Introduction 0:00:01.2: 

Good afternoon, everybody. Welcome to Driving Sales Transformation at GE HealthCare, please welcome Latoya Henderson and Dana Therrien. 

 

Dana Therrien 0:00:15.3: 

My name is Dana Therrien and I've been with Anaplan for about six years, but I'm a career operator in sales revenue operations, I've led that function for lots of different companies. Prior to joining Anaplan I was also with a company called SiriusDecisions Enforced where I led a research and advisory practice on sales and revenue performance management. Now I work in our product team and I have the opportunity to speak with lots of our great customers, like GE HealthCare, and do interviews like this. Also, I'm a former Anaplan customer myself, so I know what it feels like to be an Anaplan customer and I share some of my experience with others. Latoya, why don't you tell us a little bit about yourself and your background? 

 

Latoya Henderson 0:00:53.0: 

Okay, well, I'm Latoya Henderson, I am currently the Anaplan platform manager for GE HealthCare. I've been with the company for 30 years this December, mostly because - do I hear a wow? Somebody did something. At the end of the day it's been quite the journey. GE HealthCare itself spun off into its own company a few years ago, maybe two-three years ago is when we rang the bell at the New York Stock Exchange. GE HealthCare, as it stands today, is about a $20 billion - $19.5 billion revenue company. We operate in 168 companies, we have over 50,000 employees. Prior to that, long, long ago when I joined on GE we were a collection of over 13 different businesses. So my career has not only included GE HealthCare, I've been with our GE Plastics business, I've been with our lighting business that used to be in Cleveland, Ohio, as well as our research and development facility in Upstate New York. So that's been my journey in terms of businesses, but I've also had the opportunity to be in everything from IT to supply chain, I've been in sales operations, I've been in service operations. So it's been quite the collective opportunities here at the company. 

 

Latoya Henderson 0:00:15.3: 

I've really enjoyed the last five or six years or so with the Anaplan platform. So GE as a company, we focus on four major business segments. So we have our diagnostic equipment, so that's going to be your big box systems that you see in the hospital, CT, X-ray, MRI. We also have our advanced visualization tools, so that's more on the ultrasound piece, some of our cardiology X-ray equipment. Then we have our patient care solutions business, so that's more of monitoring, that's our cardiac equipment, blood pressure cuffs, things that support life after the surgical procedure or diagnostic. Then also out of that, in addition we have our pharmaceutical diagnostics. So if you ever get a CT or an MRI and have to have contrast or a tracer added to that, we also deal in the pharmaceutical piece of it. So a very expansive array of products, manufacturing in over 40 countries, and our motto since we went public as GE HealthCare standalone is about creating a world where healthcare has no boundaries. 

 

Latoya Henderson 0:03:46.7: 

So we invest a lot of money in research and we also recently, I think in the past year or two, focused on care pathways. So not just around innovating around the equipment, but how do we innovate around certain disease states and trying to get to early diagnosis? So you have departments or sales teams and research teams that are focused specifically on like cardiology or Alzheimer's, oncology, those kinds of things. So just really trying to connect what happens with the patient to the products we develop and the research that we support. 

 

Dana Therrien 0:04:23.9: 

Now, Latoya, you've got 30 years there, but if I remember correctly you started there as an intern in college? 

 

Latoya Henderson 0:04:28.0: 

I did. 

 

Dana Therrien 0:04:28.8: 

So you've only ever worked for GE? 

 

Latoya Henderson 0:04:31.8: 

Okay, so I did do a little stint with Xerox, just for a couple of years after I graduated, only because I was doing my masters in Upstate New York, GE didn't have a facility in Upstate New York, so I worked with Xerox there. Right after that just went back to GE and never left. 

 

Dana Therrien 0:04:50.2: 

I think a lot of us are astounded by someone that's been in the same company 30 years now, just how fluid things have become. So when you talk about the different types of businesses that you have within GE HealthCare, is the ultimate customer the hospital or who do you basically sell to? 

