Scaling High-Touch Client Reporting at Equality Health with Automation & AI

Amazing, awesome. Well, thank you so much all for joining. And before introducing my amazing co-speaker, I just want to do a quick poll here. I know that you all have Slido for that.

But let's do just with a quick show of hands, who here struggles with their client QBR process? Cool, pretty much everyone. Who wishes they could do that for all their customers? All right, well, thank you all in the right place then.

Today's session is going to be about how you can scale high-touch client reporting using automation and AI. And joining me on stage is the amazing Claire Zimmerman-Nichols. I'll let Claire introduce herself in a second. But my name is Nabil Jalloui.

I'm the CEO of Role Stack. And prior to Role Stack, I've led the data science and revenue operations teams in the past with companies like deal, Pinterest, and Groupon. So I've had the chance to work alongside some of the most amazing CS leaders and learned that John working closely with them. So I'm really excited to share with you today some of the insights that we're seeing here at Role Stack.

And joining me, as mentioned, is one of the amazing leaders, production technology leaders in health care, Claire Zimmerman-Nichols. She's absolutely incredible to work with. And I honestly, personally don't know how she can manage both functions of products and technology. But I can tell you that she's an absolute force.

Claire, welcome. Hi, all. Nice to meet you. As Nabil said, my name is Claire Zimmerman.

I lead the product and technology office at Equality Health. I've been at Equality Health for about eight years. I'm really looking forward to telling you a little bit about equality and about some of the challenges that we brought to Role Stack about nine months ago and some of the really exciting things that we've been doing together over the last nine months or so. Awesome.

Welcome, Claire. And just to set the stage before Claire takes it over, so we will be first talking about Equality Health, what they do as a company and how they manage their client relationships in general. And some of the reporting challenges they faced in particular will then go over how they were able to automate them and taking a look at some of the results that they were able to get after their automation as well. Before finally zooming out and going over the QBR tax problem in general in CS and sharing with you some of the insights that we have, the pleasure of seeing here at Role Stack, some of the trends that we're seeing working across some of the sales CS leaders across industries.

Finally, before moving into giving you a glimpse at Role Stack in action, full disclaimer, we wanted to do a live demo, but unfortunately the setup of the conference didn't allow that. But we do have a nice workaround there. So stay tuned till the end. We'll go over that and we'll be able to show you how the platform works.

But without further ado, I'll hand it over to Claire. Yeah, absolutely. Thank you guys again for the opportunity. So as I said, I run the product and technology office at a company called Equality Health.

Equality Health is an affiliate primary care network. So what that means is we work with primary care practices all over the country to help them implement workflows in their practices that ultimately lead to better outcomes for patients, better quality, and ultimately reduce costs in the health care ecosystem. The contracting mechanism for that, we assign value-based contracts with health plans. And then we have primary care practices who choose to participate with us on any number of health plan contracts.

And that is the financial vehicle by which we facilitate the relationship. So we serve about 800 primary care practices in five markets, about 3,200 practice locations. And we serve about now-- I think the slide's out of date a little bit, actually. Most recently, we serve about 800,000 patients in five markets across the country.

About 95% of our attributed patient panel is Medicaid. We work a lot with safety net primary care practices. The reason I highlight that is because our margins are slim. A big part of my job is figuring out how to keep us at the forefront in the technology space, in the product space, without a ton of net revenue and investment dollars to work with.

So the other thing that I want to call out-- and I rattled off some statistics there, but I want to revisit them-- 800 primary care practices across the network. They run the spectrum from single mom and pop practice, where the physician-- there's a single physician, and the spouse of the physician runs the front desk, all the way up to big system academic medical centers with primary care hooked on. We can all think of a local version of that in our communities. So really varied needs across our primary care practices.

And our challenge is how do we figure out how to engage with them, interact with them, coach them on their performance in a way that is unique to what they need and unique to the relationship that we've established with them. We do that times 800 every month. I also have about two dozen health plan clients on the other side of the business, the same story. They run the spectrum from super tiny community local health plans up to national relationships with companies like United Health Caranetna.

And they also have really different needs and expect really different things from us when we get together with them every month. And so the challenge that we were faced with was, number one, super slim margins. I have a business intelligence team of five analysts today serving a national business with 800,000 attributed patients. Lots of customers, lots of variation in the network.

And we came to Rolstak basically looking for a way to streamline our reporting. About a year ago, we made some changes to our practice-facing account management function. And we were seeing, number one, some pretty varied data literacy across our account management teams. Obviously, some very different-- a broad spectrum of data literacy in our actual primary care practices as well.

