EJ Tavella 0:00:09.2: 

Let's start with just a little bit around the foundation that we're talking through. So everybody hopefully already understands the platform and the massive investments that we've made over the last 15 years in the Anaplan platform. It's wildly scalable, secure, integrates analytics, integrates data, brings this together. We're going to double-click on this and give you a lot more details. What's new? Where are we investing, right? We're building out out-of-the-box applications. Hopefully, you've all heard about this already, but this has really been a huge innovation for us. Over the last two and a half years, we've seen a huge traction in our market with our customers. This is again taking the advantage of this wildly flexible platform and the use cases that we know and love with our customers and our partners in building out best-in-class solutions as a starting point. So no longer do you have to build from scratch 100 per cent. Now you can walk in the door, and you can have really a workflow functional solution that already builds in the analytics, builds in the day in the life and gives you something to start with to really accelerate time to value, and we're seeing huge traction on that. We're going to drill into this in a lot more detail today.  

 

EJ Tavella 0:01:12.8: 

Then third is really injecting analytics across the end-to-end process, right? So how do we inject analytics into the data helping cleanse the data, build out anomalies, solve problems from a back-end perspective? How do we use analytics in the functional processes? So how do we integrate analytics, simulations, AIML optimization, etc., into your day-to-day lives to help you make more intelligent decisions faster? So those are really the big themes that we'll be digging into today. When you think about this from an end-to-end perspective, from a platform, but again, bringing together, we're relabeling and naming Anaplan Intelligence. So going away from different features and functions, really investing holistically into the platform from an intelligence perspective. How do we think about, again, bringing that into the overall process, tying that together with applications and then bringing together new technologies to the table. You'll be seeing some of these today when we do the demonstration with the reporting and the insights, really beautiful executive dashboards that let us again translate from the planner person to the executive view. So how do you translate information, make decisions in an integrated way with real live data? How do we drive workflow? How do we drive automation through the process, through workflow enablement in the overall cycle? 

 

EJ Tavella 0:02:26.3: 

So it's not just individuals working but being able to connect the dots between the processes through the workflow process and then obviously continuing to build out business modelling and data so that you can make integrated decisions, use real-time data, and really, I'd say, model your system to the specific business needs that you guys have as well. So foundationally I'm going to hand it off to Dan. He's going to jump into Platform.  

 

Dan Koellhofer 0:02:55.4:  

Perfect, okay. Awesome. Thank you, EJ. So, a couple things I want to touch on regarding Platform. Charlie showed a similar view of this earlier this morning. I want to talk a little bit more about what these platform capabilities mean for customers, for partners in regards to our applications. So, the first tenant that comes with the Platform, there's this real piece that's really the launching point for this is Anaplan's Data Orchestrator. This is allowing for our common data model. The reason why that's really important for customers is no matter which app you start with, once you have those objects coming in to service that application, so in my world, if you're looking in your sales organization, your product hierarchy, your industries, your geographies that you're selling into, if you want to add another application, capacity planning, account segmentation, you already have those data sources set up. If you want an operational workforce plan, well, you already have your employee population coming over. It's one less thing to implement. So back in the day, the legacy approach to doing Anaplan implementations, as you brought in new use cases into Anaplan models, it was almost like an N+1 number of data integrations that you had to set up. Now, with Anaplan Data Orchestrator, it makes it so much easier. It's actually your best [?in sport 0:04:16.3] smaller, and it just [unclear words 0:04:18.3] service those additional use cases.  

 

Dan Koellhofer 0:04:20.5: 

Okay, we touched on platform administration. This is important from a licensing perspective, but it's also giving us access to some usage metrics and giving you access to usage metrics so you can understand what adoption is looking like, who's using the systems. It's helping with rolling out the given use cases, both application-based as well as bespoke models and use cases that you're addressing as well. Calculation Engine, this is a really exciting one as well. So, Anaplan's built itself as this in-memory, real-time collaborative planning experience for customers, but there have been certain types of use cases when you're dealing with sparse data sets, so massive dimensionality across different types of attributes that have taken minutes to perform given functions. What took minutes before with the new Polaris engine is being accomplished in seconds. So, this is huge in terms of allowing that collaboration. I know one of the big things that we measure ourselves by is when we look at the use cases that we're rolling out to our customers, can they get on a Zoom call in a span of 45 to 60 minutes, work through a given business initiative? We want to avoid customers having to say, let me go off and run these types of models, let me go off and do this planning. Polaris allows you to do that in that one 45-minute session.  

 

Dan Koellhofer 0:05:46.4: 

Anaplan Intelligence, this is going to be another big one. You saw a brief demonstration of Co-planner, which is that end-user experience where you can ask questions and get results back from your Anaplan models. This is being built into our applications. So, the first step in bringing this out to customers, again, because we know how customers are using our applications, what the use cases are, what the data constructs are, it's allowing us to really nail that and get that right and then roll this out to you to incorporate into your own models. The one I'm really excited about as well is this Anomaly Detection. So where I think that this is going to be really transformational is the fact that a lot of the applications and use cases that have been implemented to date have largely been rolled out to tens, maybe hundreds of individuals to take care of certain types of planning scenarios. What's really exciting about Anomaly Detection, this is going to allow us to deliver almost like your morning daily briefing in terms of what's going on in your organization, what are things that you should be taking attention on and actually give recommendations on how you could go about addressing that. So this is going to be really interesting. I think in the next one to two quarters, you'll start to hear a lot more about this.  