 

Latoya Henderson 0:05:08.0: 

For us we sell to the hospitals, the clinicians, the radiologists, etc., but we try to see our ultimate customer as the patient, which is why we've gone down this care pathway approach and try to create systems, partner with companies to do research. So we can get diagnoses as early as possible. Everything is about early detection and how do we create the systems that can allow for that? 

 

Dana Therrien 0:05:36.4: 

So just thinking about a sales organisation that's coordinating all these different efforts across these different types of businesses, with the ultimate end user being the patient. What's that like coordinating that effort for sales? Is it one salesperson, one entity, or is it multiple salespeople selling into a single entity? From all these different lines of business. 

 

Latoya Henderson 0:06:01.0: 

So it's a little bit of both. We have both our horizon and vertical organisations in terms of how we structure it and we think about having 50,000 employees, 18,000 or so of those are in customer-facing roles. Whether they are selling the equipment, servicing the equipment, training the customers on how to use the equipment. So that's a pretty good chunk of our organisation that is directly in the hospitals, directly interfacing with our customer base. Our Anaplan journey actually started with changing our go-to-market strategy, right? So years ago we were very siloed in all of those business segments. So if you were in the imaging business you reported straight up through that organisation, its own sales team, its own service team, its own research and development team, all of that. What we've found with the customers is it's very hard to really understand or it's difficult to win larger deals with the customer if you can't communicate across all of your product lines.  

 

Latoya Henderson 0:07:10.5: 

Throughout my journey at GE one of the rules I had was a director of service in Chicago, Illinois. So my responsibility was to manage and coordinate the 30-plus field engineers that installed and serviced the equipment, right? That was just diagnostic imaging, as well as our [?PACK 0:07:31.1] system, which is the digital reading of the radiology film, right? So but when a customer comes to me with an ultrasound question or they have something, an issue with their patient-monitoring systems, I'll get back to you, right? I've got to go figure out who in the directory reports in and does all of that, because we were very, very siloed in our approach. So back in 2019 we decided to change our go-to-market strategy and really make it so that we have fewer faces directly to the customer, right? Now, we still have those specialised sales folks, that specialised approach, but they're now all on the same team. So if I were in that role as a director of service today, instead of saying, 'Oh, I don't know who your ultrasound rep is,' now that ultrasound person sits on the same staff with that diagnostic imaging person. So it's very seamless from that perspective. 

 

Latoya Henderson 0:08:34.4: 

With bringing that organisation together, the biggest thing we had to figure out is how do we now communicate? Because in each one of those siloed approaches, a bunch of Excel spreadsheets, a bunch of disparate processes about how we do orders forecasting. So our goal was to really break down those barriers and put in a system where everything that a sales rep needed, where all of the basic information they need to inform the forecast was available there in the tool and it was the same across all business segments. So that was our very first implementation. 

 

Dana Therrien 0:09:10.8: 

I would assume it's important for someone showing up at one of these properties to understand what's happening, not just within the field of business that they represent, but also what's happened across all these different segments, all the way from service delivery, through sales and billing, maybe, in some cases like that? 

 

Latoya Henderson 0:09:26.0: 

Yes. 

 

Dana Therrien 0:09:27.2: 

So how did you use Anaplan to help coordinate these efforts?  

 

Latoya Henderson 0:09:31.3: 

So what we first did was sit down. We had what we call like a [?Kaisan 0:09:36.3], so to speak. We looked at the process, understood what people were doing in order to achieve the sales forecasting process, like how we can lean this process down, right? What information does a sales rep actually need at the time of creating a forecast and where do we need to pull that information from, right? So there's information that we need to pull from our CRM tool, there is Oracle for their actuals, there's what's in the backlog from our OBEI system, which is also one of our Oracle-based platforms. How do we then create a simple interface, when that person goes into the forecast they can see here's how I've trended over the last three years, five years, this is what's in my funnel. We have also built in algorithms from them to say, okay, or algorithms for them to see how predictive that their forecasts would be based on what's in their Salesforce funnel, right? So we work with them to build out those algorithms so they can see that and then we also give them the opportunity to scenario plan, right?  

