Change Without Chaos: How CS Ops Holds It Together During Organizational Transformation

Hi everyone. Welcome to day two. I'm glad that you're all here. Not everybody makes it this far on day two because there's a lot of travel, a lot of like, oh you know I might just go get that drink at the hotel, but I'm glad you're here.

Catherine and I are going to share a little bit about what is happening within our organization. So just to kind of introduce myself a little bit more, I'm Carol Keys and I've been with BMC for about three years and I've been doing operations and gain site administration, journey orchestrator, digital for over eight years now. I really love operations and it's my goal and my passion to help customer success be as successful as possible, both in scale as well as our high touch environments. So I want to introduce my co host Catherine.

Tell us a little bit about yourself. So I'm Catherine Bacon. I'm fairly new to BMC Helix. I just started last October, but I bought the past decade and a half.

I've been doing project management, change management in professional services, operations, education, customer success. So you know I really focus in on those roles and listening to stakeholders, trying to understand what they need, not just what they say and in creating efficiencies and processes. So I come across a lot of different technologies I've used to gain site thumb. I've been deep inside others and so I really bring that broad scope whenever I come in to try to manage a system.

Thanks Catherine. Alright, so to start us off, I want to paint a little bit of a picture of what is happening in our organization today and I say organization as if it's singular. Well, it's not anymore. So we were BMC software and as of a little over a year ago they announced BMC software is splitting into two companies.

We are doing a company separation, not a divestiture, not a sell off or something of that nature. We are building out and separating into two entirely different entities. So I am with BMC and Catherine here is with BMC Helix. What does that mean and what did it mean for me?

So I was already with the organization and we knew this change was coming, but it was always theoretical. We knew it was there. We knew it was coming, but we didn't feel it yet in our bodies and in our work and in the day to day and the emotional impact that it was going to take or what it would mean for how we get to that point of separation until it felt real. And for me that point of it becoming real was when I was at an onsite.

We're generally mostly remote organization, but we were at an onsite in Houston and one by one were pulled out of a conference room by our boss to say, hey, we're going to have a conversation of what's happening, what's next for you. So I get told I'm going to stay with BMC, but the team that I have and my closest peer that who was owning Gainsite at the time, we're going to BMC Helix. So not only was I losing my two closest friends and comrades and acquaintances and people that I relied on every day for the work that I did and for the joy that my work brings me. But now I was thinking in the back of my head, oh crap, I got to take on all of their roles.

I got to do all of those jobs in addition to what I'm doing today. How is that going to work? So we needed to keep running and there was going to be a steep learning curve for everyone because this wasn't just our operations team that was being impacted with the entire organization. So that's when it became real for me.

There was a lot of pressures that our organization was facing at the time and that our people were facing at the time. Customer success managers, our CS leadership team, operations, professional services, everybody. It was a little bit of unclear ownership. Who really had that role and that responsibility that used to be with Person A?

Who's now at Helix? Who has the responsibility for owning a system that is jointly shared for a long period of time? We also had a lot of process gaps. As we started to differentiate ourselves and Helix became a separate entity or was working on building out their business processes, we needed to build our business processes.

How do we manage a shared customer? Cluplifting priorities. Yes. So there was a lot of new leadership saying, "Okay, well, I want to run this new exciting campaign and I want to operate and gain sight this way and I want to do it." All right.

Let's check with our peers because we might have some conflicting priorities. Customer continuity. Our doors were still open. It's not like we could go to our customers and say, "Hey, guys, I'm sorry.

Give me a minute while I figure this out. We'll be back in a minute." No. We're still operating. We're still delivering the same exact or better customer experience based on the teams and departments and businesses that we were building.

And finally, and this is a huge one, there was a lot of fear and some burnout going on. So while our boss, and I love him for this, for telling us directly and for making a decision up front as early as possible, we knew where we were going. Not every team had that benefit. So they didn't know where they were going.