 

Dan Koellhofer 0:06:54.1: 

Workflow, so this one is super important to me as we build applications. I think one of the biggest points when you say you're building an application, it's not just building the features but it's building the processes to assimilate into your business functions, right? It's not just entering the data into a given Anaplan model, but it's making sure are you getting the right sign off by the individuals in the correct order, parallel processing, what happens when someone's on vacation? Does it know how to auto-escalate or auto-route to another individual? All of those types of things are now available to us as we build our applications, as you build your own use cases, but that can be provided out of the box for you, okay. Then UX, so we've given UX guidelines before to customers, and we put a lot of effort into making our product easy to use. Applications introduces a different paradigm here, because now you've got three different groups, really four different groups, all building our own applications. What prevents us from building applications that look wildly different? What prevents you having to use two or three of these applications and saying, well, EJ, put the button over here. Dan, put it over here. That doesn't make any sense. So there's been a lot of effort to make sure we're building these applications in a standardized, intuitive approach for our customer base.  

 

Dan Koellhofer 0:08:14.4: 

Then the platform resilience, so this is really important. Charlie mentioned this as well, but being able to not only offer improving RTO, RPO times to our customers, but also when it comes to provisioning these applications, one of the goals that we're working towards is when you become an Anaplan customer, you would get access to all these applications in a trial mode, so they'd be set up for you and ready for you to start kicking the tires and see how it could work for your business. Again, this is all based on how it's helping with our applications. So I'm going to hand this over to Neil. 

 

Neil Thomas 0:08:59.4: 

Oh, I get double mic.  

 

Dan Koellhofer 0:09:00.7: 

Both.  

 

Neil Thomas 0:09:02.2: 

I don't mind having a double mic. Do you want that back? Do you want to give me everything? Okay. so who is actually deploying the application so far? Many of EJs applications have been in the market for two years, very established, a bunch of customers, very successful. Dan and I are a little newer at this game. Our applications are a little bit newer. I look after the integrated financial planning application and the Operational Workforce Planning application. What we're all seeing is this really interesting mix of existing customers and net new customers. So the benefits can apply to everybody. So if you are an existing customer, which obviously most of you are in this room, then what we're finding is you're getting to a stage where it's time to refresh your application. The business has moved. You probably don't want to rebuild the whole damn thing from scratch, but you'd love to use the latest technology, you'd like to move to Polaris. There's chance to clean things up. Maybe you've got new administrators. Obviously, the application gives you this wonderful starting point. You can just take your existing structures, load them into the application and get started really, really quickly. So we're actually seeing that it's actually now 50/50 in terms of dollars. This is just the customer count where it's, yes, I want to use these applications for my next generation. Or of course, if it's an expansion, so a new division, a new area of the business, of course, I want to try this approach and see what the gaps are.  

 

Neil Thomas 0:10:26.9: 

Then what's happening then, we're seeing this already is, and this drives a lot of our roadmap, which we'll talk about in a second, is what's going next. So where are the gaps that customers identify? Is it in the core P&L, the operational expenses? For me, not really. Everybody has people. Everybody spends capital, etc., etc. It's more on the revenue modeling side or the long-term forecast modeling or the drivers, and then obviously very industry verticalized as well. So that's that next generation, always looking at what's going to come next from an application standpoint. So just some very interesting this is what we're seeing in the market. We love working with existing customers because, of course, the learning curve is so much shorter. You already know the great stuff about Anaplan and the things to avoid hopefully, so you can get the implementations even more quickly. We'll talk about a couple of stories. Charlie pulled this one up. I think the most interesting one here from my perspective, and I know EJ wants to talk about, is itching to talk about Beacon, is Essentra. So before from an implementation methodology perspective, when you look across the customer base, it's wildly different on how people implement because again, when you can model whatever you want, I may be the very, very detailed person, I may want every dot crossed and every line ticked, and all the rest of it as a finance person, in sales, perhaps around my sales operational planning, I can be a little more loosey-goosey. Let's just get going, let's just get started.  

 

Neil Thomas 0:11:50.8: 

It varies within the philosophy. So if I meet somebody who's I just want to plan out the highest level versus the level of detail, the implementations again vary wildly. The longer you plan for an implementation, that can be a really good thing from a risk mitigation perspective, but it can obviously be totally exhausting from a wow, we've finally got to the finish line, I really don't want to go around that exercise again. So the other thing about the applications we're seeing is it's also remarkably consistent in terms of the delivery time. So regardless of what personality of company you are, if you take that application, you get the results very quickly and then you can model for there and spend the most time adding the most value in the modeling areas that you want to extend out to. So it becomes much more consistent, much more predictable. When you work with us or one of our partners, again, they give you the same language, the same terminology, so hopefully it builds a really solid foundation for implementation success. EJ, do you want to talk a little bit about Beacon? 