 

Latoya Henderson 0:10:41.7: 

So say I don't convert the standard 60 per cent of my committed funnel, maybe I feel a little weak and what I have in my funnel I want to adjust that to 55 per cent or I'm feeling strong and I want to adjust that up. So it gives them an idea by product line of where they will land in a quarter, to help them give us the forecast that we can actually [over speaking 0:11:02.8]. 

 

Dana Therrien 0:11:02.8: 

I'm sure that minds are racing too, as is mine, because it's a hardware-centric business, but also wraparound services and service delivery, and probably a lot of software, as well, on top of that. So when you're coordinating a forecast process is it around revenue? Is it around bookings? You mentioned backlogs. 

 

Latoya Henderson 0:11:23.5: 

Yes, it's twofold for us. So for the - so we deal mostly in the equipment side of the house. We do a different process for service forecasting. So our implementation right now in the US and Canada is around our equipment forecasting business. So on the sales side we do just what are you going to land, what orders are going to come in for the quarter? That's where we're looking at what is in your funnel, what have you already booked, what are your averages, etc.? Then, on the flipside, so about a year after we implemented orders forecasting is when we got into revenue forecasting. So what happens after the order. 

 

Dana Therrien 0:11:59.7: 

You start with bookings and pipeline and what's going to close? 

 

Latoya Henderson 0:12:04.3: 

Correct, yes, and we take that information and actually feed it into the revenue model for when we look at what are we actually going to recognise this quarter? Because when we look at some of our more flow businesses like our AVS businesses and our ultrasound, you can recognise revenue 90 per cent of the time. Most of the time you're going to recognise that revenue in the quarter that you generate the order, right? We're going to shift that ultrasound as fast as possible to the site. It's not necessarily possible to sell, ship and install a two-ton MRI machine, right? That requires a heck of a lot of construction to make sure everything is compliant and available. So that's more of a longer-cycle business, right? So with that, and that's why we look at the backlog piece of it. There's so much information that we pull in from our supply chain team and how they're forecasting, what they call our PSI, or production shipment inventory cycle, we pull that information in to understand what's going on. We pull information in from our - I'm trying not to use - it's so hard not to use acronyms, right? From our project managers and how they're actually scheduling, what's going on with the site. So we take all of that information so that when we go into revenue forecasting it's more than just what are we booking? What do we have in our backlog and what's the probability that that's going to recognise?  

 

Latoya Henderson 0:13:33.1: 

Then we've also in our PCS business, or our patient care business, taken it to the step of revenue execution. So we use the management reporting feature in the software, that's how they run their weekly operational business, right? What's in the backlog? What's shipping? What actions do people need to complete this week, next week and the week after, to make sure the customer gets what they ordered, when they ordered? Then how does that project down to what we recognise from a revenue perspective? 

 

Dana Therrien 0:14:05.8: 

I remember in the 2000s working with a fairly hardware-centric business and the introduction of Sarbanes-Oxley and how that really changed the standards around revenue recognition. It was very, let's say, loosey-goosey before that. 

 

Latoya Henderson 0:14:20.5: 

It was before. 

 

Dana Therrien 0:14:21.6: 

Yes, so now there's some very strict standards on when you can recognise revenue and you've got a sales organisation that's working on pipeline and they're working towards an ultimate revenue forecast. If there's service delivery that's involved in that, that's going to change the revenue recognition rules. Also supply chain shortages can affect your ability to recognise revenue. So how are you tying that visibility into pipeline? Giving early warning signals into the supply chain and maybe even service delivery saying we're going to close this thing, are you guys ready to go? Are all the parts available? Can you ship it? Can you install it? Because we're looking to recognise revenue on this thing this quarter. Are you coordinating all that? 