They didn't know if they were going to have a job tomorrow. They didn't know what company they were going to be with. They didn't know what the scope of their responsibilities were going to be. So there was a lot of fear in this change that we needed to help manage through.

So I want to take a minute and get a poll of hands. It's just hands. Don't have to look at your phone. We're going old school with your bodies.

No, right. Not yet. You can start putting your questions in if you want. But right now, just a poll of hands.

How many of you are facing some sort of, or in the past have faced those? Yeah, yeah, I feel like, okay, well, wait, keep them up. Keep them up. Keep them up.

It's like everybody. Yeah. Okay. And of those individuals, how many of you felt like you still needed to deliver on everything with no grace period?

Yep. Okay. All the exact same number of hands. Okay.

That's what I thought. So that's a little bit about my perspective. I want Catherine to get a moment to share her perspective as well. So I started knowing I was coming into BMC Helix, knowing that my primary first responsibilities were towards supporting some of these separation activities.

So I wasn't coming in with that same emotional relationship to this change. I'm landing in an emotionally charged environment. And one where trying to understand sort of who owns what and what's going on and the knowledge gaps of people. Well, that was true then, but now we're this.

So it was a lot to take in. So I landed and I tried to understand the landscape. I could see that the processes that have been set up in the management of Gainsight in the past were strong, but we had lost the sort of system owner for Gainsight. And that was the role I was stepping in.

It had been a bit of a gap for there. So things were kind of running. We have really great admins that were able to action on requests coming in from the business. We had some basic structures for change requests, but there wasn't a lot of prioritization of those requests.

So really thinking about what the big picture of what we're trying to do with a system is. It says, this leader wants to see this. We get that field added, right? Rather than thinking about, does it belong there or over here?

Right? So we're kind of, we're maintaining and we're moving along. And so I see this and I see the gaps in the process that I would love to step in and to create order to. It's one of my favorite things to do.

Keeping order, maybe not as good, but creating it to start with. I'm awesome at that, right? So I wanted to come in, but that wasn't my first priority. We had signed the contract to duplicate our Gainsight system and we had a very short time period to do it in.

And so I could see what was going on and then I had to say, okay, we'll solve that. We launched on Tuesday. So, you know, we just finished this project that we started in November and separated it and launched. And so all of that and then businesses are excited to define their goals, right?

We're a new company. We're going to be able to move faster in like six months, you know? Soon. Soon we'll move faster.

But right now we are moving a moving target. We're migrating a moving target. And so keeping it as stable as it could be. So I'm really excited about the what's next coming out of this, where we're landed, we're fine tuning and stabilizing.

And then we can finally start looking at how to make the best systems that we have and do a little house cleaning, I think, is what's next. And so I was also noticing those same sorts of organizational constraints. So you land in an organization and it's always the first few months. The key is finding out who knows what, right?

You get in a big organization and it's a hunting packing game of like, do you know? Do you know? And you get these like email chains of like 10 people getting you to the person that knows. Sometimes there was no one at the end of that chain.

And part of that was because half of them ended up in the other company. They're like, yeah, nobody does that yet. Somebody used to do that over here. And so you were still we were still collegial.

People were still answering that. But you're getting a historical perspective, but lack of participation in defining the future. Right? So just some additional constraints.

It's always hard to move around a new organization, but when your new organization is having an identity crisis in the middle of it, then you know, it's a little even harder to find that ownership to go through. And then, of course, I'm owner of a system that she owns. And so we have to figure out how what we're doing is collaborative and together while still meeting our separating business needs on it. Awesome.

So now that we've set the stage, how do we actually or what kinds of frameworks and guideposts did we use to help us in this process? And I'll tell you right now, they're not revolutionary. There are nothing new. You have seen all of these before, I guarantee you, but they're still relevant.

They're still actionable. They are still the right things. And I will just say that, you know, I'm precise, certified. I've worked as a change management consultant.

