Kevin Markl 0:00:13.2: 

All right, good afternoon. Hope you got a little bit of coffee in your veins, some snacks, a little bit to warm up. We're really excited for this session, because it's all about a brand new application that we launched back in March, and it's all about Anaplan entering really a brand new category that we haven't spent a lot of time, energy and focus on, really entering the forecasting and revenue orchestration space. My name is Kevin Markl. I've been on the marketing team here at Anaplan for more than six years, and really played a part in all of our application launches since then, and I'm joined by Karishma. Karishma, introduce yourself please. 

 

Karishma Shah 0:00:58.5: 

Sure. Hi everybody, my name is Karishma Shah. I'm on the product management team here at Anaplan. I've been here for about a year and a half, but have spent my career in sales performance management, previously at Callidus and then at Spiff, and now here at Anaplan. Happy to see you all here today and to get to share forecasting with you. 

 

Kevin Markl 0:01:19.5: 

All right, and I predict there's going to be an agenda slide next. Let me walk you through the pipeline of agenda items that we're going to be reviewing today. We're going to be talking about all things forecasting and revenue orchestration. Why is this just so hard? We have so much demo prepared for you today that I've had to cut back on some of the things we're going to talk about, which I think is great because we want to show you the application, and really talk about the value of what we've built for what you're already doing in Anaplan today, or what you're thinking about doing with Anaplan in the future. Now, forecasting. Easy, right? Anybody can do a forecast. As long as it's accurate, timely, maybe I can actually make some decisions using a forecast, looking at your pipeline data. The reality is not so easy as it sounds, for a whole host of reasons that I think Kyle talked a little bit about today. The mixes of products and services that you're forecasting up today, more complex than ever. I was roaming the halls, and there was a lunch and learn on consumption revenue models. You start thinking about, anybody launch a gen AI product this year? Yes. Consumption is now something that you're thinking about and forecasting through, all the way through to deal cycles, approvals taking much longer. I was reading that 83 per cent of CFOs are approving deals of $100,000 or less, so finance is in all of your deals now. 

 

Kevin Markl 0:03:01.4: 

You need to be thinking about your forecast and how you're managing pipeline in a much different way, and we know this is true because Gartner surveyed a whole bunch of people just like you. They surveyed hundreds of operations professionals, and 69 per cent of them said, yes, forecasting today, harder than it was three years ago, and so what? Forecasting is harder. Well, there's some real implications here. There's implications when you think from a CRO perspective, because CROs aren't rewarded for blowing out a big quarter. They're actually rewarded for being able to forecast predictably over four, five, six, eight quarters. A forecast isn't just a forecast, a number that you call. The question is, what are you going to do with it? Because you're making real decisions. Are you going to hit your number? If yes, should we invest more? If you're not going to hit your number, what are we going to do across the business? I think we saw what happened with Oracle. They laid off 30,000 people to pay for AI infrastructure, because the sales forecast said, we don't have enough top line revenue coming in to pay for those investments. Sales forecast isn't just something that's nice in the go-to-market organization, it's something that you're using which is going to ripple across your whole organization. We're going to talk more about that as we go, but hopefully this sets the stage for you, Karishma. Yes, forecasting is hard, but why did we really build something in this space? 

 

Karishma Shah 0:04:49.0: 

Yes, definitely, so coming into this space, we knew for certain that we had to have a really strong point of view. We couldn't just come in and build another forecasting solution. We knew that we were entering a fairly dense market with a lot of vendors, a lot of existing vendors, a lot of new vendors as well. We knew that to compete, we had to come in with our point of view and our own perspective on what forecasting means, and how to leverage Anaplan's platform to really drive decision excellence, utilizing our sales forecasting tool. With months of research, these were our top four findings. We hadn't started any development work yet, but this is what our research brought to us and gave us as guidelines of what we knew we needed to build to really compete in this space. The first was this consolidation of the RevTech stack. The last thing anybody wanted was another point solution to add to their list of point solutions. How do we actually streamline and reduce the overhead for us by adding to our list of work, our list of products that we're interacting with daily? We wanted more than just deal inspections and dashboards. Traditional forecasting tools are really great at that visibility layer and giving you beautiful dashboards and reports, which are great of course, but then what? You get this beautiful dashboard, and where do I go next with that? What do I do with that data? That piece was really missing for users. The third was this growing demand for real-time scenario planning and modeling, and this is Anaplan's bread and butter. I don't want to overstate, but I don't believe there's anybody else on the market that can do scenario planning as well as Anaplan can, and so we knew this was somewhere we would be a natural fit. 