 

Latoya Henderson 0:15:03.5: 

Absolutely. So and we do that specifically in our patient care business. So we have a cycle of when all the data comes in, right? So we refresh the data, make it available to them every Tuesday, saying this is what's in your backlog, this is what's coming, and this is when they have the opportunity to work with the supply chain folks, work with the sales folks to see what risks are there? We give them line by line everything that's in your backlog, they can run scenarios on, hey, well, this is what's coming from the base system of - but I know the risks that are associated. So they can then, in Anaplan, apply risk down to every single order level and then that information rolls up into their overall summary for their market, that then rolls up to the business. So when they get on that Thursday call, that Thursday call includes the sales operations team, the revenue operations team, supply chain is in there, the executives from those organisations are all collaborating on Thursday using Anaplan live to walk through here's what's happening. Are you on pace? Are you off pace? What are the key actions? What are we trying to do to get key orders delivered on time? 

 

Dana Therrien 0:16:21.7: 

It's an amazing forecasting story, it's why I love the story too, because Anaplan is a connected planning and connected execution company and I remember sitting on those calls myself and you spent the first 45 minutes arguing about the data. 

 

Latoya Henderson 0:16:33.1: 

Yes, exactly. Who's on first? What's happening? Yes. 

 

Dana Therrien 0:16:35.4: 

Yes, and then prior to the operating rhythm on that was one of war room and escalation and emails and phone calls and trying to figure out how to unstuck things that were stuck within the process. 

 

Latoya Henderson 0:16:47.1: 

Exactly. 

 

Dana Therrien 0:16:47.3: 

So did you go from - are we sharing a similar experience here? Is that what you guys had prior to Anaplan? 

 

Latoya Henderson 0:16:53.2: 

Oh, absolutely. Because this call that happens on Thursday has historically run for a long time, right? Prior to Anaplan people would spend anywhere from a day to a half-a-day just preparing their pitch for Thursday, right? Organizing their data, figuring everything out. Now, with Anaplan, those same users, they get their data refreshed on Tuesday, they do their inputs and then it's live. Nobody builds a single PowerPoint presentation for this to happen, they run it live in the tool. Then when I say the patient care business, it's six different product lines within that, right? Each product line has its own unique challenges, its own unique manufacturing facilities, supply chain, etc. So they were running analysis, but we're pulling in the data at every single intersection. So now imagine somebody not even having to put together a pitch that says, okay, well, this is what I'm doing for monitoring solutions and this is the trend. Oh, well now let's switch to diagnostic cardiology. No, we're on one page and we're just doing the context selectors up top and seeing all of that same information for every intersection of the data across time, across market, across region, and across product line. 

 

Dana Therrien 0:18:10.9: 

So we started by aligning all these different business units so that you had a single view of the customer, let's just say a 360-degree view of the customer, and now it gets in the pipeline and forecasting and then I would imagine there's things sitting in backlog that we're [signal break 0:18:25.2] constantly. Then trying to accelerate the time to revenue on those. Then there's a whole revenue recognition thing that's happening. Are you forecasting revenue recognition? 

 

Latoya Henderson 0:18:34.4: 

We're forecasting revenue recognition for every single quarter. So everything that we are trying to capture in Anaplan is all of the actions that are required for us to recognise that $19 billion plus every year. 

 

Dana Therrien 0:18:50.5: 

This is the dream use case. 

 

Latoya Henderson 0:18:52.1: 

Just the [?use cash 0:18:52.2], I should say, the 19, because the US and Canada we're not doing that much, but that's our global number, but it's getting all the way from when the customer placed the order until whatever the requirements are for revenue recognition. 

 

Dana Therrien 0:19:08.1: 

So we've got Anaplan and your responsibility is for the Anaplan deployment. 

 

Latoya Henderson 0:19:11.2: 

Correct. 

 

Dana Therrien 0:19:11.2: 

We've got Anaplan operating across sales, across finance, supply chain, and something else called integrations. 