 

EJ Tavella 0:12:45.1: 

Sure. I love all these quotes. 

 

Neil Thomas 0:12:49.4: 

You love everyone. 

 

EJ Tavella 0:12:51.1:  

I do. I love replacing Blue Yonder. One of my favorite things to do. I love adoption from customers, and Beacon I'll say, is a great example. The reason I call it out is, look, not all projects are created equal. Supply chain, generally speaking, these are complex execution level projects. Beacon's doing demand planning for 70,000 SKUs globally, and they're actually doing replenishment planning down to about 450 stores. So this is a massive project, right? Our competition told them this is at least a two-year project. With our partner Bluecrux, we delivered this in 11 months end to end. Demand planning was about six. Supply was another four and a half, five, overlapping. Wildly happy customer. They're actually speaking in a webinar in the next couple of weeks as well, so if you're interested in hearing more, dig in. Again, just to double down on what Neil said, I think what we're seeing is timelines are moving up, they're getting faster, and maybe equally important, they're getting more. So customers are getting more in these deployments. It's not an MVP. It's a full-blown solution. Then they're still adding their bells and whistles on top of it. A good example I think they added truckload optimization on top of the application as an example. So this is pretty common. It's usually a 70/30 kind of thing when we go for implementation, but it's been wildly successful. So thank you for letting me [over speaking 0:14:07.3]. 

 

Neil Thomas 0:14:08.4: 

No worries I know you love everyone. All right. So what have we got today? We're going to very briefly run through that and then give you a flavor of our roadmap. So let's get started. So today, I believe that is ten, right? There is ten applications there. So these are the ones that are in production right now. So if you call 1-800 Anaplan, you can have one of those applications. I say can have, there's obviously a bit of negotiation probably required. So in my area of finance, we have essentially three core applications. So we have our new financial consolidations application that we bought from the Fluence transaction. The real work there is all around integrating with the integrated financial planning application. Ironically, we call everything integrated. So what we're doing there, we're doing all the work behind the scenes. That is coming to fruition right now. So things like shared metadata, shared dimensions, moving data around, becoming easier and easier. It's amazing how long that takes to do, but at the architecture level, that's now beginning to take place. So, of course, changing the branding and making sure that the UI is as consistent as possible. So all that great work, if you're looking for consolidations, that is a hard-core product, and we'll talk about that in one of my sessions later. Disclosure management is where we take any of our applications and take them into essentially Excel Office, so PowerPoint, Word and apply universally.  

 

Neil Thomas 0:15:29.6: 

So this was one of the benefits of acquiring the Fluence company. If you were in the Excel training yesterday and spent an hour with my friend Tony down the front and Ben, it is a phenomenal application just in terms of ease of use, taking data from anywhere, doesn't have to be Anaplan, and then just converting into your Excel presentations and sharing across the business. So if you have not seen that or have not played with that, I highly recommend it. Of course, you do need to be an Excel shop, so none of that Google sheet nonsense. Who uses that? Anyway, I also look after the workforce team. So Operational Workforce Planning is essentially all of the position planning, supply chain for people essentially, and that's a really, really nice application. We're seeing that now being deployed. For Anaplan, it's a little new in the sense of moving into HR teams. We find that HR teams, when we present to them, it really, really resonates the need there, sitting somewhere between their workday HR and those sorts of tools, and obviously their planning products and their finance team. We're the glue to position planning and then feeding off to your candidates and tracking everything. So if you're in the mood for looking at that, obviously we can show that to you today as well in one of our sessions. Gents? 

 

Dan Koellhofer 0:16:41.4: 

Yes, I'll go ahead and jump in. Can you all hear me? All right. Fantastic. So right now, the sales and marketing group is really a one-gun show when it comes to an application. We have hundreds of customers using us for a variety of use cases in the go to market planning and SPM space, but what we've brought to market so far has been the territory and quota management application. Multiple analysts have said that this is the leading product in the sales planning space. This is helping organizations effectively manage, plan, model and execute their territory assignments. What we're seeing with our customers is typically it's between 12 and 14 weeks for customers to roll out compensation targets, excuse me, territories and quota targets to their field before Anaplan. Afterwards, it's usually 1 to 1.5 weeks. So a really big improvement there, and then in terms of rollout time, it's averaging right around 14 weeks. We had a 20-week implementation that bumped the average up from 12.7 to 14, but it's really been able to bring proven results to customers in a very short period of time. EJ? 