 

Karishma Shah 0:06:47.7: 

The fourth is building trust and explainability, and I'm big on both of these words. This is something we heard at least one, if not both of these in every interview that we conducted, 'I want this explainability piece,' meaning not just understanding the system. I'm going in there every day, I should understand what I'm interacting with. I should feel comfortable making changes. I should feel empowered to really run my system end-to-end, but also explainability in relation to AI. A lot of forecasting solutions on the market will have an opportunity score, for example, and it kind of just stops there. They give you a number, but what does that number actually mean? Where did it come from? What variables were added to it to generate this number? How can I act on this number to either improve it or take it to the next level? That was really missing, and then of course the trust. The trust with your system, and also the trust with the teams that use these systems. We heard a lot of broken relationships between sales, operations, and finance and the other go-to-market teams, just because that trust didn't exist. Ops and sales can be a little bit more optimistic, I would want to say, on their forecast, and finance might be a little bit more conservative. That can leave your executive team feeling confused because they're essentially getting two stories, so we really heard this need for a single source of truth. 

 

Kevin Markl 0:08:17.8: 

And a single source of truth for a category that we are entering, right? We talked a little bit about sales forecasting and revenue orchestration. What are we really talking about here? Now, I'm sure your frontline teams are all thinking about and adopting AI, and thinking about account research and how I can use LLMs to generate some prospecting emails; to do all these different pieces that a frontline rep needs to do to be effective once they get their territories and quotas. That's great, we want your frontline sellers to have all these different tools, but that's not really where we're focused. You have tools for your frontline sellers. We know that you're working with them. Where we're really focused is actually everywhere on that other side, on that right side. It's your frontline managers all the way up to your CRO and your operations teams, who need the tools to be effective around what they're doing day in and day out with their pipeline management and their deal inspections and how they're coaching their teams, how they're understanding how pipeline is changing from one period to another. Even me as a product marketer, I love going into what we're doing with forecasting revenue orchestration, to understand what's in pipeline for my products and what's working in different markets. There's opportunities for sales forecasting and revenue orchestration much more for your leadership teams and operations teams, and that's where we've focused really with the offering today that you're going to be seeing. 

 

Kevin Markl 0:09:58.6: 

You're going to be seeing how we're really addressing issues for your both your operations and your leadership teams. I think Justin talked a little bit about this, trying to navigate through four disparate forecasts across all your different teams. I've got outdated data, I've got missing data across different source systems, different teams following different processes. It's not rolling up to the same number. What's the right number? We don't know. It impacts what you're doing on the leadership side as well. Are we confident that we're making the right coaching recommendations? Are we confident in the number? Can we go into a C-suite meeting or board level meeting and actually run scenarios about where we think we're going to land? A lot of companies don't have that flexibility today, so we're excited for the single pane of glass that Justin talked about that we've provided. That's really going to be connecting through what you're doing on the go-to-market planning side. You've got your territories and your quotas out on time, now what? Now you can start orchestrating revenue, doing the pipeline management, the opportunity management, looking at your account planning and pipeline generation, and floating it through to a forecast that's going to go back into your revenue performance management tools, going back into finance and demand planning, and even headcount forecasts. I'm going to have Karishma talk through what's different that you're going to be seeing in some of the demonstration from maybe some other tools that you've seen or tools that you're using today. 

