Neil Thomas 0:00:09.0:
Good afternoon. My name is Neil Thomas. I am the Senior Vice President of Finance Planning and Workforce Applications. That's my job today. What a mouthful that is. So let me tell you what we're going to cover today. Everybody's heard about Anaplan Applications. I'm going to talk about the most important, the best applications that we have. So don't look at anybody else's applications at Anaplan. Ours are the best. So we're going to talk about finance and workforce, talk a little bit about what we do in our Center of Excellence to help build these applications, where do they come from, how do they work, and I'll give you a little flavor of the roadmap and what we are working on in the future. I've been with Anaplan for about eight or nine months, so I get to lead this organization. There are a bunch of folks around the world in our Workforce Center of Excellence, and what is our mission? Our mission is pretty simple.
Neil Thomas 0:01:04.5:
We are building what we believe, and are testing with real customers, of course, best in class applications, and the idea of course is to deliver, out-of-the-box, an application that you can implement, which will take you 60 per cent of the journey, 70 per cent of the journey, 80 per cent of the journey on the application purpose, and then you will model from there. That's when you bring in your Anaplan modeling skills to really add value in the gaps. So we are building those applications. We work with existing customers, we work with new customers as our design partners, and we work with our partner eco system as well, collecting feedback as we build these applications, test them in the field. Then we upgrade them, and we bring them back to the field as well.
Neil Thomas 0:01:48.7:
What we're also desperately trying to do of course is scale this out. So you could have an unlimited amount of applications, obviously by vertical industry, by horizontal purpose. Is it functional? Is it a consolidation application, focusing on actuals? Is it a planning application focusing on the future? So really making ourselves very efficient at doing this, making it very repeatable. Then of course we'd like to inspire everybody in the room to start using our applications as well, and if you're not, give us the feedback to make them more useful. We're also working with long-established Anaplan customers who are venturing into new areas, and we're partnering with them on applications. So we're always open to volunteers who'd like to join us on this journey and be design partners and fully participate.
Neil Thomas 0:02:36.7:
So the objective of our application framework is, we will deliver these applications, they will have their purpose, they will be integrated together using the same foundational technology that you've been learning about, obviously through the appropriate calculation engines. Everything that we build is on Polaris. So we use the latest and greatest engine from a modeling and planning perspective. Then we are integrating PlanIQ from a predictive analytics in our applications, making sure, giving people a head start and using predictive AI. Same security model, integration via obviously Data Orchestrator. So a standardized approach to each application sitting underneath, which also helps us connect them together efficiently, and then the same UI experience over the top. So as we look at our applications, how do we make them very consistent, so that if I'm working in Workforce, and I hover across to look at the P&L, the experience and the navigation is exactly the same across applications. So that UI consistency, the reporting, all of the workflows working across, and obviously now we're into AI. We heard about that this morning.
Neil Thomas 0:03:44.8:
So how do we implement CoPlanner on our applications so that they start leveraging the power of that immediately, and that's available right now. We've been doing that over the last six or so months. So CoPlanner, the generative AI agents, are integrated into our Integrated Financial Planning and our Workforce Planning applications. I also look after Financial Consolidation Reporting. So that's obviously the very accounting side of the house. So I'll give you a flavor of a journey that we imagine a customer going on, and perhaps they do start with consolidations. That's my biggest problem. Now you can start at any area of course. From a consolidation perspective, we have a great consolidation application. We're delighted to provide that. Now we're layering on Narrative and Disclosure Reporting, now we're getting to applications around things like ESG, risk management, strategic finance, that longer-term view and benchmarking, and those are things that we have on our roadmap to create to leverage at a financial consolidation.