 

EJ Tavella 0:17:52.3: 

Yes, thanks. So supply chain got a little bit of a head start. We've got five applications. In fact, most of these applications are already on release two or release three. I think we just hit yesterday 100 applications sold in supply chain, so hitting major milestones. Somewhere around 75 of them are already live also, which is exciting. Back to the use case stories. The core foundational pieces, right? This is the stuff that everybody does every single day. When we looked at the benchmark of our customer heat map, demand planning, supply planning, production planning, capacity planning, integrated supply planning and S&OP are core, right? So these applications really are focused on the core foundational steps in the supply chain planning process. I'll highlight a couple of things without going into tons of detail. The Statistical Forecasting Workbench is something that our customers are using through and through, and this becomes the conduit also for Anaplan Intelligence. It allows us to also not only run through and do best-fit forecasting, look at phase in, phase out of products, segmentation across the overall signal, but it also allows us to then plug in engines, right? So we can plug in [?Plan IQ 0:18:58.3], we can plug in external engines, maybe client-based engines or partner-based engines into it as well into that mix. It gives really a framework for the planner.  

 

EJ Tavella 0:19:04.3: 

So data science person, yes, they use it, but the analytic planner really likes this because they get transparency. They can see what's been picked. They can look at the history. They can dampen and do Anomaly Detection and history, and they can use this to really get to a best-fit forecast into the model. Drives into demand planning, supply planning within supply chain, but it is an optimization that ties into our other applications as well, and again, back to all these things being connected. Great, I can now see the financial forecast. I can see territory and quarter planning. I can seed any other kind of forecasting models that you need as well. Right, we're going to jump to the next section. Okay. 

 

Neil Thomas 0:19:42.0: 

So in my area what we're working on next is actually further along because we're still polishing IFP, so why don't you go first? 

 

Dan Koellhofer 0:19:53.4: 

Yes, okay, so we've brought territory and quota to market, and that helps folks manage and execute delivery of those numbers, but how do you figure out what are the right accounts you should be selling to? How do you segment those accounts? How do you figure out what you're go to market resource organization should look like to service those accounts and hit those goals? So this is where we've looked upstream. We've heard from our customers, and we've brought some optimization to those two areas. So we're bringing out account segmentation and scoring, which allows customers to really look at the 100,000 to 1 million accounts that they have, slice it up in a variety of ways, using third-party data to understand wallet share. There's different types of algorithms that are helping service this, so you can effectively score and segment what those accounts are. Then in parallel to that, we have our go to market capacity planning application, which is helping you figure out how many overlays should you have, when do you need to bring those overlays on, are you under capacity or over capacity with suppliers in your external channel, based on your forecast goals, when do you need to have services and customer success brought on board.  

 

Dan Koellhofer 0:21:00.6: 

Then this fits perfectly to the application… Oh, Operational Workforce Planning, which is going to connect the dots back to say, well, if I need to bring on three new account executives in this territory by July 1st, how many people do I need to interview? How long does it take to hire those individuals, right? There's these natural disconnects between sales and HR and talent acquisition that this new connected planning story that Anaplan is bringing to market will help your organizations address. Then the third and final app for this summer period is going to be our go to market planning for Salesforce. Eighty per cent of our customers use Salesforce as their system of experience for the sellers, so we're stepping up our offering there and bringing market-leading capabilities in terms of experience integration as well as data integration to our customers. 

 

EJ Tavella 0:21:54.3: 

Great. Yes, I'm super excited to talk about Integrated Business Planning and Merch Financial Planning, and they are more than just coming soon. Integrated Business Planning is already live, just went live this month and Merch Financial Planning is going live this month. Integrated Business Planning, as maybe all of you know, is really the step up above and beyond S&OP dashboards and reporting, right? This is really orchestrating and connecting the dots to integrated financial planning back down into execution. How do we make strategic decisions in the three month to three year type horizon, right? This is looking at the portfolio in your business. It's looking at demand. It's looking at supply and letting you run intelligent scenarios to be able to solve risks and opportunities. We allow you to now actively track risks and opportunities, understand decisions that are being made in these meetings and really make sure you have alignment across the business on key decisions that are being made. So this is really designed for the executive suite and the management level that's driving the decisions into that team to really in one place be able to make strategic decisions that understand the impact to the financials, to the margin and to the overall business. Yes, really excited about this. This is actually a use case that we're seeing globally across our customer base, very, very high.  

 

EJ Tavella 0:23:02.8: 

The second one is our foray first into a dedicated retail planning application, which is Merch Financial Planning. This is the top of the stack again. For retailers, this is going from financial long-range planning to what is our Merch Financial Planning process. How do we manage all of our key metrics? How do we make sure we've got that from a tops down to a bottoms up perspective? How do we manage the open to buyer? Are we hitting and tracking against the plan? How are we in hindsight making sure we understand how we're connecting those pieces? This has got a ton of excitement in the field. Again, this is a space that we already deliver to our customers, many, many customers, and we'll be connecting this back into our financial forecasting, into demand planning, and already into our inventory replenishment planning solutions as well. 