 

Karishma Shah 0:11:38.4: 

Okay, so the last slide that I talked about, that was all speculation at that point still. That was all of our research and all of our research findings. We hadn't actually implemented any of that yet. Now, this slide is more where we're at today. This is us now having built sales forecasting. Where do we again, knowing what we knew from all of our research, all of the problem points that Kevin just described with the forecasting space today, and how do we differentiate ourselves in this market? These are the five pieces that we feel we have an advantage of in comparison to other vendors in this space. The first is a unified planning and orchestration platform. This term of orchestration, I had it on the previous slide too. Our ideology is really that we are building a revenue orchestration engine, and so we're not just building that visibility layer. We are building that full end-to-end experience, and connecting all of your data points to give you one experience across, which really is what it should be. Today you might be exporting data to spreadsheets from different products, doing that work on your own, which is a lot of work, as you guys probably all know. There has to be a better, smarter way to get inferences from all that data, and that's what we're providing with this orchestration layer. 

 

Karishma Shah 0:13:03.8: 

A holistic forecasting engine, so this is in reference to just the fundamentals. How do we make sure that we're forecasting data accurately, correctly, and really building on that flexible what-if scenario modeling I already mentioned, which I'm not going to put too much time on again. Actionable self-service analysis using, again, this is where Anaplan I think really accelerates. If you think about point solutions today, a lot of them are, in my opinion, working backwards. They'll build the point solution, and then they build all of the supporting functionality on top of it, right? Then they build the reporting layer, and then they build the integration layer, and then everything comes in response to building this product. Anaplan, the key advantage that we have here is that, in my opinion again, we're working in the right order, which is that we built the platform first. We had this strong platform that allowed us to do all of these things, to have that orchestration layer, to have the engine, to have the scenario modeling, and then once we were in a great place there, we added these applications on top of it. There's no, you know, this function of working backwards for us, we're always moving forward in that way. 

 

Karishma Shah 0:14:17.4: 

Then lastly, a connected planning platform. I think this one is of course really critical. Across all of the applications that we have built, how do I ingest all of this data and really make smart decisions - we call it decision excellence here - using all this data? Something like territory and quota, for example. I think this is a really key example of, how do I know that I'm hitting the plan? Forecasting plays such a strong role in that. Forecasting and compensation, for example. How do I embed compensation calculations and forecasts to make them more effective for my users? These are all aspects that Anaplan hosts all of these products natively, and we have access to these data points as well when it comes to your forecasting solutions, so no more forecasting in silo. 

 

Karishma Shah 0:15:10.4: 

Then just a quick customer story before we jump into our demo. This is a tech software provider who was in a really unique position, an ambitious position I'll say. They had a new CRO join, and they had this lofty goal of tripling their revenue. That's not a goal anyone takes lightly. In order to get there, they knew that they needed really precise and clear visibility into not just forecasting, but all their numbers across all of their various functions that they had, and so just some highlights on the solution that we provided them. We were able to implement them in seven weeks. We had a full end-to-end solution in place, everybody was onboarded in those seven weeks as well, and then the outcome was of course a lot of excitement around this new solution that was built. Sometimes excitement is good, right? It's the momentum that you need, just building that momentum within your own teams, to keep something relevant and keep something moving in the right direction. Then of course they had a really strong forecasting use case, which I'm going to actually have Kay come up here. Kay is our principal product manager on sales forecasting. She's really the brains behind it, and she's going to actually show you how this particular customer was able to utilize Anaplan to get all these advantages from forecasting. 

 

Kevin Markl 0:16:40.2: 

Wow, seven weeks. Seven weeks. Applications, the real deal. 

 

Kay Kuang 0:16:54.5: 

Hi everyone, I'm Kay. I am the product manager for the new sales forecasting application. I've been with Anaplan for more than six years now. Sales forecasting is one of the new applications that got launched roughly three weeks ago. However, this is not something new to Anaplan. You probably have heard a little bit from the previous session by Justin and Scott, so the processes embedded within this application have been used by Anaplan as an organization for years. It worked so well for us, so we distilled the best practice within the processes that we use, enriched it, enhanced it, and packaged all the best practices into this application, and I want to share this with you today. Within the next 20 minutes, 15, 20 minutes or so, I would love to talk through the three key personas that we serve with this application, and then I will talk about the life and challenges for those three key personas at the end of the quarter. We will see how sales forecasting application will help those three key personas navigate the challenges at the end of the quarter. 