And so I know all the things you're supposed to do. And then there's the reality when you have not enough time. And what you really come down to is what are those key things that you you really need to do. Right.

And so I think that's part of what's framing here when when when it's a high paced change. Yes. Okay. So the four pillars in our expedition guide is decision making.

Do we have a decision matrix? Do we know what decisions need to be made? And do we have the right decision? We have the right decision, gers governance.

What's the cadence? Who needs to be in the room? How do we operationalize this communications? Now, this is one that's near and dear to my heart.

Again, I came from a digital success background. I like that communication should be very structured and focused and clear and timely. But also emotionally aware. Again, there's so much fear and uncertainty and communications is the driver to help deal with that.

And then finally, business partnerships. Now, this has a lot to do with finding the right people because half of the people went to one place and half people went to the other. But it's also about maintaining those relationships that cross functional approach and understanding the roles and responsibilities with your business partner. So let's start with decision making.

Yeah, so some of the key decisions happened before I arrived. I think that there were a lot of key decisions that kind of fell down onto our way. So we weren't just splitting gainsite. Every single system you use to run your organization.

Have any of you ever looked to see how many applications are running within your company? Imagine. Yeah, it's over 300 applications running within the organization. And I don't quote me on this, but I think that's just customer success support and like that of a house post sales.

So so there's a lot of or a lot of coordination across needing to happen. And so because of the level and the mass amount of change, a decision was made pretty early on to do sort of a clone, a split and a cleanup later because it's it's not possible to run 300 fresh implementations at the same time. It's barely possible to run this many splits. Let me tell you, but it's not possible to do what we'd all want to do is like, this is our chance to start from fresh right define our needs and go.

That wasn't in scope. So we had to say is okay, in order to make this doable across the country, the country company. We had to follow that decision. And then from there we had to decide what that meant for our project.

Some of those decisions I'm not in the room for some of those I need to rise up to the leadership to make those. Here's the impact of what that decisions made. Here's where we need to make the scope on it. And then we had smaller decisions.

Now we know we're changing, we're moving, we're following along with the decisions they made for Salesforce because we're so deeply integrated. So we're going to sort of follow that cadence and path. But we're still working in the same environment. So we need to figure out from our two different businesses, using the same systems, who gets to decide what change gets to happen, right?

There's small changes that we can manage on our own, but we need to make sure that we have the key business leaders in tuned enough to this that they can come together and help make those decisions when needed. And then once the decision is made, you have to move quickly. Right? So, okay, we're going to clone and repeat, we get a contract, we kick off, we start identifying how many assets there are inside the insight that need to be copied over, and we start that process.

While the business is still running in it and wanting to make sure that they, their key needs to keep moving forward are not being entirely ignored. Maybe a little ignored for a while, but not entirely ignored as we moved over. Governance. All of this is communication, all of this is, and this is just about making sure that you have regular touch points.

So when this all started sometime even before I was there, the ops teams and the admins, they were continuing to meet together weekly so they could sort of process the requests that were coming in from the business together. And after a while they recognized, you know what, I think we understand what our guardrails are. Right? We know the kinds of things that we can do without having to talk to each other about it.

And we know the kinds of requests and changes that might, we need to escalate up to each other. So that broke off into our separate weekly cadences. Carol and I capped our one call with our Gainsight CMS. It was a biweekly call, and that was a really nice touch point.

So as we were learning about the new capabilities of Gainsight, we were both aware and kind of like, okay, is that one we can run with? Or is that one that we're going to have to wait a little bit? Like we were, had some of our business leaders wanting to do more with the internal co-pilot, and they came out with the key definitions part where you can go in and try to give it a little more understanding of the language, which is really hard to do when you have two different business cadences. And so we were trying to figure out how to make the same context that wanted to find the language.

So that was one of those ones where it's like, that seems like a post-separation endeavor, right? So that we're not having to have so many meetings decide is that how you talk about this, and is that how you talk about that? So those touch points allowed us to keep moving forward and staying in line. We maintained our change request process.

