, so think the planning network effect where you have different organizations that are all looking at the same content, the same material from their point of view based on the function they work in. And then also improve the overall satisfaction for the workers as a whole. A matter of fact, their director of IBP said our ability to collaborate internally is vastly improved. It’s reduced stress levels and really enables a better team relationship as a whole. And I think this is a really nice capstone for how we see organizations taking advantage of Anaplan to build integrated network planning, to make better decisions globally across all their functions while driving success for both their customers and improving life inside their organizations as a whole. And that’s what I wanted to share with everyone today, and I’d be happy to open up the floor for any questions that I could answer for you based on the materials we’re talking about today, or just supply chain in general. 

Audience 0:32:52.6: 

I have a quick question on the Sonos example and the keynote this morning. So, from the AI perspective, the infrastructure and all the background data interfaces and collaboration need to exist. That’s when AI can really help you, right? If the base data is not good, and there is no integration collaboration. So, at this point what is the value add from AI if everything behind the scenes has to be done like the Sonos thing, right? There was no AI thing, this is basic Anaplan solutions that they used. So, what is the value add from AI, just this AI component? How would you say that was here for someone if you were to present it? 

Scott Jennings 0:33:46.5: 

So if I was to restate the question is, it’s what's the value of AI if the data is not in proper order, is that correct? 

Audience 0:33:53.7: 

Yes, or the other way around; if everything is done correctly, what is AI bringing? Because those questions I think a supply chain analyst, or CFO, or anyone would have asked the same question, what do we do now? So what is the value add from AI if everything is great behind the scenes? 

Scott Jennings 0:34:15.4: 

The value from a network planning perspective is now we’re bringing in data from multiple domains, from a variety of different systems, and they're inside of Anaplan. So we have data orchestration capabilities, and I'm going to use terms like ADO, and you can tell me if you know what that means, but it’s basically our data management capability that our product team has invested in. That data management capability allows us to wrangle the data and get the right data in the right place at the right time inside of Anaplan. That capability is vastly different than most planning products. Most planning products, they're just going to load data into the system and that’s just going to be that. We have the ability to really manage and wrangle that data appropriately, provide the lineage that sits on top of it. Because you really can’t have AI without proper data management. Which is why we took that big $500 billion investment and put a significant piece of it into the data management componentry. So I agree with you in the sense that if you don’t have the data right, there’s not going to be a lot of value there. That’s why we've invested where we've invested. By creating a wider scope of interdependent planning functions with that network effect, you're loading in your finance data, your HR planning data, your supply chain planning data, your retail planning data. 

Scott Jennings 0:35:27.8: 

By having that broader scope, the AI benefits because now it is looking through data that is interdependent from more domains, and as a result of that the recommendations are going to be better because it has a broader scope with clean data that’s been loaded in the system. I'm not underplaying that managing data, especially at large companies, isn’t difficult; what we've done is given you the capabilities in order to do so. That way you can apply those AI models which are crawling inside of Anaplan, likewise if you run a Copilot or an AWS or a Gemini-style Copilot, we can interoperate with those. So we can pass data and insights back and forth in a really BYOAI perspective. So that’s kind of the way we think about it is, there’s no perfect data, but we've invested quite a bit in the data management, and by bringing in other domains now you have more recommendations which can be shared. 

Audience 0:36:22.9: 

How do you work with the hallucination? Because when you don’t have enough data, AI is going to try to figure out some things and close the gaps. How do you do it? 

Scott Jennings 0:36:37.3: 

We’re working with the context data that’s inside of your system, so a lot of the hallucination is taking place let’s say out on the internet with Gemini and Microsoft OpenAI and things like that. The data that we’re applying our algorithms on top of is your internal corporate data that’s extremely well-managed. So you're working on top of a much cleaner and much more reliable dataset because it’s being managed by your corporate IT. So we’re going to work with the best and cleanest data that we possibly can, and what I’d also say is that we have a number of technical folks that are outside the room in the demo stations that can go really deep on why we don’t hallucinate, but the topline theme is because the data’s being managed inside of Anaplan and it’s your corporate data, we’re avoiding a lot of those hallucinations. Anyone else? With that, I’d like to thank everyone for their time today, and hopefully you enjoyed my story about my speaker system, it is 100% true. 

Audience 0:37:38.0: 

Thank you so much, Scott.