 

Kay Kuang 0:18:17.4: 

I will start with sales managers. For sales managers, their primary goal at the end of the quarter, of course, to ensure their team meets their quota. As we are approaching the end of the quarter, the stress for sales managers intensifies as they have to constantly ask themselves the questions, where are we? How do I know the pipeline health of all the pipelines for the quarter? Do I trust the numbers that my reps are telling me? What are the risks and how to mitigate them? To answer those questions, sales managers cannot waste their valuable time at the end of the quarter to go from systems to systems to hunt for the data that they need to answer those questions. Sales managers really need one place, so that they can get a comprehensive business overview as well as the detailed business insights. The sales forecasting application is designed to achieve that. I'm going to switch to the platform side. I think the screen is not switching to the application. Can the technical team help to take a look at the screens? 

 

[Aside discussion, technical issue 0:20:06.0] 

 

Kay Kuang 0:21:16.6: 

Coming back for the sales manager, so a sales manager cannot go waste their valuable time at the end of the quarter to go from system to system. This is the forecast summary dashboard, so this is the dashboard that is designed for sales managers to get a really quick overview on their business. From here, very quickly they can see what's their quota, how much business they have closed so far, what's the attainment, what's the number that they are calling for the quarter, what opportunity rollups are backing up their forecasts, and what is the AI prediction that is powered by the time series based forecasting, Anaplan Forecaster, as a second opinion on how the quarter is going to end up being? Moving down, they will be able to see their pipeline broken down by forecast categories. They will be able to see what's their forecast and what's their attainment, what's their team's rollup and what's their team's rollup attainment. Not only that, they can scroll down to see every individual rep under their management, see their pipeline broken down by forecast categories, and each one of them their forecast attainment. From this dashboard, it really gives them a quick overview to tell them where they stand with their business, and where to look into next to investigate further. 

 

Kay Kuang 0:22:49.3: 

The very next natural question for the sales managers is that they want to drill down to the opportunities to see details. Here is the opportunity dashboard, so here is designed to help sales managers to run their reviews very easily. Here the opportunities are displayed in a tabular format, and it's designed to be able to integrate all the opportunity related data into one place. As out-of-box options, we have the stage opportunity owner, forecast category, net new ACV close date, and on top of that we include deal qualification methodologies like MEDDPICC, 3Y, the common closed plan, and product details from primary quotes, as well as the closed plan visualization, and again, chart format. Anaplan platform is designed to be flexible, so not only those out-of-box data options are available, you can easily integrate other deal relevant information into one dashboard. You can pull in finance, supply chain, other RPM insights into one place. On top of that, we also leverage Anaplan modeling capabilities. You see here, we calculate the quota contributions. Within this field, it helps the sales managers to identify, what are the deals that are really moving the needle for them? In this case, the attainment is forecast to be 94 per cent. There's still a six per cent gap, so the sales managers can come in here and sort the quota contribution from the highest to lowest, to see how many deals they can pull in to bridge that six per cent gap, and how many deals that they need to bring in to meet the quota. 

 

Kay Kuang 0:24:49.2: 

On top of that, the sales managers will be able to override forecast category, net new ACV, close date, at the deal level. Which is a big differentiator that Anaplan has over other applications, because usually the sales manager is required to enter their forecast call on a weekly cadence. A lot of times, the way how they do it is simply a rollup of CRM systems, so the reps can overstate and understate the business, leaving the sales managers having to do the mental math to come up with the number to submit to their leadership. Here, the sales managers can truly align their forecasts with their true expectations on the business, and everything, calculations will roll up there. In the high stakes business environment though, the business is complex, so the sales managers really want to test out all those hidden risks, and also model out the business outcomes. Those are the reasons why we designed this scenario planning dashboard. Here, the sales managers will be able to do their scenario planning at the deal level. They can decide which deals are the worst case and most likely case and best case. Those are the three out-of-box scenarios that we created within the applications, but as part of the configuration processes, the customers can bring additional scenarios if it's needed. 