 

Latoya Henderson 0:19:20.2: 

Yes, so we're doing our data integrations through - so when we look at how we deployed Anaplan at GE, we started out as using it in our operations in US and Canada. So we first started with the service finance model, or service FP&A model, they stood that up around 2017-2018 and there were a lot of fluctuations in our business. When I talk about that whole brand new go-to-market strategy, a lot of changing dynamics in leadership, in functions. So that particular model we ended up retiring a few years later, but in USCAN, or US and Canada for our orders and revenue, we've stayed the course with both the orders forecasting and revenue forecasting. About a year-and-a-half into it our global team decided we need a brand new way to do territory and quota management, accounts segmentation. The amount of spreadsheets, we have 18,000 customer-facing employees, not all of them are commission-based, but a lot of them are. So how do you pick the right territory coverage? How do you know what's fair to the employee? How do you know what quota to give them? So very complex problem that we didn't need to solve just in US and Canada, but across the globe. 

 

Latoya Henderson 0:20:37.1: 

So that's where our global IT team is the one that owns that implementation, because they're working to turn that process on across the entire country. The beautiful thing about Anaplan is that even though that implementation happens in our global IT function, we're all on the same tenet, right? So if I need to pull information from territory and quota, we also have some of the same users that are doing forecasting in the US in their territory. Those are the same ones that are designing those POs and quota, so we're passing information through our data hubs to be able to pull that information seamlessly, without having to do big extractions, downloads, etc. Because it's really all one very connected platform. 

 

Dana Therrien 0:21:24.7: 

How soon before the beginning of the next fiscal year do you start planning for the coming fiscal year? 

 

Latoya Henderson 0:21:31.3: 

Okay, this is an - okay. 

 

Dana Therrien 0:21:33.5: 

Or on territories and quotas. 

 

Latoya Henderson 0:21:34.6: 

On territories and quotas they start the process I would say about six to eight months before the next fiscal year. From a forecasting perspective we are constantly iterating on that, that's why I made the [unclear words 0:21:47.8] you don't want to know how often we forecast! 

 

Dana Therrien 0:21:51.0: 

Well, just I imagine if you're starting six months in advance, the next fiscal year there's always a growth expectation, but it's hard to know what that growth expectation is until you know what the final results are for the current fiscal year. During that six-month period you have to be making assumptions about… 

 

Latoya Henderson 0:22:07.9: 

Based on a lot of data modelling. 

 

Dana Therrien 0:22:09.5: 

…where you're going to land. So I've got six months' worth of actual - six months' worth of forecasts and then I'm planning for territory and quota based upon an assumed growth rate off from that. Not only that, by customer and by line of business, and then these 18,000 people, I know not all of them are quota carrying, but there are expectations that there'll be certain investment models on each of these different customers based on what they're projected to do. So you're using Anaplan to do that? 

 

Latoya Henderson 0:22:42.9: 

Absolutely. Because at the end of the day that's a lot of data to try and churn and figure out, right? So the team's spending an - they spent an extensive amount of time pulling all of those models together, trying to understand exactly what data points are needed to create those models. Then we give the sales managers the opportunity to tweak that, right? Because the model says your territory, so say, for instance, you own the Houston market or you own the Texas area, well, the modelling says you should give - like you own a certain number for Houston, right? The model says this is how you should distribute it by person, but you know, because you're physically there, you understand the training, you understand the customer base, and then that manager can come in and say, 'Yes, okay, you gave me, say, a $100 million quota for the year and you told me to give X amount to this and that person.' That manager can then come in and make the adjustments based on what they know at the customer level of what that should be. Then we keep that information so that we can run better algorithms the next time around and try to continue to fine-tune that distribution by person. 

 

Dana Therrien 0:23:57.0: 

I know we have people in the audience who are responsible for Anaplan modelling and Anaplan practices. You have a couple of team members in here, the heroes that make all this work. 