It was working across both of ours where individual users would go up through their management to say, hey, I need this, and they would prioritize, and then they'd send it, and the admins review, and they'd go back through. And again, on our side, we kind of had to tighten that tap up a little bit the closer we got to separations, because anything we knew we did in one system, we had to rebuild in the other a few minutes later. And our admins were doing a lot of the work on the separation. So the people who would have been doing that work was focused with elsewhere.

But we kept the cadence in case critical business priorities came up. And if anybody wants to talk about a change request process, I think this could be its own topic. So we talk about admins, and sometimes they feel like ticket takers. So there's our, we call it a cab change advisory board.

I don't know why it's called that, but it has gone through several iterations. And I think that it's working really well. While yes, there's always room for improvement, but this is one of the things that has helped us. We know what the backlog of requests are.

We know what the prioritization is, and we can work through that prioritization and understand, yes, this is doable now today, we're ready to go, or this is a post separation activity, but we're not going to lose it because it's still there. We still know it. We still have the priority of it. So I just want to reiterate how important that change request process really is in an overall change management.

Yeah, and I think we talked about the shared system guardrails again, it kind of came out in neatly as I'm working together and figuring out what items. We started naming conventions right people like I need this new area. Okay, BMC line that helix line that so that it was easier to detangle as we move forward and people could clearly see wait is that relevant to me or not. And then frontline clarity.

If the users coming up can't figure what's for them or not. It's not working right so part of that is that labeling and a lot of it is communication, which I'll pass on to Carol to talk. Yes. So, number three, let's talk about communication.

We've broken this into three kind of categories. There is a lot of things that we couldn't control. We can't control the timeline for the separation. We can't control which resources were allocated to which teams outside of our own operations area.

We can't control what other systems are doing or their timelines or how successful they're being. We have a huge dependency on Salesforce in order to launch a separate system. So there was a lot of things we can't control, but what we can control is we can control the messaging and we can control the communications that are going out to our CSMs to our CS leadership. We can keep them aware and informed and we can maintain a stable gain site environment for everybody to continue to use day in and day out.

Secondly, identify your audience. We didn't know looking in a system who was going to gain site or who was going to helix and who was going to be MC. Our gain site user records didn't have that identifier and we didn't have any kind of trickle down from an HR system, at least not early on. Probably still not today.

I had some some Excel magic on the outside that I can tell you. But for example, and I'll be that person that does this during the gain site outage when we were mid transition or working to try and build out this transition. Having a separate list would have been really helpful because our messaging for BMC was slightly different than the messaging that our helix partners wanted to use. So knowing your audience, figuring out who is the right content and yes for us it was user records, but that applies to anything you do.

Identify your audience. Who do you need to reach? Why do you need to reach them? What is compelling to them?

What do they care about? For our CSMs, it's eliminating the uncertainty, keeping them aware. It is making sure that we have the least amount of impact in their day to day execution of their interactions with our customers. It's making sure that we can do things simply.

How do we make their lives easier? And then the last thing our communications I want to touch on is just enough. It's easy to under communicate, but you'd be surprised at how easy it is also to over communicate sending back to back alerts like oh everybody needs to know this information. We should send a newsletter.

We should do weekly. We should do this. Okay. Pull back.

Define these criteria. Define why it matters. Why it matters now. Work on creating timely, clear, and finally emotionally aware.

Does your audience even have the capacity to consume this information, to retain it? What's the right medium for them? Is it email? By default, we use a lot of email.

Is it Slack? Is it Teams? Is it maybe a webinar? Is it a five minute video you doubt you you host and then post on SharePoint?

There's lots of communication channels, so understand your audience, where they're at, and what works best for them. And maybe you need to do two or three versions of it because different members of that audience retain or learn differently. All right. The final stage or the final stage pillar, because none of these are sequential, by the way, you need to do them all and do them all the time throughout your change management, is going to be the business partners that you have stakeholders, cross functional teams, whatever name you want to give this category.