And we were struggling with, how do I scale this very small team to support a broad set of account managers with varying degrees of comfort with something like a Power BI dashboard? How do I create efficiency for them so that they're not spending literally 100% of their time pulling down screenshots of dashboards? And then the other thing that we were struggling with is brand fidelity. So I am notoriously passionate about aesthetics and brand.

And we were feeling like we weren't always putting our best foot forward in all cases in our practice meetings. And I, or a business intelligence analyst, or a marketing leader, can only be in so many of these. So how do we bring the right level of data to these practices? How do we do that in a way that feels like we're putting our best foot forward?

And how do we do it efficiently? So we came to Rolstak about nine months ago with that problem. And our first deployment is what we call our monthly view with these practices. So we have an existing Power BI implementation that's managed by that team of five analysts that we were basically looking to propagate into a set of varied decks, if you will, times 800 and produce them every month so that nobody had to click a button.

That's the challenge that we brought to Rolstak. And so as our first deployment, we built those standard templates. I did that in partnership with my marketing leader, which was great. We integrated our existing Power BI dashboards into Rolstak.

And the way the system works is we integrate those dashboards, and then we can set parameters on the filters. So I can say, give me this version of the deck, run it for this subset of the network, and schedule it to run every month. And that was our first deployment last fall or so. And spoilers, it's going really great.

We're super happy with the experience. There is not a scenario that we could have gotten the same level of throughput, no matter how many, candidly, business intelligence analysts that I hire, because of the variability in our practice network. And we have fully automated the process with a single super user of Rolstak, which has been really, really great for us. The other thing that we have learned along the way is as we make changes to things like, okay, we're rolling out a new initiative, and I need to add material to a standing deck.

Or I want to start talking about something differently than I talked about it last month, or I want to drop in some standing collateral for a practice or a set of practices to do some education in that setting. And all of that is managed through the template. And so it has, for us, really eliminated the version control problem of how do I make sure the right thing is always in front of a practice? How do I cascade a set of materials to an account management team that's pretty, both geographically and super fragmented?

And so it's really helped us from an efficiency standpoint. It's helped us from a data literacy standpoint to bring this new team of account managers sort of up to a common understanding of data. It's really helped us from a branding standpoint. Been really helpful on version control.

So much so that we are now expanding beyond just that monthly deck. And starting to think about other use cases, both customer facing and internally facing, that could benefit from some automation. So things like our internal monthly operating review, right? We're contemplating automating with Role Stack.

Some additional use cases in the practices. And then moving into those health plan relationships as well, which is a whole different communication strategy. A different way of talking about our business than we would with a single, single physician practice. And the benefit is we can use the same set of Power BI dashboards with a payer filter instead of a practice filter.

And just change the way we talk about them in the actual materials, right? Adjust the visual, highlight different things, use different words, but it's all sort of one standard set of dashboards. So it's really been a huge unlock for us in terms of our ability to meet our customers' needs and to do it efficiently and be good stewards of our Medicaid dollars. How else, what else would you like me to say?

[LAUGH] I just wanted to display this slide on the screen. I think it summarizes what Claire was describing in terms of impact. This is an estimate, by the way, that we're doing in a very methodical way. So it's all quantitative.

So we're essentially looking at the volume of decks that are created. And we have a very conservative methodology that maps that into the number of FTEs that that output would require. And so what the team was able to scale this up to is, we're talking about 2,000 decks that are created every month and delivered to the customer base. And that is an effort that a lean team of analysts that the team had wouldn't have been able to achieve.

So the equivalent in terms of output is 14 full-time analysts just dedicated to the client reporting function. It's quite also impressive just seeing the speed at which the team was able to move in terms of implementation. Obviously, they have an analyst who's very capable, who's been very, I would say, hands-on with the platform. I was able to scale this being a single person in the job.

But it just shows as well just the volume of reports that a team can create. And the type of reach that they can expand to across the customer base. Now from the examples that Claire has just shared with you, we wanted primarily to zoom out and sort of look at some of the trends that we're seeing across CS teams in general. In healthcare, but also beyond that across various industries.

The first thing is, as Claire mentioned, client executive reporting is just critical to driving NRR. And in the age of AI, the reality for CS leaders look like this, where you are being asked to do more with less, right? I'm pretty sure it's a theme that you're hearing a lot from the board, from your CFO, maybe from your CEO, how can we do more with less? And the magic one that you're supposed to action is AI, right?