 

Kay Kuang 0:26:26.5: 

Coming here, sales managers will also be able to update their assumptions at the deal level. This will help the sales managers really answer the questions, what if this deal slips into the next quarter? What if this deal comes at lower value than what my reps are telling me? What would my business look like for the quarter? From the top, they will be able to visualize what's the worst case, most likely case, and best case attainment, and we highlight what deals are really moving the needle for them. What are the deals that are driving the differences between the scenarios? If they want to aim for the best case, what are the deals that they should be focusing on to work on? After we talked about the deal review, we talked about scenarios, so hypothetically they're ending at the worst case. There is a gap for their quota. Of course, the sales leader, their leadership are not going to be happy about missing the quota, so the first question their leadership is going to ask is, how are you going to come up with additional pipeline to come back to the game? We designed the account dashboard, so the account dashboard is what helps the sales managers to identify upsell and cross-sell opportunities. 

 

Kay Kuang 0:27:51.7: 

Here, the sales managers will be able to view all the accounts by reps, by sales territories. If I pivot to a rep to see specific accounts owned by a rep, here the sales managers will be able to see all the accounts and all the relevant account firmographics about this account. They will be able to see ARR, account wallet size, remaining wallet size. Those are great integration pieces with account segmentation application. For all those customers who are already using account segmentation, those are the natural data points that can be pulled over for sales forecasting. You can also see open pipeline, revenue opportunities, and all the other relevant account firmographics. They'll be able to visualize those accounts as well. Typically, it's very common that 20 per cent of the accounts will bring 80 per cent of the business. Here, you'll be able to very easily identify who are those 20 per cent of the accounts, and who should be but are not currently yet. Here, they will be able to go through each account, click through and see all the relevant opportunities here. The data not only just comes at the account level, it also comes down to the product and solution level. Here, they will be able to see what is the concentration of the business by product, by solution, and what is the wallet size and remaining wallet size. Those give the sales managers a lot of insights on where other potential opportunities are. 

 

Kay Kuang 0:29:29.5: 

After identifying where are the potential opportunities, the next question for the sales managers typically, how much interest, how much engagement that customers have regarding those products and the solutions. We're bringing the account engagement information into the one dashboard, so those will be by products, by customer. There will be sales managers that will easily identify, what are the activities that customers have been engaging? What are the topics of the specific webinar that this customer has been particularly interested in? What are the job levels that from the customer side has been showing interest? It's usually the higher level the customer has been participating, the engagement, the stronger interest the customer has towards a certain product. Not only that, we're also bringing in the outreach activities, which is also just, how much activity is there on our end we have been driving to capitalize the interest coming from the customers? With all the dashboards that we just covered, ultimately, the sales managers want to feel confident behind the numbers that they're calling to their sales leaders. They want to feel that they have a plan to meet their quota. As is always said, fail to plan, plan to fail, so the new sales forecasting application is truly designed to support sales managers to craft a plan for success. 

 

Kay Kuang 0:31:20.5: 

Compared with sales managers, revenue operations managers have different sets of challenges. For them, their role is truly the strategic partners for the sales manager, as well as go-to-market leadership. They not only care about the current quarter, they also need to look out for the future quarters, to ensure the processes and systems are set up for success, to ensure the go-to-market teams can win consistently. One of the common challenges for revenue operations team is that they don't have a continuous view on the business, so within the application, we designed the pipeline dashboard. Within this pipeline dashboard, the revenue operations team can very easily identify what are the key stage pipelines for the current quarter, next quarter, as well as future quarters. They will be able to see how much pipeline that we have, what's the coverage, and are we on track or behind target? They can immediately see how their pipeline is tracking towards target throughout the quarter. Not only that, on the dashboard, we designed to make the pipeline inspection experience very smooth. Here, they will be able to see their pipeline broken down by stage, by time, and all kinds of dimensions you can bring in as relevant. 