But what's the cadence that you have? How often do you need to communicate with them? What are their priorities? Do you have the right people in the room at the right times?

So having that regular cadence, and I use cadence loosely to encompass all of those things, but it's very big and it can be very hard to do. So for us, part of that shared cadence was what is the right overlap between us? And then where do we just operate independently and create what we need as a BMC organization and what she might need as a Helix organization? Escalations.

So there's one big escalation that we had early on, and we Gainsight released customer goals. And we had a business partner on the Helix side come and say, I want to launch customer goals for BMC Helix. And I was like, hell no, we are not doing that right now. They were starting our separation.

I'm not adding one more thing to our Gainsight instance for these people to do. And they're like, no, this is what we have to do. I was like, all right, here's my compromise. Here's the escalation path.

If you want to use customer goals, then you and I will work together and we will work with the business on the BMC side and align on how that adoption, how that usage and how the rollout will happen. And we will create a consistent plan because we are still one Gainsight instance of what the expectation is for launching customer goals. So we did that escalation, did launch customer goals for both companies. But it was nice that we have that option and you need to know who it is you need to go to or who you need to involve when issues of escalation or prioritization come up.

Claire Lanes, who's responsible for what? Catherine and I know that we are the Gainsight application owners. We are responsible for making sure that Gainsight stays stable, operational, and effective for our team members. We have great admins.

Their roles and responsibilities are executing on the priorities that have been agreed upon within the change request process, launching new implementations of solutions within Gainsight. And our business partners, they have clear roles and responsibilities. They have to give us clear requirements of what they want to achieve, why they want to achieve it or what they expect the Gainsight application to do for them. And we will partner together on that.

But that's their responsibility. Lastly is a shared commitment. We knew we were going to be in this game, singular Gainsight instance for approximately a year, trying to continue to operate and deliver for our customers. But we both agreed and we both know that customers come first.

If our CSMs can't run the business and can't deliver on a customer call or a customer meeting or provide adoption metrics, then we failed. So it was very clear between ourselves, between our CS leadership teams, and it's an unspoken commitment to our CSMs. We are going to put customers first and we are going to make this work for you. All right.

So that is all four of our pillars. We've got decision making. We've got governance, communication, business partners. Now, did we do everything perfectly?

Of course. So what would we do differently? I'm going to give it over to Katharine first. So I think the biggest thing I would have done differently is at the start, it would have taken more time to do a full audit of the system and to partner with Carol to really understand and kind of get rid of some technical debt before we started duplicating the system.

I was given this decision. We're replicating and moving on. But in the reality as we're going through, we were some taking things and some not, but we didn't have that full complete understanding of what does this one do? Right.

You know, and the admins are like, let's not delete that because we might need it later. Like, will we? Do we know what it does? Right.

We're recreating something out there. So I think that even though it felt very preferred, very hit the ground and go, I would have taken that decision and taken a little bit of time. And hindsight's great. There was no time.

But I would have made time to work more deeply with Carol to really kind of not just in the going future, start labeling things which are helix and both, but everything that's in there. Right. Like, what are the fields that we're just going to identify as shared? And what are the ones that are like, you want to have that in that history and that we don't need so that I think it would have made my separation project more clear.

But also, I think it would have made living in the same system easier because if we really knew what it was, we might even got so far as to given the different teams, different views, right? We could have done more to actually split. It felt like there wasn't time to do those things to move in forward. But I think that you end up spending as much time after the fact.

I think we're both. Our next big thing is cleaning up everything. Yeah. Now we're moving out of the house and so now instead of doing one cleanup, we have to do two cleanups.

So I have to go in and delete all the helix data as well as anything that was joint that we just don't need anymore. If we had done an evaluation and audit upfront, there's a significant amount that we probably could have removed from our Gainsight instance. Yeah. So I think there's a little bit of too quick to action from that decision and it would have been a little bit better.