And leveraging the new tools to essentially be more efficient and have better operations. And the reality that CS teams live today is they are required to have more accounts coverage, and that is gonna be true whether you look at the SMB, mid-market or enterprise segments. Two, the head counts are generally being kept flat. Again, assuming that AI is allowing us to do more with less.

Other key trend that we're also seeing a lot is revenue targets are just the new reality for CS teams. I don't think there is any CS team at this stage that is on other metrics than a North Star being a revenue target. In fact, what the stats show is more than 94% of CS teams now carry a revenue target. And the more important trend, and that is true for SaaS, but it's gonna be even more true if you're charging based on usage, is that 40% of the value realization from an account happens in the post sale, which is massive.

Meaning that the new business only represents 60%. And obviously that share for the CS driven revenue tends to increase over time. The new metric in terms of pipeline qualification is now the CSQL. So opportunities that are driven by the CS teams that represent a huge value for organizations, a lot of times higher even than what the new business is able to attract.

And at the same time, so while CS teams are being required to move from a trusted advisor in charge of driving usage to a real value manager. The CS productivity gap is just real. When you look at the time that CS teams are actually in front of the customers and doing what they do best, which is meeting with the customers, that chunk of their time is very slim. We're looking at 34% and most of the CS team leaders and folks I've been chatting with here have been telling me that this part is even smaller in their organization.

So the question now is how can we help them really automate that, right? And the intent is real across CS teams. More than 60% want to start by automating the admin part. They're happy with the customer part, obviously.

70% of them, more than 70% want to have more time with the customers. So we're thinking that now with the AI and agents era, and again, beyond the buzzwords because a troll stack, you'll see that we absolutely hate buzzwords. We're more thinking about what kind of value and material value can drive for these teams. So QBR tends to happen or tends to be one of the most time consuming tasks, both in terms of time they require to run, prepare, but also present.

So at the same time, QBRs just have significant value and tend to be critical to earning the right to renew and to upsell. The stats are clear. Accounts that get a QBR are twice as likely to renew as the ones that don't. They have 24% higher retention and then 18% higher N and R than their peers.

Now at the same time, they're just a significant bottleneck for CS teams. And the reason is simple. Most teams unfortunately cannot afford doing those for more than their top 10% of accounts. And they're not too blamed for that.

When you look at the time spent on each QBR prep, four to eight hours per QBR, one to four hours just on assembly alone, leading again to teams skipping that exercise for most of their accounts. And the reason is simple. Building QBRs take all these steps, going to the BI tools to get your data from your Power BI, Tableau, or Looker, extracting that into a CSV or spreadsheet, formatting that, rebuilding the same format to achieve the requirements that Claire is happy with in terms of formatting, in terms of output being on brand. Doing the manual Q&A when you have time for that.

A lot of times, obviously, there is wrong data that gets communicated to customers, and then before delivering that to stakeholders. So this long chain of manual steps is where we think AI and again agents have the potential to automate that. So in order to solve this problem, some teams resorted to dashboards. So you build your beautiful dashboard, it's interactive, it has drill down, it has filters, and then you publish it on your platform, and you look at the stats, and absolutely no one on the client's side has taken a look at it.

So dashboards don't really look like a nice shortcut to achieving what QBRs achieve simply because one data literacy, as Claire mentioned, is a huge gap. The stats that we showed at the Tableau conference a couple of weeks ago is 20% of business leaders pass basic data literacy tests. Those are stats from one of the most famous BI and analytics surveys. 10 seconds is how much time a business leader spends on a dashboard before churning.

So attention spans are low when documents and indexes where you can meet the executives in their preferred format. Other teams have turned to cloud code, right? This is a new trend, let's just close our way to it. And there are many reasons why that falls short.

One is this notion of you paste your data and you pray. So LLM's been probabilistic, you have no control over the output. You don't know if the numbers are gonna be correct and you don't have any way to audit or to govern it. Second is governance.

So as Claire mentioned, there is this big need to tell a coherent story across CSMs, so you're essentially just by using cloud code, just moving the problem away and letting CS teams handle that. Third problem is scalability, right? You can maybe do a POC successfully for one customer after 10 to 20 back and forth, but it's way harder to do that at scale for more than 1,000 QBRs. The two other problems are also real, the output tends to be out of your brand.