 

Kay Kuang 0:33:00.8: 

The pipeline inspection is no more than just click through different stages and different times, so you will be able to identify, what are the opportunities that are potentially stalled, and what pipelines could potentially move forward? On top of that, we're also leveraging the Anaplan modeling capabilities. On the side, we're calculating, what's the coverage for each stage, what is the weighted pipeline, and how much pipeline that we need for each specific pipeline stage to meet the gap of the pipeline. On top of that, another common question that revenue operations team often get asked is, how does pipeline change? Oftentimes, the sales manager would ask the question, 'There is a huge swing on my pipeline. What happened? Help me understand what changed, why there is a huge shift.' We designed this pipeline analytics dashboard to help revenue operations answer those questions. We take snapshots on a recurring basis on the background, and revenue operations team can come in here and select any particular start date and end date. They will be able to see the change broken down by categories. For them, they can easily click through each category and see the specific opportunities that are causing the change. 

 

Kay Kuang 0:34:34.0: 

On top of that, so for sales managers, usually they are required to coach the reps to be better at selling, but the revenue operations team are really the coaches behind the coaches. We designed several features to support revenue operations team to be better at coaching the managers to be better coaches. This is one of the insight examples that we did. Here, the revenue operations team can see, what is the win rate over time? Where does the team win, and where does the team lose? They will be able to see the win rate, ASP velocity over time, what's the conversion rate over time, and how many days that the opportunity stays in each stage. Those insights are really valuable for the revenue operations team to provide feedback to the managers as well as their teams. On top of that, we also have the leaderboard. This will help the revenue operations team to identify who are the sellers that are outperforming well, and those top level metrics are highly customizable to fit the specific organization need. It can act as a really good motivation mechanism for all those reps to see their stack ranking mechanism. 

 

Kay Kuang 0:36:11.3: 

I know we're almost running out of time, so I'm just going to quickly run through the final one. The last piece, after the usual typical forecasting processes, after the sales manager finishes the forecast, the numbers will roll up to zero, and then CFO. All those numbers will eventually share with the board, and then as well as the broader investors. During this roll, the number consolidation processes, there's always the tension between the CFO work and CRO work, for two reasons. One, CFO may not fully trust the numbers that come from the go-to-market work for the lack of details, and two, the deals move in and out very quickly within the end of the quarter, so the speed of change can quickly distrust those two teams. By connecting the sales forecasting application to the finance org, can easily resolve this distrust issue. Previously, we have seen the forecast is done at the opportunity level, with the adjustments to truly reflect the true state of the business. Instead of those level of details get lost and finance spends multiple days to go from systems and systems, going back and forth with the go-to-market teams to try to tie up the numbers, with a matter of seconds through integrations, all the granularity of the details, what finance team is looking for, can be pulled into the revenue forecasting application.  

 

Kay Kuang 0:38:00.2: 

Here, they will be able to service all the opportunity level granularities, and see all the details to support the finance org to run their forecasts. Instead of having multiple days trying to reforecast and readjust the numbers, the finance team can have what they need within a matter of seconds. If go-to-market teams change their forecasts, then it's a matter of rerun, repull the numbers, and the finance team can readapt the financial forecasts within a day, rather than a matter of weeks. By connecting those two applications, we're truly aligning those C-suites into the same shared understanding of where the business is today. This will bring much more confidence to the C-suite in terms of communicating the revenue expectations and financial outcomes to the board, as well as broader investors. With this, I will try to bring all the things that we just saw back to the roadmap. So, if we - sorry. Hold on. 

 

Karishma Shah 0:39:38.3: 

I think they can pull up theirs online. 

 

Kay Kuang 0:39:40.5: 

Yes, I don't think they're pulling. 

 

Karishma Shah 0:39:43.4: 

Oh, there you go. 