Again, I was new. I wasn't sure. But that, you know, looking back, had I had my crystal ball, I would have slowed down and taken that time to really dig in and understand the full system so that it'd been easier to make decisions as we went along the way. So where are you?

What change are you going through, big or small? Because when we talk about change management, it doesn't have to be this big. It doesn't have to be a company separation for these to be applicable. Yeah.

What new thing are you asking? You're asking your team members to do a change. So again, this is the expedition journey that we're on that we hope that you can take back with you. Understand your decision making matrix, who needs to be in the room, what decisions need to be made, what governance you're going to put around it, the types of communications and communications.

Again, I will just tell you to drive those communications, be emotionally aware of where your audience is. And then finally, your business partners, having the right partners and understanding the roles and responsibilities of each and every one of everyone that is at the table. So the last thing I'll leave you with before we open it up to Q&A is operations is not just an administration function. We are the force multiplier for customer success.

And I'm so thankful that GainSight's made this entire dedicated track for CS ops because I can't tell you how many times I speak with admins and we're here and we're talking about customer success and CTAs and all that's great. But operations as a function is so important to the business, is so important to our CS management team members and how we do more each and every year that we're here. So when everything else is shifting, operations is the foundation, is the stabilizer for our customer success management to be successful. So with that, we're going to open it up to any questions that you might have.

There are some questions. Are they up here yet? All right. So the first one.

What's one way CS ops can build credibility with frontline teams when the broader transformation wasn't their decision, but they're responsible for making it work? I mean, I said it lots of times. I'm very passionate about communication, but being as transparent as humanly possible without releasing confidential information or being insensitive, but you're all in this together and the more honest you can be about the situation and being forward looking and looking at the opportunity that this presents rather than the hardness than the frustration, I think will drive a lot more people to accept that responsibility to move and to look at it from that fresh perspective. I would have said empathy.

Maybe you don't. Maybe that mic was never on. Empathy being other side of honesty. Coming at it from your own vulnerability of this is a lot and we're in it together, right?

We're not doing this to each other. We are coming under this and that, yeah, there is an excitement at the end because at the end of this, the story is we get to have a more nimble organization that can make change. And so getting people on board with that along the way. I might be something like, all right.

So the next question. We mentioned not having enough time to thoughtfully plan for the split. How would we suggest SLT to give a commencing SLT to give more time for a smoother execution? I don't think that it was actually in this particular situation.

I mean, I always advocate for what you need to be successful. I think it's always worth stating. So, you know, I come from a private management background. We'll see if this one works.

And if you're being asked in a possible thing, you come back with this is what's possible within what you're asking and you ask for what you need. The problem is, is this wasn't an ability to have this shift deadline. It's investors, it's needs like this is when it's happening. So then I think you have to talk about realistically what can get done in that time.

Right. And that's where the ability to say we need to slow down the amount of change to the key priorities so we can focus on this. I was also launching another system at the same time. We launched a very MVP version of it.

Right. What do we absolutely need day one. We can get that done. We can't get everything done.

So if you can't move the deadline, you have to move the scope. Yeah, I think there's like a pyramid in project management. There's three things you can change. You can't change them all.

Yeah. All right. So balancing urgency and careful planning can be a tough balance. Yes, I can't.

How do you convince your stakeholders to slow down and allow the space and time for both understand the problem in the solution effectively. So kind of similar. I think it's coming at it with a plan and coming at it with the options. And when I say options, if you want to maintain the timeline, then this drops.

You get an MVP. You don't get the bells, the whistles, the extra add-ons. And the other thing is, it's a plan. Do you have a plan?

Did you think this through? Do you know what it's going to take? They're giving a deadline based on what they know. They don't know everything that you know.

You have to tell them what you know. They can't read your mind. They don't do your job. They but you got to put it in their speak that they do understand.