And then lastly, the unit economics can pile up pretty quickly. You've seen, I'm sure, some of the examples of companies sort of stopping their cloud usage because of the cost. But what it can take to just build a decent QBR is more than $100 of token spend. Some of the examples I mentioned in our Microsoft, for example, or Uber, that just simply didn't quite get those returns.

So meaning that just drawing LLM on any problem might not be the right solution. And in fact, what's really required to solve the problem at scale is one, having live data integrations that is critical to ensuring that you have workflows that are updating without any intervention from the CS team. So really a fully automated process that truly liberates time. Two is scalability.

You need to have an engine that is able to deliver these reports across your client base. Three is on-brand output. That is so dear to Claire, but also dear pretty much to every CS teams. We all care about having an output that looks compelling for the customers and looks also on-brand.

Fourth key pillar is governance and auditing. So a key challenge for CS team leaders is how can we tell the same story across the board rather than having every CS team sort of come up with their own templates. So being able to govern that, being able to audit that is extremely important. The two last ones are as equally important, the ability to distribute at scale in order to have a full end-to-end, fully automated process.

And then lastly, being able to do that in an economically valuable way. So how can we achieve all that? So again, we believe that there are many areas where customer success can benefit from automation and AI. I'm sure a lot of you are using a customer-to-risk platform already.

You have systems that can alert you on accounts health and risks. You're probably also using conversational AI for your calls recordings. And the role stack is the true last mile in the delivery of those insights directly to your clients and in scaling client-executive reporting. This is where we sit in the stack.

So essentially solving that last mile component and connecting the data stack into content platforms where executives live and breathe. This is what we call the last mile problem in the data stack and where a role stack essentially extends those automation capabilities of the data stack a step further into content platforms. Quick words about us. So in addition to the amazing team at Equality Health that we have the pleasure of working with, we serve companies from mid-sized to large public companies like Tero, Price, Sofire, Whirlpool and many others.

The reason why they trust us is first the infrastructure. So the security level is really high enterprise first and we're software GDPR and HIPAA compliant. We're also a Salesforce, Microsoft and Google partners. Key point here is and why security teams absolutely love us and allowing CS teams to onboard us quickly is the absence of data persistence.

So everything is stored directly within each of our direct environments. The use cases that companies use us for include the customer facing use case, but as Claire mentioned also internal facing ones. So we're CFOs best friends, we're heads of data best friends, which is so critical in allowing CS teams to onboard any new platform. So because they do see use cases, it's generally way easier for CS teams to bring us along.

I'll pass some of the use cases that we're solving for companies. But this is Sony Music, I love this example because Sony Music's clients are artists and that's pretty cool. They send them reports about their sales on Spotify, on YouTube. And this type of volume of reports can be achieved by a team of five analysts.

And yet they were able to achieve that with the platform. The second example is more on the finance side. So this is the CFO org at SoFi who was able to accelerate their time to close by automating some of these reports. Now how can you do all that with the platform?

And this is again the part where I would have loved to have my laptop just to run you live by the demo. But you can stop by our booth, B9 to get a live sense on how the platform works. But there are mainly five steps in this process. So one, you can create your templates.

These are all on brand. The way you do that is by embedding visuals, insights, data. Two, you can use AI to do what LLMs do best, which is writing stories and narratives in natural language. Three, you can scale your reports across your customer base or more broadly any dimension that matters to you.

Four, you can distribute them directly to your audience via email, other communication channels. And then lastly, you can govern and manage these versions at scale as Claire was sharing earlier. So for the first part, so how does it work? You start by connecting to your data sources.

We support multiple ones. You can bring them all in one place inside your deck. And then there are gonna be three main objects that will help you build out these templates. One, you can embed visualizations.

These are gonna be charts, graphs that are coming directly from your visualization or business intelligence platforms. So things like the usage over time, things like the spend on the platform, etc. Once you do that, you can get these charts either according to your BI tools layout, so look and feel and power of visuals. Or you can convert them into on brand native PowerPoint or Google Slides chart.

So, Rolstak has the ability to bring you, for example, a table from Tableau into a native PowerPoint format. The second step is helping you write these stories and narratives that usually go alongside your data and graphs. So storytelling is a big part of a CSM job and you need to be essentially telling compelling stories to your customers. And Rolstak will help you with that.

So Rolstak uses LLMs only for what they do best, which is again the language part and the insights part. All the rest of the data is through strict, fully governed pipelines. There are absolutely no risks of hallucinations. And for the narration part, so you can essentially tell the platform, this is how I want to analyze my data.