Neil Thomas 0:04:42.8:
Perhaps you're starting with Integrated Financial Planning. That's okay. We can start with that, and then we can start to build on top. Perhaps you have a very robust, deep requirement in capital expenditure. That may be a specific application. Perhaps you work on Allocations and Profitability. We have an application that's very robust for cost-to-cost allocation, or profitability applications as well, and delighted to implement that. Then we start moving off into the business unit area, or the functional FP&A area where we're integrating with our own Supply Chain applications, but of course you don't need to use ours, you could use competitors. So how do we integrate with a competing Supply Chain application, to make sure we're available to everybody, and the same with the Revenue and Go To Market Performance management. Perhaps you don't use our suite of applications for that. That's okay. We will integrate into whatever you have chosen that's best for your business. Then of course there are other areas with the little white dots in, which are, we will never build all of the applications that everybody needs. There will always be this leverage point for, how do we extend what you've given us, or how do we build our own thing that you haven't got to yet, and integrate? And providing all of that with the same framework. So again, the same underlying technology, and the same UI over the top. So that's a journey that we're taking our customers on, all the way through from our actuals, the second we close the books, to the minute we start doing our long-term strategic planning, five, 10 years out into the future, and everywhere in between with all the appropriate scenarios and versions.
Neil Thomas 0:06:14.7:
So let's take a little look, a little snapshot at the applications. If you've never seen them - I know they're doing some demos outside, but what's in there? I'll speak about a little philosophy to start with. So when we go to the market, we basically want to provide a solution end-to-end for the office of the CFO. Now fundamentally, what the CFO needs is something that's strategic, thinks long term, external looking, good for reporting, good to support my fellow peers at the C-level. Fantastic. Underpinning that is consolidations, my actuals, my results, my consolidation process, and our application obviously is designed to solve that particular problem. I'll talk to you a little bit more about consolidations in a second, and where did it come from and what does it look like. For us, we have a consolidation engine. It is purpose-built to perform that very transactional aggregation of consolidation process. It is nothing to do with planning. Planning is a multidimensional modeling, I want to do whatever I want to do process. That's why we use, in our case, the Polaris engine, or Classic. We don't really mind too much, but of course we're future, we look at Polaris. So that solution for the office of the CFO should be seamless, and we talked about that from a UI perspective and an underlying integration.
Neil Thomas 0:07:39.1:
So as we put together our Integrated Financial Planning application, what does it do right now? Because, of course, we're working on the next version based on the feedback that we've received. It is, of course, Integrated Cash Flow Balance Sheet and Income Statement. It has a standardized approach to Revenue and Cost of Sales. We know that is the area of challenge for any business that looks at this particular application. Hey, we don't have Revenue and Cost of Sales, we do subscriptions, or we do some other weird stuff in financial services that you guys haven't even thought of yet. So we do realize that there is a vertical nature of Revenue and Cost of sales, and when you see the roadmap, you can see that's starting to appear. Below that pretty straightforward set of drivers for revenue and margin, we have all of the Headcount Plan. Now, in Headcount world we're thinking about budgeting, right. So mainly by head. One of the iterations that we're working on right now for the net release is to plan by position. So go away from Neil and go away to my role and who happens to be in my role in my position, and that will make our integration with Operational Workforce Planning, on the HR side, much more efficient and much easier, literally a turn button process. So we're working on that.
Neil Thomas 0:07:39.1:
From CapEx, obviously we do it from an asset and asset type level, as you can see. We have built in scenario modeling, and version control. So you can play around with as many versions as you like, including some long-range planning. Then of course, as I mentioned, it's CoPlanner-ready. We have taught, we'll call it IFP - I'm not a fan of acronyms, but it does get to be a long name - IFP with CoPlanner. So it kind of knows all the structures, the relationships, so when you switch it on and you populate and you start asking questions, it starts giving you responses immediately. In your own applications, you'll have to run through that own process yourself, train CoPlanner on your own applications. We're just ready out-of-the-box. We then expect you to expand. Now, when you configure these applications what you can do is, because you can do it so quickly, is you can create one from your existing structure, something like that, and go, that looks pretty good. Oh, maybe we'll tweak this, tweak that, and then reconfigure, version 2, version 3. So it can be a very iterative process, and it's changed the way that we've found our customers are implementing. So they're building an application that's pretty close to maybe what the finished article will be like and then start showing it to users within a couple of weeks, and the users of course, we need their adoption, we need them to use the system. We can spend much more time tweaking on their feedback, giving them the right kind of screens, the right kind of workflows that they need. So we really do save a significant amount of time by turning this implementation into a much more iterative approach using the application as a foundation.