 

Neil Thomas 0:23:44.3: 

All right then, a little bit longer-term in 2025, we will finally have wrapped up all that nasty integration work and get everything working nicely with financial consolidations, so really automating all of the integration between the two. So that's moving along really nicely. You can see in the finance area, so we're the boring gray and the boring dark gray colors, which is really unfair because obviously finance is the most exciting area. We added in an application we think that we're going to evolve with EJ's team around that bridge between supply chains moving all the time, EJ's planning by hour, by minute. Finance needs the snapshot view, play around with their forecasts, their versions. Who believes operational people anyway? Putting all their overlays in. So that's a really good example of a connected planning application that we're going to work on. We're then also starting to verticalize. So we've decided on contract subscription revenue because we know about that because we sell all of you folks a lovely subscription. So we have engines to do that already, and the only other thing I'll say with that is we are obviously looking for design partners. So as we build our applications, all three of us obviously want to validate that with the market. So we look at what our customers have built, we look at what our partners recommend, but the most important thing is working with customers to say is this going to get you 70, 80, 90 per cent of the way there and then add your modeling power on top?  

 

Neil Thomas 0:25:03.5: 

So if anybody wants to volunteer, please contact us afterwards. So we're going to really focus on contract revenue. Essentially there's a start date, there's an end date, and we all know there's a whole bunch of rev rec and there's a whole bunch of tasks, a whole bunch of activities, but how do we build a really, really nice application to do that, so you can just load in your existing transactions and go away and immediately start forecasting. So that's going to be a core one for us. We're also going to start verticalizing a little bit on the cost side of things, both in terms of workforce and IFP and integrating from the OpEx standpoint. So the two primary areas you can see there are our project resource planning. Many, many, many of our customers obviously manage projects. There are people, there are costs attached to each of those projects. How can we manage that, and obviously then feed back into the demand? How many project managers do I need? How many consultants with the skill set do I need? And back into the talent acquisition and recruitment process. So that's an obvious extension that we're working on. Similarly with contact center, so my helpdesk, lots of resources, lots of turnover, inside sales teams, etc., etc. Help desks, that's a really great area for us as well.  

 

Neil Thomas 0:26:07.0: 

Some of these things, once you obviously create one, they start to feel like the next one, the next one, so hopefully as we get to critical mass, we'll just start accelerating the delivery of these things, but if those are again any interest, please contact us. Guys, do you want to talk through yours? 

 

Dan Koellhofer 0:26:24.0:  

Yes, I'd love to talk about sales forecasting. I know many of you are probably thinking, oh no, just another sales forecasting vendor to bring a solution to market, but it's worth pointing out there's definitely differences and a lot of impact that can come from the approach that we're going to be bringing out. We have many customers, and over the last two years, we've seen the rise of revenue operations inside of organizations and have heard countless times that sales forecasting is on the market what's offered today does not meet our business. A lot of the sales forecasting solutions talk about super tight integration with Salesforce, and a lot of that data revolves around the opportunity around the booking event. What's missing when you talk to revenue operations is the ability to look at the lifetime value of that customer and know that that first booking is only the first step on a long journey, ideally long journey with that customer. So the approach we're bringing to our sales forecasting is, one, it's going to be extremely strategic in nature, right? It's helping senior executives tightly align with your finance when it comes to reporting numbers, managing forecasts, really tight with the financial planners.  

 

Dan Koellhofer 0:27:27.6:  

Then the second piece is all about that ability to really drive lifetime value, so predictive insights into understanding what the customer's data can look like, time series forecasting, the show projections on is this $50,000 client that came to an investor, is it going to be a $2 million customer? Is it a $200,000? Is it a $20 million account? How can you cultivate that? So it's going to really feature and focus on customer lifetime value. 

 

EJ Tavella 0:27:59.4: 

Awesome. I'm not a numbers guy, exactly, but this looks like 25 applications by the end of the year or two. Probably worth highlighting. 

 

Neil Thomas 0:28:07.5:  

Is it that long term? 

 

EJ Tavella 0:28:07.0: 

I had to count twice just to double-check. A couple of things I'll highlight. I think you're hitting on a theme here as you hear us all talking, right? These applications are also connected, right? So behind the scenes, we are absolutely thinking about how does the data hub connect, how do we make sure sharing this information back and forth? Sales forecasting ties perfectly into demand planning which ties into revenue planning, revenue recognition planning, trade promotion planning right in the square meat of that. So we need to understand what are we spending on trade, what's the impact of trade on overall demand, how do we optimize that process to drive the right demand forecasting and also use trade to be able to then steer demand, accelerate the sales cycle, slow down the sales cycle, etc., as well as within trade promotion planning on the financial side, doing the matching right? What are we spending? Are we actually getting the credit for what we're spending? How do we work with our partners to make sure we're reconciling that information?  

 

EJ Tavella 0:28:55.8: 

This is going to be a really important application. It's a huge problem in the market right now. Customers are not happy with the existing solutions out there to manage this in the field. So we're getting a ton of excitement, and we've already got a couple of key customers signed up to say, great, let's help co-innovate with you guys on this solution. Assortment planning is our second step and really connects the dots between Inventory Replenishment Planning and Merch Financial Planning to create how do I take that merch forecast plan and how do I actually allocate that now across what my actual product base is going to look like? How do I understand what that assortment is going to be? How do I prioritize that assortment and actually seed it with analytics to figure out which products need to have how much demand available? How do I make sure I've got it at the right place at the right time? Again, seed that overall process and then drive into allocation and replenishment, which you'll see at 2.0 next year, which is taking what we have today and really turbocharging it, right? So this gets into more advanced allocation features and gets to what I call a crawl, walk, run, sprint type application where we've got heavy analytics built into it, and we can really optimize that process, do it based on propensity to sell, etc., get into more advanced functions around it.  