You can even be more prescriptive by giving it examples of what you've built in the past and then it will use it as a template and in scaling these reports for your customer base. The third step is scaling. This is the fun part, so now that you've built your template, how do you generate multiple versions of it like here? Where you have your templates on one side and then many client reports.

So it's as easy as telling the platform, this is the dimensions that I want to use to generate my reports at scale. And why this is powerful is it can obviously be used for your client facing use cases, but it can also be used internally. So if you're a global organization and you're building QBRs for your different departments, regions, sales teams, you can also simply follow the same process to build those. Here in your case for the customer success team, so you can tell the platform I want to use the customer name to generate these reports at scale, and this will give you this view where you have your template on one side and then your client reports.

Now, Claire mentioned the very important point earlier, which is how do you manage versions as you scale? And how do you incorporate feedback? Because you are going to be getting a ton either from leadership or from your clients, or also simply as your product and platform changes. There are going to be new metrics that you will be reporting on, so new slides that you're going to be adding.

So to make that easy for you, we built a sort of GitHub for slides and documents, so what this means is you can make any changes at scale by simply changing a single template. So all you have to do is change things once in your master template and then the role stack makes it very easy for you to propagate things across. Next is distribution. So how do you get these directly in the hands of your stakeholders?

So once you have those created, you can essentially schedule them to update whenever you want. So let's say you're running your QBRs the first day of the next quarter, you can be as granular as that. And you can even get them distributed via email, other communication channels directly to your stakeholders. So the platform has an email builder.

If you use outreach platforms in the past, it's pretty similar. You can have variables, things like high first name, attaches your monthly report for department X, Y, and Z. And then you will get that directly to your stakeholders. Follow in any mapping or contracts base that you have available.

Lastly is governance. So one thing that we hear a lot from CS leaders is how do we ensure that we tell the same story across the organization or at a minimum having multiple variations or versions of that by maybe customer tier or segment or maybe department. So the platform makes it very easy for you to do so by having an admin and a contributor mode. So admins are the only ones who sort of safeguard that template and create templates.

So think of them maybe as the CSOps manager or maybe the CS team lead. So they can be the ones really owning the template exercise and then the rest of the team can use it for their own book of business. So the flow for them is very easy. They can simply select which clients they want to generate this for, maybe select a few parameters, hit save, and then it triggers the creation of these reports at scale for them directly in their drive.

That was it. I hope it was useful and right on time, carving out the last ten minutes for any questions. [APPLAUSE] Thank you so much. Hello, hello.

Yes, I'm on. I'm on. Thank you so much, Claire and Bill, this was absolutely awesome. If you have questions, definitely put it in the Slido.

The first question that, do you want to take these, Nabil, do you want to kind of take it straight off the monitor? I love the first question. I think this one is more for Claire, but the audience question is, did you experience any resistance from your internal teams as you switch over to unusual, which is a pre-com. Good question, yeah.

Thank you for reading that, by the way, because I don't have my glasses on, so I have no idea what it is. I have my contacts. [LAUGH] So the short answer is not really. And the reason for that is pre-roll stack was our account management teams that were bearing the burden of going out to Power BI, filtering to a specific practice, screen-shotting the thing, dropping it into a deck, doing that times 15 slides, times the on average 30 to 50 practices that they manage on a given month.

Our implementation, so as, sorry, I keep hitting my mic. Nabil talked through just a moment ago kind of a governance model with roll stack where the CSMs are actually users of roll stack. We've not deployed it that way. The way that we've deployed it is our business intelligence team owns all of the development of the actual decks.

And they drop as a PowerPoint to a SharePoint site indexed by the practice and the market on the fifth day of every month for our account managers. So in their world, they've gone from, I used to have to do this thing in Power BI and filter it a jillion times and deal with my own formatting and manage my own decks, and today they just appear in a folder for them. So for them, and that statistic that you mentioned to be around one to four hours spent on just consolidation materials alone is very real for our teams. So for them, it's been a huge weight lifted from an efficiency standpoint in terms of, you mean I don't have to do this anymore and someone's gonna do it for me?

I think the other thing that's really valuable is they drop as PowerPoint decks. So they still have full license to make edits if they want to, to highlight different things for a specific practice to add slides if they want to. So they get the full flexibility of interacting with a PowerPoint deck, but they don't have to create it soup to nuts. So I think that those two things, number one, the efficiency, and then number two, the fact that they still have creative license has been really, really helpful in the deployment.