Neil Thomas 0:10:31.0:
Within the configuration, what we're configuring based on the structures that you give us, it's about 150 lists, it's about 350 modules, it's about 100 UX pages already pre-built, it's about 150 processes. To get to where we are now, the current version we call Version 1.3 - Version 2 will be out, fingers crossed, in September - that's about four to five man years effort so far. So you can get a flavor of how much time we've put into this, both actually putting the thing together, but also making sure it's very flexible and extendable so it can fit any size, and I'll show you a flavor of some of our strange and wonderful customers who have adopted this in a second. Obviously powered by Polaris and integrated with ADO. That's kind of what you get when you turn it on. So instantly available to you, we just need to configure. CoPlanner already to go, so I can start asking it questions. It will go off and be smart and intelligent already. So that's built in, and you can see here, this is actually CoPlanner working nicely, and then, how do I set it up? What processes do I go through?
Neil Thomas 0:10:31.0:
So you're using the Anaplan UI that you already know to configure the application. You're basically answering questions. There is a long list of them. You can obviously shorten that; if you just build OpEx and don't worry about revenue, or you build revenue and don't worry about OpEx. You just pick and choose what you want. So we're filling in those little tick boxes with, do you want to include this, do you not want to include this? If you don't include it, it may not build the UX pages, or it may not build the underlying modules. So we go through, and we select those. Obviously, we import our hierarchy structure, make sure that's all nice and tidy and organized for us. So we put that into our lists. Then last but not least, we start setting up some of the techniques that we want to use. So we provide obviously pre-built methodologies for planning. So do you want to use them all? Do you want to use a selection? What capabilities do you want your users to have from the out-of-the-box application? And again we're just picking and choosing, and because we can do this very iteratively, you could pick one methodology and just have a look and then pick the second one. That's too confusing for my users, let's just pick one, and then reconfigure the model very quickly.
Neil Thomas 0:12:51.6:
So that's kind of the screens that you see from a setup perspective. When you get to the end result, you go from a very high-level kind of CFO-ready dashboard down into some very comprehensive detailed data entry pages for collecting the budget or the forecast, whatever scenario you're working on. Again, this is something that you can quickly show to a user and say, does this kind of look and feel what you want, or what else would you need, and you can add the extra pages, or the extra cards, whatever you need, into the application, as part of the implementation process over time. So again, this is all here ready and available for me to leverage. Here's obviously a little bit more detailed example. We do find that most of our customers all start with operating expenses, because they're fairly traditional, and a really nice quick starting point for people to get comfortable with, from a user standpoint.
Neil Thomas 0:13:44.6:
So what do I get? I get something that's very quickly deployable that I can iterate on. I get a really nice steady starting point. It's absolutely perfect if you have an OpEx challenge, and you want to standardize. So I can give you an example. A very large company, been an Anaplan customer for about nine years, probably - I think it was our second customer I'm told, something like that, so you can probably guess the name. They basically went through a whole worldwide standardization exercise and literally implemented the application out-of-the-box. So it kind of forced them into this, hey, we want everybody to work the same way, and then we'll go out to the business, and we'll work out whether we should make the changes that they want. Is it truly adding value to the cycle, or is it just confusing? Is it just cultural bias, or the local manager? If we don't think it is then we're not going to add it. We're going to make it simple and standardized and straightforward across the entire world, and that project rolled out in about 12 weeks worldwide, about a thousand users. So a very successful example of implementing.
Neil Thomas 0:14:42.8:
Again, it gives me my full financial statements, and of course I can extend, I can break it, I can pull it apart, I can put it back together, very flexible, it's the same Anaplan that you know and love. Where we see it really being useful is when you're expanding into a new use case. Hey, it's a new business, new division, let's go see what this application thing is like, and test it and play with it. Does it really give me the value that Neil says it will? I could refresh an existing old model that's been around for five, six years, it's gone a bit stale, the business has changed. Maybe my key modelers who built the model have left, it's time to refresh. That's a great starting point for us, or of course it's, just use part of it, just use the little bit that's most appropriate and get me time to value really quickly.