 

Latoya Henderson 0:24:06.6: 

Absolutely. 

 

Dana Therrien 0:24:07.0: 

How are you able to service such a diverse group of individuals from finances, supply chain and sales and all of the expectations and needs that they might have to keep their models running? 

 

Latoya Henderson 0:24:21.4: 

Can we turn off the camera for this? I'm just kidding. It takes a lot of patience, because at the end of the day, Roger and I find that the second you deliver a solution that works, oh, but now can it do this? Oh, now can we add that? So it's a lot of trying to keep them grounded and focused on the fact that, yes, we can, but let's approach this in a smart way, let's approach this the right way. Because the good and bad about Anaplan is they can see us, they can come to us with a problem and we can spin up a solution by the end of the week, depending on how big the problem is, or it can take a couple of months. Where they're used to if we were doing a more IT-based platform, oh, that's going to take six months or nine months, you know? Now they get hooked in the drug of, oh, you guys can turn it around? Then they'll ask for more. So sometimes we have to scale back the power of Anaplan a little bit, to just levels that some folks' expectations… 

 

Dana Therrien 0:25:25.3: 

Well, you're sort of a victim of your own success. 

 

Latoya Henderson 0:25:27.2: 

Absolutely. 

 

Dana Therrien 0:25:27.9: 

Do you do it like a product release? Do you say, okay, we're doing intakes now and we're going to make modifications and next month we're going to release these five models? 

 

Latoya Henderson 0:25:37.7: 

So we should and that's what we're trying to evolve to now. We just went through yet another restricting and set up in terms of how we own the platform. How we support not the go-to-market strategy piece, but now it's more the people that support those operations, right? So with that there was a whole lot of, again, we had another big problem to solve, right? So before, when we first did the orders of revenue forecasting piece, it was now we have this whole new group of salespeople structured a different way, doing disparate things. Now with the latest changed it's now we have a whole bunch of people doing a lot of repetitive work for a lot of our reviews and meetings and analysing data. So what we just recently launched is a way for them to capture all of those additional actions from a higher level, operation side, and then now we've cut out their need to do PowerPoints. So we've also connected it directly to Power BI, as well, so a lot of what they do in Anaplan we refresh and send directly connected to Power BI and we run their dashboards out of that. 

 

Latoya Henderson 0:26:53.6: 

We chose Power BI for those visuals, because they need to reach a much broader audience that are not a part of the Anaplan ecosystem, right? So that's another benefit that we have with Anaplan, it's that we don't necessarily have to keep the data secret to the folks that are in there turning and using it. Now we can connect it to systems that can communicate broadly throughout the company. 

 

Dana Therrien 0:27:19.6: 

So it's the scale of this is pretty large and the number of processes that you're touching and you've been around long enough to know what life was like before Anaplan, after Anaplan. What would you say like the top three benefits are that you realised? You can choose any of the different things that you're doing, supply chain, planning, forecasting, territory and quota, whatever it might be. 

 

Latoya Henderson 0:27:43.0: 

So I'll speak to what we're doing in the orders and revenue forecasting space. Life before Anaplan was for a lot of people a lot of hours in Excel, analysing data, creating pivot charts, but not having the time to act. So I have executive directors that'll come to me and be like, 'What you did for the patient care business I need you to now do for ultrasound, because now my patient care person is spending the majority of their week actually working with the field sales team, they're working with the supply chain team. They're actually getting stuff done. Where now my ultrasound person is still spending the majority of their week turning data and reporting the news and we just need to -' so that's one big benefit that the team feels. Because my manager's manager, the executive that I report into, he's always like, 'Look, every time we use Anaplan to take something off somebody's plate, what customer-facing action can we replace that with? What can we do to drive growth with that?' 

 

Latoya Henderson 0:28:57.8: 

Because some people, at first, they don't want anything to do with it. You're not going to automate my job, if you automate my job, what am I going to do? The business is more like, no, we want to automate the things that you don't really want to do, we want to pull you away from the stuff that we can repeat in a system so that you can do the more fun stuff, you can do the things that drive growth, you can do the things that collaborate with other [over speaking 0:29:21.7]. 