 

EJ Tavella 0:30:01.0: 

Then we will also touch on our first application in procurement, okay? Obviously again, a connected process somewhere between finance and supply chain often, but it's directly tied back to our inventory, demand planning processes. What's my long-term inventory look like? What's my key cost? What are my key vendors and my spend? how do I understand the tradeoff of the procurement planning process back into the overall planning cycle? So super excited about these applications. 

 

Dan Koellhofer 0:30:27.4: 

EJ, you hit on something that I really want to drive home as well. So here's a mid-presentation call to action. You mentioned launch customers co-development. So if any of these are of interest to you, please reach out to your customer success. Individual, please reach out to us. Please reach out to the account executive you're working with. We would love to talk to you to make sure that this is as tight as possible for our customer base. 

 

EJ Tavella 0:30:53.5: 

In almost all of these cases, we have hundreds of customers already doing these types of solutions in our market, right? So we've got great insight. Again, we want to take advantage of this and make sure what we're delivering is what our customers need, and we feel like working with customers is the best way to be able to do that. We're also obviously working with partners as well as institutions to bring that all together. 

 

Neil Thomas 0:31:11.1: 

All right, cool. Quite the roadmap. We're all busy coding away and eating lots of pizza and all that kind of stuff. All right, so, obviously the vision of this is bring it all together, and you heard that earlier where literally one day, not so soon, but pretty soon, you'll literally have access to all of these things, and you can play and trial and connect, and we're obviously building the infrastructure under that. So what we want to do now is give you a flavor of when our teams meet how do we make this as seamless experience as possible. So of course we've put together a very compelling demo to hopefully get you excited about what we're aiming to do, and a lot of this is already available to you and potential today, and we're happy to work with you on that. So, we have some props. We have some props, right? Has everybody got their props? I've got my prop. Dan is the salesperson, so he gets the red super cool… 

 

Dan Koellhofer 0:32:04.4: 

A lot of say in my wardrobe here. 

 

Neil Thomas 0:32:05.3: 

Yes. 

 

Dan Koellhofer 0:32:06.4: 

We believe in personas. We take on the personas when we build props. 

 

Neil Thomas 0:32:09.4: 

Yes, we literally wear our personas. I am the accountant, of course, so I get the boring green predictable visor with new stickers attached since last time. If you would like one of these stickers, please come and visit me. In fact, I've got spare green visors. I'm trying to give them away because Amazon sent me too many, so feel free. EJ is stripping for action rather scarily. 

 

EJ Tavella 0:32:28.2: 

Let's go.  

 

Dan Koellhofer 0:32:28.9: 

All right. 

 

EJ Tavella 0:32:33.4: 

Available for a price after this show.  

 

Neil Thomas 0:32:38.5: 

Yes. We're finance. We weren't allowed to buy t-shirts. We got stickers instead. 

 

EJ Tavella 0:32:41.5: 

Got to sell more apps. 

 

Neil Thomas 0:32:43.4: 

All right. I obviously played also the role of the workforce person. I can't be bothered to change hats, and I need to work on that, but I'll get around to that eventually. All right, so let's get started. I put the clicker down. That was stupid. Okay. Oh, wrong way. Sorry. Here we go. All right, so we named our demo company Horizon Pro with lots of crowdsourcing. The idea again is just to show you a thought process, a journey that we would go through, so as these applications come to life, they start to get much more unified. The UI becomes closer. Our AI starts working across all the applications as well within them. This is an exciting vision, and again, we'd love you to join us on this journey. So I am the finance guy. It's Monday morning. Actually, it's going to be tomorrow morning, isn't it? We're starting to panic about tariffs, the T word. There's lots of T words that we shouldn't mention. Tariffs is one of them. So I come in, I get my coffee. Coffee is always rubbish in the company I work for. You guys probably get the nice coffee. So I'm looking at my dashboard. Now, I don't know about you, but as a finance person, there's way too much red on there. So red dots are like sunlight to a vampire for a finance person, right? So, oh this looks concerning, and in this particular example that $582 million in the top left-hand corner, that's what we're projecting, and you can see some red here. Obviously, we're behind, right?  