 

Kay Kuang 0:39:50.2: 

Just to try to do a really quick recap here, so what we have seen so far is all under the now features. We have talked about the deal level forecasting rollups, scenario planning, pipeline management, account planning, pipeline analysis, and the AI that is running the forecast in the back end. The other thing that I haven't mentioned is the SFDC streaming integration. That is related to the SFDC connector, so we'll be able to pull the data real time from Salesforce into the sales forecasting application. The other one that is not listed here - I was planning to do it but I didn't have the time - is the overlay reporting. The alternative hierarchy reporting is a huge challenge usually for the go-to-market teams. It's a common challenge for a lot of the solutions out there in the market, but it's not for Anaplan. Anaplan is great at alternative hierarchy reporting, so we built something that is the product and channel reporting. For the time being, we didn't have the time to go through every dashboard, but if you're interested, happy to connect offline to showcase the capability further. With that, I will pass to Karishma to cover next and future initiatives. 

 

Karishma Shah 0:41:16.0: 

Awesome, thank you Kay. I can't read it from this angle. Okay, so just to talk about, very quickly, next and future, and then we'll open it up for some Q&A. Coming up next, very, very important, I think. Kay went over all the core functionality, which is all very critical to of course getting a sales forecasting solution out on market, but coming up next, we are being focused on the consumptions-based, run rate, renewals, and services. Enterprise forecasting is not as simple as most people think, I certainly didn't think six months ago. It's not just all opportunities and deals. There's a lot of different revenue streams that you have to be considerate of, and this came up time and time again in our early research as well, so this is something that we're looking at. We are early in the research phases for these, so if you happen to have a business that utilizes any of these, please reach out to myself or Kay, and we're always open to include you or your requirements in our research as well. We have connected planning on RPM applications, our revenue performance management applications like territory and quota, capacity planning, segmentation and scoring, and then finance applications as well, in particular our subscription billing application. Then lastly our sales analyst, which is an AI agent for anything sales forecasting related, and so that's something our team is working on building as well.  

 

Karishma Shah 0:42:57.6: 

A little bit further out in the future, we are looking at opportunity scoring and guidance. We know that this is a pretty base functionality in the forecasting world, so something we'll be adding some priority to. Additional native connectors, so like Kay mentioned today, we have a Salesforce connector that allows you to stream data into the forecasting application, but additional native connectors are our goal, which we will realize with research and as we get users onboarded what those connectors exactly will be. Then connected planning with additional use cases, we have a lot of demand for supply chain demand planning in particular as well, very natural connection with forecasting, and then of course our workforce planning application as well. It was a lot. Take a picture, because I said that very fast. I also have some detail slides that I don't think I'll have time to go through, but if there are any more questions, I don't know Kevin if there's a way for us to communicate this in another way, but there's some more details around each of these features as well if you're interested. I'm happy to take any questions, Kay as well, after the session is over. 

 

Kevin Markl 0:44:11.2: 

Questions? Got one over here. 

 

Unknown Speaker 0:44:21.8: 

Hi, thank you for the presentation, and this awesome dashboard. The question here is, can this work standalone without Salesforce, or it reads all those opportunity data from Salesforce? 

 

Kevin Markl 0:44:37.9: 

Did you get that question? 

 

Kay Kuang 0:44:41.4: 

If I understand your question right, you're asking if the application can ingest data from other CRM systems, other than SFDC. Is that right? 

 

Unknown Speaker 0:44:53.8: 

Yes, or standalone, or [inaudible 0:44:55.3]. 

 

Kay Kuang 0:45:03.7: 

Yes, so the application can be standalone as its own, so it's functional. We try to ensure that the application itself is a standalone full function with the best practices. It's a very robust solution on its own, but also we're trying to establish the connections to other applications to make it really, truly powerful in that way, because that's what we believe truly differentiates us from other sales forecasting solutions out there. 

 

Unknown Speaker 0:45:36.1: 

Thank you. 

 

Kevin Markl 0:45:39.8: 

Any other questions? All right. Well, we've got the team up here, so please come on up if you have some more questions or you want to learn more about the application, and take a quick break. We're coming up on our last session of the day, with a speaker from Zoom Video Communications, so we'll see you back for that shortly. Thank you.