Neil Thomas 0:15:25.7:
What crazy people have been doing this? A whole bunch of different customers. So we brought out our first application here in this iteration, Version 1, literally back in earlier this year, so it's been around for about six months. We have about 30 customers at some stage of implementation. Some are finished. You saw Sizewell C video this morning. They are a finished example of deploying this. Some are in process. Hewlett Packard obviously is the one I mentioned, they have finished. So it just depends - well, you never finish planning obviously, it keeps building, but essentially the project is complete and we're now into the second iteration. The thing that you'll notice is, they're all kind of weird and wonderful and different. There's no standardization here in terms of a particular vertical, a particular market. So they all have their own unique twists and turns that the application has managed to absorb as part of the configuration. So that's Integrated Financial Planning.
Neil Thomas 0:16:25.9:
Let's talk a little bit about Consolidation. So we're sitting in front of the controller. Let's talk about Anaplan Consolidations. Obviously, this is a new application from us from a we required it perspective. It is not built on that multidimensional modeling platform, it is built on a consolidation engine out-of-the-box. The only reason we show this slide is to give you a flavor of the history of, where did this come from? So if you are - and I'm sure everybody in this room has a consolidation tool. If you're still doing it on Excel you should hang your heads in shame. You're probably one of the logos on the list. The most interesting thing about Fluence Technologies, which was the company we acquired about a year ago, and have been integrating into our platform, it is kind of the most innovative modern thing in consolidations since literally 2006. There has been no other consolidation engine developed since essentially OneStream 20 years ago.
Neil Thomas 0:17:26.2:
So why is that important? Well modern is kind of good, right. So that means it's a true SAAS product. It's multi-tenant, it works in the Cloud. There's no silly desktop nonsense, there's no, it used to be on premise and we kind of cleaned it up, but really, it's just a single tenant in the Cloud, and you have kind of all the same headaches. It is a true, built for the Cloud process. Whenever you use it, you're in the browser all the time. Very slick obviously from a modern UI perspective. So think about 20 years ago to products that you might have used then. How easy was it to configure things? Did I have to code things? Did I have to use scripts? What did I have to do? Well, obviously here we are click, we are click-and-point, and obviously you can go to see the demo outside. There is no code required here, even I can do it, kind of thing, to set up the intercompany rules, minority ownership, etc.
Neil Thomas 0:18:17.6:
The four characters across the top, my boss is the gentleman on the left with the lovely blue shirt staring into the distance looking very thoughtful and intelligent, [?Adam]. His legacy originally was essentially Hyperion. So he comes from the HFM world, Hyperion Financial Management. He was the product leader on that exercise. The second gentleman is the author of OutlookSoft which is SAP BPC today. His name is Hervé Capo. Obviously, you saw [?Evo] this morning. [?Ivor] is around somewhere. They were both part of BPC. They looked after the products for SAP. So those guys are all part of Anaplan, and our consolidation tool. So we kind of have a really nice brain trust of experience. Hervé invented Frango off to the left, so he's even older than I am, and he's author of Frango, author of OutlookSoft, and obviously the author of Fluence. So whenever you do anything twice, the second time you do it, do it better. Third time, it's going to be really good, right. So that's Hervé and that's Fluence. So if you are considering consolidations, we have a really modern application, but obviously it's young, so bear that in mind as you take a look at that. So we're very excited by Fluence and what we've been doing with it to integrate it.
Neil Thomas 0:19:30.3:
Within Fluence, of course you get Disclosure Management, essentially reporting. Fluence has a beautiful Excel add-in. If you've ever seen it, it's fantastic. If you've ever used an Excel add-in, it's probably the best one I've ever seen. Smart View used to be the best, the old Oracle stuff. This one is now the best. It's absolutely fantastic. Obviously, that integrates off into Word and PowerPoint beautifully for issuing all of those documents that nobody will read, unless they're in Microsoft Office. So that is nicely integrated into Fluence and now beginning to be integrated as our solution for normal Anaplan.
Neil Thomas 0:20:03.5:
I talked a little bit about the engines. Why do we keep these engines very separate? The most obvious one is security. So if I have my accounting folks, let's say, playing with my entity dimension sitting in my consolidation engine, if I have somebody able to do that from a planning perspective I start getting conflict, I get risk, and one of the reasons we keep these things separate is purely for the security. But it's also back to, one is looking at the past, it's very much add things up, and one is modeling the future, it's doing whatever I want from a multidimensional perspective. Predictive AI really appears on the right, it doesn't really appear on the left. We don't do a lot of predictions around consolidation. We might do it through planning, I guess. Very calendar driven, very regular. Planning's on demand. It's always got to be up; it's always got to be ready. So there are lots of fundamental differences.