 

Neil Thomas 0:33:59.2: 

This is a story about being behind. We're being disrupted. The market is concerned. Demand is dropping. We're all having a bit of a panic. This is just the market conditions have moved. So a very simple example. We obviously run a whole bunch of different scenarios, and we have our little lines that we look at and we say we're just not projecting out the growth that we want. So we are starting to get worried. So I click along, and I go to my FP&A guys, and I say, 'Guys, this is not very good. So can we run a whole bunch of scenarios, try and set some targets to our operational friends. What would be acceptable to the market? How am I going to please the CEO?' All those sorts of activities that we end up doing, This is me in finance, so I'm a little bit in isolation, but I have a whole bunch of data. So we all know the Optimizer product if you haven't implemented that. It goes away. We hold some variables. In our case, we hold volume steady, and we just run, and we run our iterations, and we look at them and then we run them again, and eventually we get something that we like, which is obviously a green dot in the middle, and we say, you know what? That's pretty good. What we need to do now is we need to go off to the people that do the real work. We added everything up. We're feeling good, but what's the reality here?  

 

Neil Thomas 0:35:08.8: 

So we would send our friend EJ off to say, 'What I need you to do is try to match this revenue line for me. Can you bring up demand in some clever way with the things that you have in your bag of tricks to get us back on track and at least get us back somewhere towards our growth profile?' So that's my job done. That's the easy bit. The math is the easy bit. I throw it over to EJ and off you go. You're on. 

 

EJ Tavella 0:35:38.2: 

Yes, big surprise. I had already known that my friend Neil, our CFO, is always in early in the morning, always worried about something, and he's usually talking high level, what's the [unclear words 0:35:46.8]? I've already been in my control tower looking at this, and I'm thinking about what are my challenges going to be, right? it's not just about hitting that demand target, but really what's the impact on capacity? As we look at the tariffs, understanding what the trade-offs are going to be, right? So where is the impact going to be hitting it ,and how do I solve those problems? Unfortunately, I have actual job to do. So I've got to go to a meeting, but it's not a problem. I grab my Co-planner, I got my phone, and I just start asking some questions, right? Hey, I need to understand what options we have that're going to be most impacted by tariffs, right? So I ask these questions. It comes back and it tells me, well, great, here's a few issues that you've got. it's going to come back and it's going to tell me, great, we've got a couple certified items that are going to work. I went too fast through my clicks. That's okay. A couple certified items that work. It told me also very quickly there, but I clicked through it too fast that we also have some that are also certified by the right suppliers, and so we understand what those are going to be, and they're going to impact which PCs, the medium demand level PCs. So within that, I come back to my control tower, and I want to run a couple of live scenarios, right?  

 

EJ Tavella 0:36:57.5: 

At the end of the day, I want to understand what the impact on the overall production is going to look like. I need to understand the plant specifically in Boston, to see how that's going to be managed and look at the battery impact across the overall signal. So I run this, we check about the impact on the overall batteries. Again, we tie it into the weeks that are coming up here shortly because we need to make sure we've got that impact, and we run the Optimizer. What it's going to do here, it's going to look across the overall end-to-end system. It's going to look at not only the capacity from a production perspective, but it's going to look at the cost impact on making that trade-off as well. So we come back and sure enough, now we've been able to reduce the capacity issues, have availability of the key products, which is wonderful, and it looks like we've got enough availability to hit the demand signal that we're looking for. So right now we're on target. I'm still worried a bit about the impact of this on the pipeline. Do we have any big deals that I'm not thinking about yet? So I'm going to pull up Co-planner again, directly from my application this time, and I'm going to ask it a question. Are there any big deals that are going to be impacted by these changes that we're making? We know what the configurations are. What do those look like? It comes back and says, sure enough, our biggest customer, [?Big Apps 0:38:09.3] is going to be impacted by this in March.  

 

EJ Tavella 0:38:13.4: 

So I know this is going to be an issue, and I know Dan's going to get mad at me for changing this without telling him, so I'm not going to call him. I don't want to talk to him about it. He's always busy anyway, so I'm just going to kick off a workflow and I'm going to ask him, I'm basically going to connect it to Dan and say, 'Hey, great, look, here's what we've got. Can you take a look at this and make sure it's understanding the impact?' Then Dan and his team - probably his team because Dan doesn't really do a lot of work himself. 

 

Dan Koellhofer 0:38:37.3: 

Delegate, delegate. 

 

EJ Tavella 0:38:38.2:  

Delegate, exactly. So Dan'll hand this off and see if he's got any problems.  

 

Dan Koellhofer 0:38:45.0: 

Perfect. All right, so let's move over to the world of sales and marketing now, right? We've just received an update that, hey, we're going to have different products to sell. So maybe some of the accounts that we're targeting right now are not ripe for those given products, right? Maybe I want to reach back into the way we did our segmentation and see if there's other accounts out there that we want to bring out to the field, promote and get these products sold, okay. So this is where we're going to start with our account segmentation and scoring application. Now being a good CRO, again I'm going to delegate, as we discussed earlier. I'm going to get this over into the hands of my go to market operations team, and in the old days, that team would go about building an Excel file, Python scripting, etc. to model out this, probably take days, a week or two. Now we're able to do this on the fly. So inside of account segmentation, one of the things that I have access to, one of the levers that I can use for scoring wallet share, segmentation scoring is tariff, right, and being able to say which products, what's the tier in terms of do we see growth available here, is it an embargoed country, but being able to set that and then have that reclassify the 500,000 accounts we have inside of our system, okay. Moving on from the account segmentation and scoring piece, we now want to think, well, what changes do we potentially need within our organization to service these accounts.  