 

Dana Therrien 0:29:21.7: 

Well, we want to elevate you from being a tactician to a strategist and that's the biggest. 

 

Latoya Henderson 0:29:29.1: 

Yes, and that's what people enjoy, when you remove the fear of my job is going away because of AI or automation and say, 'No, we're just going to transform what you do and make your job a little bit more fulfilling,' then it's a different conversation. 

 

Dana Therrien 0:29:44.2: 

So that's a huge benefit, really taking people from being tacticians to strategists. Also the number of hours that you've saved in terms of administrative task and burden, and then it also sounds to me like you're able to make better, more strategic decision more frequently, without questioning the validity of the data and the material that's been presented to you. 

 

Latoya Henderson 0:30:04.6: 

Yes, you got it.  

 

Dana Therrien 0:30:06.8: 

So what advice would you have? I can't believe we're almost out of time. What advice would you have, just frank advice for people who are considering going down this journey, or thinking about using Anaplan to solve the types of problems that you've solved? 

 

Latoya Henderson 0:30:22.5: 

I would go back to the question you had asked about do we have release cycles. I would say, however you approach it, make sure it is in that - because when we first went at it, it's like, okay, we're breaking down the IT barriers, we can work fast, but don't overdo that piece, because then you can very quickly get buried in your requests. Because there is a problem with going too fast, right? Are we doing the right best practices? Are we optimising our model? Is it easier then to add another enhancement, because we did it the right way the first time? So for me, my best advice is to taper the excitement a little bit and have a structured approach, so that that longevity is there without having to redo a lot of things. Get as many people involved and excited about it as possible. I think when people understand that, hey, I'm here to make things easier or better, not replace, then they get on board. Once the ideas start generating from the bottom up, it's very easy to get the support from leadership to implement. 

 

Dana Therrien 0:31:34.3: 

Yes, what are the dreams that you have about what's next? What would you really like to tackle next with you and your team? I know you're resource-constrained and you've probably got your plates full now, but if you could solve one more problem this year, what would you do? 

 

Latoya Henderson 0:31:49.7: 

I think for us it would be taking our current modelling and what we're doing on the sales operations side and fully integrate into what we're doing with the supply chain team. So one of the changes we made recently is now I report in through a function that not only manages commercial operations excellence, but they also manage the supply chain side of it. So this is our opportunity to now really truly light up another honeycomb and say, 'How do we directly connect that supply chain information in and how do we do more for the supply chain team and start really optimising their process, as well?' 

 

Dana Therrien 0:32:28.1: 

Yes, I think commercial operations with supply chain is really what we used to call sales and operations planning and full spectrum all the way to it. It's a difficult question on standards of excellence. Would you rather hire somebody who's a trained Anaplan modeller with little knowledge of the business, or would you rather have somebody who has full knowledge of the business and train them to be an Anaplan modeller? I know it's not just a binary decision like that, but which is easier and which produces the quickest results and the best results, do you think? 

 

Latoya Henderson 0:33:03.1: 

For me, what I've seen personally and through Roger is the real example, it's better to have somebody who understands the business, or it's better for us to have the understanding of the business piece, we can bring you along on the model builder piece of it. Even from my own personal experience, right? I started out with a whole group of people in level one model builder training and then you just grow from there. I find that if you understand the business first, then how you connect that to the model is - it works. I think Anaplan is a very complex, yet easy system to learn. I think in the way that our implementation partners work it and how they train you through it, I've been - we've been really fortunate with how they've approached it with us, right? It's all about we will build alongside you to make sure that when we walk away or when the engagement is over you are fully able to continue afterwards and just call us for the big stuff. I think that the fact that you guys are partnered that way gives us the flexibility to go for somebody who understands the business and that can grow up in the technology. [Applause].