Neil Thomas 0:20:52.3:
So what we've been working on again is putting the same wrapper around them, same integration tools, common UI experience. We'll sync and we'll keep things together as much as a customer needs. We've met customers that have basically said, we never want these two things to talk to each other, we always want actuals to come independently in, and yes, we will double-check. Other customers have said, yes, we do want them to talk to each other. So we're building this infrastructure to make sure we can handle both of those cases. Absolute church and state separation, or very close together, you decide how you would like to deploy. But always maintaining fit-for-purpose calculations and methodology.
Neil Thomas 0:21:36.8:
It is very straight forward. So I'm on at 2 o'clock I think it is, maybe it's a bit later, with a couple of folks who are consolidation customers, and these are some of the things they'll talk about. It was pretty straightforward, it's pretty easy to use. The finance team does it, not IT. There is no script, there is no coding, it is point-and-click, and so on and so forth. So again, a very modern solution, and to us, modern means, hey, in consolidation I have a restricted number of dimensions, they're owned by accounting, nobody should touch them, they're statutory, we might go to jail if we get that wrong. On the right-hand side, hey, planning. We goof around all the time, we need powerful flexibility, and this is a classic example. This is an Anaplan customer who has essentially 11 statutory dimensions, and has 39 dimensions right now for planning, and they're actually just about to add another one. So very different environments, and that's why we keep them separate.
Neil Thomas 0:22:25.4:
We also talk about what's modern? This click verses code, essentially, and you can see an example on the right hand side of one of our competitors, and when you go into the engines there, that's kind of the thing you're looking at verses our equivalent, it's the left hand side, and I'm just picking and choosing the rules that I need for my Equity Pickup Methodology. And absolutely no desktop. So if you need to administrate a product in a desktop there is no way, it's a modern product. We do like XL Reporting. We have sold that standalone. We have customers that have nothing else except for Anaplan XL Reporting, which is kind of interesting. It is great. So don't think of it as being totally wedded to Anaplan. It can import or integrate with any other database solution, so Databricks for example. So we have customers that are using it as perhaps their entry point for Anaplan, where they just want some really solid management reporting, can't get away from the XL metaphor, which is perfectly understandable. Hey, this is a really efficient way of doing that. So that might be an interesting thing to experiment with, and again that powers off into the Microsoft Office world, from PowerPoint, and a Word perspective.
Neil Thomas 0:23:35.0:
So who's been using our financial consolidations? Twelve months, it's been part of the Anaplan team. There are about 150+ customers right now, all sorts of weird degrees of complexity. Generally trend's small in the sense of they're not hundred-billion-dollar companies, because they have a long health cycle, but you can take a look here. So Teknor Apex, that's about a 10-billion-dollar chemicals manufacturing company. So they're consolidating across the world, and they're actually feeding into their Anaplan planning implementation as well. Jollibee in Asia, one of the largest companies in Asia, super exciting recent implementation that's just kicked off. So these are really big companies really starting to adopt this, and obviously we're learning a lot along the way. All right, and this is my ad where Ross and Sven and I will be talking about consolidations at 3:10 apparently. Well, hopefully it's 3:10.
Neil Thomas 0:24:31.2:
All right. Let's talk about Workforce. So Operational Workforce Planning is our first workforce planning application. We thought about doing strategic, but it seemed too easy and too fluffy. So we went for the middle. So we're not trying to solve for finance, that's basically Headcount Planning, Point in Time. Strategic, too higher level. What does HR truly need and what does finance need? What's the first flagship application in Workforce to start gluing those two things together, so that HR start to talk like finance, and finance start to talk like HR? And that's Operational Workforce Planning. So Operational Workforce Planning is an absolutely amazing application. It's been implemented a whole bunch of times now, super excited about this one, opening up a whole new market for Anaplan where we go to talk to HR, and they say, hey, this is how we hire people, this is how we manage them, this is how we do talent acquisition, this is how we raise requisitions. Obviously, it's nothing like the finance process. So we have built Operational Workforce Planning to solve that particular problem in very large and very small businesses.