So they find balance there. But yeah, come with, to say it loosely, data or evidence to back what it is that needs to be done and what the compromises are that can be made. How do you decide what needs to be standardized immediately versus what can stay flexible while the organization is still shifting? How do you decide?

Did I decide? No, you don't have to decide. The business decides. You talk to the business.

And you help them understand that prioritization is important. Right? And I think a lot of this is between the two organizations, we needed to stay, I'd say the context of this is we needed to stay on a simple standard for longer than basically we wanted. And so we wanted to work with the customer goals that got launched very quickly.

How we want to use customer goals was starting to drift apart. But we couldn't really nearly add 10,000 reasons and types and activities because we're still sharing all these same systems. So working together to decide what are those key pieces. So business priorities are the first part and then reality being the next, right?

How many of those things can you get done in the time that's needed? And then you come back for that, I think. Yep. So I don't have anything else to add on that one.

Let's see the next one. A key theme I'm noticing across these pillars is to prioritize and identify clarity throughout the process. Yes. 100%.

What is your process for seeking clarity and identifying that clear through line? Are there any other specific themes that help you better differentiate between the four pillars? The priorities is the foundation. You need to know, one, where the organization as a whole is going and then flow down from that.

So if the organization as a whole is going to drive revenue, if they're for BMC, let me know. Let me just give you a real life example. We have a SaaS product and right now our priority is to make that SaaS product as successful as it humanly possibly can be. Our sales teams are focused on making that SaaS product sell, sell, sell.

Our CS teams are driving the adoption of the customers that we have for that SaaS product. That is our priority. We know at a company level what our priority is in that sense and that trickles down. So then our CCO says, "Okay, this is our priority.

Here are the three or four things that I need you to do. These are the metrics I'm going to count you against." And we roll that down a little bit more. Our VP of customer success management says, "All right, leaders, CSM management, here's what we're going to do. Here's how we're going to action this." And those priorities trickle down a little bit more.

And we get to the point of, "I need a CTA. I want this CTA to function in this way. I need a scorecard. I want the scorecard to have utilization, adoption metrics, etc.

Okay, I need a relationship for this SaaS product." So priorities is the foundation and it flows across all four because you have your decision matrix. You know who's in the room to make the decisions. They've made the decisions that a CTA is needed, a scorecard update is needed. I forgot the other thing I mentioned.

And then you have governance. Okay, we're in the ops side. We've worked with the business. We have our sync with them.

We've met together. We have our change request in the backlog and we start working. Communication. We know it's coming.

CSMs have been made aware. We launch it. We provide them enablement. We're telling them clearly and in plain English what the expectation is and how to execute on it.

And then finally, you get to the business partners. So they're touching all of those pieces. But circling back, does your product team know that you're taking these actions? Does your sales team know that as a post sales organization, you're going to be executing in these ways?

So, yes, prioritization flows through all four of those. Sorry. I'm going to go into the next one if that's all right. I think you got that one well.

The next one is in fast fail environments. How do you advocate for allowing time for documentation on design and build outs? I love documentation. No one loves creating documentation, but I love when documentation exists.

And I think it's interesting because actually it's getting a little easier to make. I use AI a lot to help. But really, it's also the reason why we need to. I think we're all likely getting that transition happening if we want to have AI make our jobs easier.

AI can't do that if it doesn't know what's going on. If you don't write it down first, it can't help you. So it can not only help you create it, but it is so much more necessary before because we learn so much. It lives in a human's brain.

They teach this human. It's kind of okay that we don't write it down until that person leaves and nobody knows how to do anything anymore. Right. And you wish you'd written it down.

But we actually have a business reason. So somebody says, you know, there's no time for that. Tell them that it's required for AI. 100%.

And you don't even really need to write it down anymore. Have a meeting about it. Have the meeting transcribed. And oh, wow.

AI then turns it into a documentation for you. Yeah, it's gotten a lot easier to produce and even more necessary to have as you're going through. Correct. Oh, we are.

We are. So thank you all so much for joining for staying with us on day two.