 

Dan Koellhofer 0:40:04.2: 

So this is where we're going to move into our go to market capacity planning application, and that capacity planning application is going to start with those same accounts that have been re-segmented, okay. That will be the input into our capacity planning piece, but we're also going to be bringing in what our organization looks like. So here we're going to be able to see the different types of ratios of how many diamond accounts can an account executive service, how many large accounts, SMB, how many overlays do we need for these different types of accounts, how much for services and customer success. So being able to look at all the roles that are going to service that customer and see what the current and desired ratios look like, it helps me understand where the headcount changes need to be. I can drill into this all the way down to specific territories, regions, etc., to see where that plus-minus is within my headcount, right?  

 

Dan Koellhofer 0:40:55.4: 

So all of this lets me assemble that accurate view of which accounts are ripe for the current market situation, what my organization should look like. Now the final step is kicking this over to territory and quota, right? We want to take this plan and turn it into action. So now we're going to switch roles to Francine, one of our sales managers out in the field, and she receives a notification that she has some additional accounts that she can assign out to her reps. So it's all about time on target, keeping her in front of customers and helping her do that assignment as quick as possible. Francine gets directed right to the correct screen inside of Anaplan, can say which accounts go to which rep, and then get out and get back to her customers. Okay, back to Neil.  

 

Neil Thomas 0:41:40.0: 

Oh yes. Thank you, CRO. All right. Obviously, after all that hard work, we have a revised annual operating plan view of the world. Like all good sales leaders, Dan wants to hire a whole bunch of people at a ridiculous cost, give them all BMWs and a big expense account, so what I need to do is dive into my talent team and say, right, let's go start recruiting. What have we got right now? What are the gaps, whether it's geography, whether it's skills, levels, experience, tenure, and what should we go look for? So in the Operational Workforce Planning, we start to kick off that process. Here's the demand side from our friends over there, and what we are now going to do is go through a hiring or recapitalization process. Now, obviously in Operational Workforce Planning, what we're doing there is we're building in the lead time. How long is it going to take us on average to hire these roles? Base that on the reality, start tweaking that if we push more aggressively, etc., so we can then go through and get our demand to our talent team, whether it's internal or external, organized. We can, if my little animation works for me, start to see all of those roles nicely allocated to the hiring managers, the hiring agencies and start literally provisioning out the requisition. So issue the requisition, integrate into Greenhouse or whatever your tool of choice is.  

 

Neil Thomas 0:42:56.7: 

After all of that, hopefully we haven't spent too much money. My team comes back and starts doing the next scenarios, of course. So what's the reality coming from the field? Never quite what we would like, of course, but can we afford to do it? What's our scenarios? Finally we end up after a little bit of time with scenario seven, which of course gives us exactly the answer that we want. If we wait long enough for my lines, we'll move up, but I also appreciate we're running out of time. Once I get all that done and I go, you know what? The three of us, so finance, our operations team, our sales go to market team are fully aligned, we think this is the best forecast going forward, I of course create my beautiful documents, my reports, issue them out to the management team. Now what you'll see here and I'm going to click through a little bit quickly is this is essentially taking our information and publishing it from Excel templates back up into the web. We all know how painful it can be to get your pixel perfect reports if you use an HTML designer. With us, you can take them and use our Excel reporting engine and then publish them back up to however you want them to do it, and obviously they just refresh with the latest data as we go. So, some beautiful examples of leveraging all the features that you probably use every day in Excel and just laying them on top of your Anaplan applications.  

 

Neil Thomas 0:44:13.4: 

So we like doing that. We can go even further, of course, because no doubt every business runs on PowerPoint as well as Excel. So let's use the same integration layer to obviously issue our PowerPoint monthly reports, and with our data tagging, what we can also do is simply just have the templates built. It picks up the latest changes, it starts moving the commentary for us, and all the narratives updates automatically, so saving a whole bunch of time. So that's the sort of reporting that we can now do using some of the new features that we talked about earlier with Microsoft Office integration. That's the end of our session. Hopefully, that starts to inspire a little bit of what we're aiming to do. We have essentially three tracks, so finance and workforce, we're Hall 1. We kick off around 1 pm with a whole series of sessions. Please attend. Most exciting, of course, because we're the product people, is the demos. So if you can hang around, we have demos starting at 4:00 and there's sessions at 4:35 where we will actually start demoing the staff and getting into the detail, and obviously the same for my friends over there in go to market and supply chains. Independent sessions, so whatever your area of interest is, please dive in. With that, we were going to do Q&A, but we've only got about five to ten minutes maybe before we get thrown out. Is that right?  

 

Dan Koellhofer 0:45:31.7: 

Yes.  

 

Neil Thomas 0:45:31.9: 

Do we even have that long? All right, so we'll go hang around outside and take any questions if anybody's got any immediately. Thank you so much. Thank you.