Neil Thomas 0:25:39.2:
So what does it do? It's like the supply chain of people. It basically says, these are all the people we have right now, and these are the positions that you fulfil. These are all the positions that we need, so what is the gap? And how do we go out into the marketplace and find these people? It also looks at my workforce today and says, of all the people we have right now who would be the best fit for those roles? So we keep track of things like skills. So we do some skill-matching, and we look for, how do we help people with the right career paths, so that we develop our own people along the way as well? So definitely working at this from a position perspective; what positions do we have? What are the skills that we need? What are the people that we need? Where are they? And how do we fulfil that demand for people with the supply from internal, or from the outside world?
Neil Thomas 0:26:28.2:
The large insurance company we work with, Humana, extended this to not just our own people but all of the agencies, and all of the third parties that they use. So when a manager goes into the application and says, hey, I think I need a new position, I need to fulfil it, it actually comes back and says, for that role of those skills, you should go to an agency because it's cheaper; you'll get it more quickly, and if it's a short-term contract, this is how much it will cost you. So it's also starting to help HR make better financial decisions on their hiring, and where do they place their talent agency time. And which agency to go to, because they have different rates across the United States. So it's a really interesting application that's maturing very nicely, not just keeping track of positions. It's really helping make really good decisions.
Neil Thomas 0:26:28.2:
Obviously, you used to do this with a spreadsheet, send it around, maybe try to do it somehow with Greenhouse or one of those ATS systems and spreadsheets. No. Do it one place where FP&A can tell you the budgets, they can feed that in, they can compare actuals to plan and, where are we? That's part of Operational Workforce Planning, our capacity for spend. But then, what do we need? The affordability of that, and then the kind of supply chain again of people, the demand, the talent requisitions go out, just like a purchase order, and let's go fulfil them, and those talent requisitions can immediately integrate, whether it's into workday, or whatever HR system you use, success factors, and obviously off into again a Greenhouse or something like that, from an ATS perspective.
Nail Thomas 0:27:56.8:
This thing here is the easiest way of helping your bottom line. So you look at any study around operational workforce, and obviously it's fairly intuitive. Have we got the right people in seats doing the right things, we're going to be way more productive than if I'm waiting to hire people, or I've got the wrong people with the wrong skills. So when you look at the economics of doing this really well, it very quickly pays for itself, and it obviously has the added cultural benefit of HR getting a little bit more finance savvy, a little bit more aware, or again, when the business user goes in and says I need these roles, guiding the business user with the right decisions. So it can really help change behavior in the company, which may be a formal FP&A process which would struggle with to start. So a very interesting application.
Neil Thomas 0:28:41.5:
So what does it look like? Similar UX to the one we saw before, except for this one of course is a little bit more HR friendly. So we have some nice organization charts. We can pick those up, drag them around, move our people into different roles, just simply through the organization chart. That's a very nice feature. But again the same sort of outputs that we're used to, that we saw in Integrated Financial Planning. This one was - Polaris was made for this, right, because it's a very long list of thousands and thousands of employees that we used to have, do have, and would like to hire. Absolutely sparse data - Polaris handles this beautifully.
Neil Thomas 0:29:18.6:
We have compensation frameworks built in. Here in the UK, Delivery Hero drove us crazy. I think they're up to about 39 different compensation components. Who knew that getting food was so complicated? But we've extended out the application based on their feedback. They were our first design partner in this and have been wonderful to work with. If you're in the audience, thank you very much indeed. But they've been doing an excellent job.
Neil Thomas 0:29:44.3:
It can link to strategy and initiative. So I have my operational workforce today, and we might layer on, hey, we're going to invade Greenland or something, and open up a new office. Well, let's put that as a strategic initiative and hire against that. So we can be tracking our initiatives at a strategic level with the requisitions and the progress. This is something we're using internally at Anaplan with the application strategy, keeping track of our strategic initiatives on applications and hiring against that. Lots and lots of course in Anaplan, What-if Modeling, so what if we did this, what if we did that? How would we save some money if we deferred people for three months? You know, if I need to hire a sales rep, there's a well-known established timeframe. What happens if we didn't hire them? What's the impact? All that stuff is pretty much built into the application, and can be extended off into FP&A. We can of course do this more than one person at a time. If you need 35 IT people in Newcastle, you can just put 35 in Newcastle and it will go off and create 35 requisitions for you, and all their associated tracking. So bulk position creation is a really nice feature.