I really like that because I'm a bit of a control freak. And I want whatever goes to my customers to at least pass through my eyes at least one. So that's a really good way to make sure that the busy work gets off of your account manager's plates. But at the same time, they have the ability to kind of edit it and move forward from there.

Awesome. Yeah. Thank you for that. The next question we have here is, how did you accompany the new workflow with storytelling?

So in a sense, was there any, I don't know, notes that went along with that, some kind of narrative? I'll speak to our experience and then I'll go up there a few things you can highlight. So one, I want to talk about two pieces here. One, I just want to double down again on you interact with a template as a PowerPoint deck.

You update a template as a PowerPoint deck. You change visuals, change formatting, add narrative as a PowerPoint deck. And so my co-pilot in this deployment has been our marketing officer, our marketing and comms guy. And we once a month sit down and go through the templates and say, here's some new, we do a lot, because we're in healthcare, so we do a lot of patient mission moments.

Here's a patient we helped this month, that kind of thing. And so I sit down with my marketing guy once a month and we say, what fluffy, I don't say these words to him, but what fluffy collateral would you like to add to the decks this month? And we just make those updates in real time and then they get propagated through these decks every single month. So it really does make it easy to accompany more sort of collateral alongside data in a way that feels seamless in the final product.

The other thing that I would just highlight is the AI insights that Abhil mentioned, the ability to leverage these LLMs to write narrative based on what's in that deck, based on the data that's in that deck. We're starting to dabble with that and it's been a really big unlock for us in terms of the degree to which the material feels personalized. So that's the other thing that I would highlight there. That's awesome.

Sorry, go ahead, Abhil. No, but just to jump on that question and maybe just to address as well the previous one, ultimately organizations get to decide what organizational model fits them best. But I think in most cases, the interests are aligned and I think what Claire is describing and also the level of control that you require is generally common. But ultimately what teams like is having that flexibility where you have this centralized governed way to prepackage the type of decks and communication they want to be sharing with their customers.

And then also given the CSMs, obviously the chance to tailor that and maybe build things that are a little bit more specific for their own book of business. And the reality of teams without automation is they spend 80% of their time just building the decks, leaving only 20% for the true insights and storytelling and tailored recommendations. So with automation, they're essentially able to spend most of their time on the highest value piece. And really, this is the most important part.

Now when it comes to storytelling, so you don't get to see it here, but I hope you can pop by the booth now to get a real live feel of the platform. But first of all, the input into the platform is gonna be your branded template. So what Claire was describing as coming from their marketing team. So that is gonna be the base that will be used for any creation, meaning that formatting and on brand is a given.

Now the second component that teams do care a lot about is, do I have the right data communicated to my customer, right? And that is generally a worry that any team has. Don't know if you recall the lift earnings results from two years back where they did a mistake in their earnings, they add the zero. So that add massive implications on their stock price.

And yeah, I don't wanna be in the shoes of the analyst or finance team that did the mistake. And the same thing is true for customers. So without checks, that risk is always there. So by essentially taking away that burden, they can simply focus on, again, what they do best, which is the client relationships and tell them the insights to their own customer base.

I like that. That's my mantra in general, is trust but verify. So that's an essential piece of any form of AI. I did wanna go back to the previous question.

There was a second part to it about enablement. So was there a lift with the enablement? What did the enablement look like? If you could speak to that, that would be awesome.

Yeah, I mean on our, so we have a single business intelligence user of Role Stack who does most of the, both the template building and the integration. Not a full time FTE by the way, this is not their full time YIG. But so we have a single power user of Role Stack. For our frontline account management teams, what they receive is a deck, right?

It's no more complicated than, hey, you don't have to build that yourself anymore. It's just gonna populate on a SharePoint for you. And we're planning to evolve to, we're gonna email it to you. And then from there, we're gonna evolve to, we're gonna email it to your customers and copy you if you're comfortable with that.

So it's like, it doesn't take any technical, I mean, I can use it and I'm exactly the dumb executive that Nabil described. It's very easy to work with and your end users, they perceive it as a PowerPoint deck. Yeah, I think that's probably what we want with every piece of software that's there. That you just roll it out and you really don't have to go out and do this huge change management exercise to go with it.

So thank you so much. We are at the end of our session. Really, really appreciate both of you coming out here. If you need to see this in action, Nabil, do you wanna just say one more time?

No, I just wanted to thank really everyone for coming in, especially at lunchtime. And if you have any questions or need anything, we're again, booth nine at the expo hall. But I hope you have a great lunch and again, great meeting you all. Thank you.

Thanks guys.