Neil Thomas 0:30:46.9:
Unfortunately, in this day and age, one of the requests we've had is, could you build RIF modeling for us, which is a bit depressing, but okay. So in the next release we'll have RIF modeling built in. So we're now building in, what happens if we need to make a change. The thing that's really cool about this one is we're building in the skills matching as well. So it will say, unfortunately, you need to close down this office, you need to lose these 25 people, what other positions might we have available that they might transfer into automatically? Because we all know some large companies, they make that decision and then hire ten of them back because we didn't realize we needed those skills. That's built into our RIF modeling because we have all the basic data in Operational Workforce Planning. So that's coming in about a couple of months.
Neil Thomas 0:31:31.7:
Lots of beautiful charts and reports as you would expect from an output and consumption perspective. So a beautiful UX layer again. So I can configure this. I can load in my roster of employees right now, I can spend a little bit of time configuring, getting it ready. Within a couple of weeks I could show this to HR and say, how close are we? They would say, we're this close. Okay. Well, let's make a couple of changes. They might say we're ready to rock. You'd be implemented immediately. So same kind of philosophy from an application implementation perspective.
Neil Thomas 0:32:02.6:
I talked a little bit about Delivery Hero, crazy company with all sorts of variables, all sorts of drivers, thousands of employees, been a wonderful design partner for us. Really helped us on the pay components complexity, which has proved very useful in other implementations later, and very efficient. So super excited to have them as a customer, and Mario was kind enough to send me a quote, so I'll let you guys digest that. But it's sort of the benefits you would expect from using an Anaplan application. Really nice, lovely visibility, nice integration in FP&A. So really bringing the business together as well, which is all part of that connected planning vision.
Neil Thomas 0:32:42.7:
So in the last couple of minutes. What are we doing next? So we continue to work on these applications and upgrade them. They are upgradable. You'll get the next one, the next one, the next one as we make releases. What's coming next? So right now we have four core applications. We're very close on a few others. Essentially profitability to us, and cost allocation to us is, hey, you have allocations cost-to-cost or with revenue, we will solve that problem for you out-of-the-box. Just load in your sources and your targets, and your data, and we'll go off through any multi-tier ridiculously complex allocation process that you have, and we will solve that problem for you very quickly.
Neil Thomas 0:33:26.4:
We talked a little bit about revenue verticalization. So the first two that we're working on, one we've called Supply Chain Revenue, which is a horrible name, I will admit, but essentially, it is integrating financial planning into whatever supply chain system you have. So it is that stepping stone between, here's supply chain, oh, we have a whole bunch of things that we're going to do in finance to play with that, different drivers, different scenarios, etc., before we put that income statement to say that's our budget or that's our forecast. So we're building that application. We have a bunch of design partners, would love some more. This is a broad one. We think we're going to end up focusing on Revenue, and do Cost of Sales separately, because it's so damn complicated, but we'd love feedback, we'd love people to participate and help us build a really great application straight out-of-the-box. Contracts Revenue is probably shifting name a little bit to Subscriptions. So Contracts kind of implies it could be any period of time, Subscriptions, known as blocks of time. We think they might split that up. So we'll probably end up with Subscriptions. As we've worked with design partners that's kind of what we've discovered. So those four, we are due to ship all of those before the end of the year, some in Q3, at Q3, so October time.
Neil Thomas 0:34:37.6:
We are working on something we are calling Headcount 2.0, which is that position planning now in Integrated Financial Planning to really glue operational workforce together, and obviously we're also working on Contract Center Planning for staffing of contact centers, and project staffing, how to staff projects, which will also lead to financial planning versions of those where, that's the people feed, and now we need to plan for the other expenses. The light is flashing at me, and I almost timed it right. This is my last slide. It is built on the same platform, as long as you're using Polaris. Yes it is, would be the second answer. Yes you can, would be the third answer, and of course you can, would be the fourth answer. So these are the typical questions that we get. We will be delighted to show you, myself or the team, what do they look like, how we might be able to work with them. Can we play with them? Please just ask. With that, I will thank you for your time in learning about our three primary applications. Thank you very much.