good afternoon everyone caresoft technology would like to welcome you to our servicenow federal Tech talk enabling digital transformation joining us today from servicenow we have Mark walgamuth Federal technology workflow Solutions sales manager and Doug page director of outbound product marketing and strategic portfolio management before we get started I would like to quickly go over a few housekeeping items please note that all lines have been muted to reduce any kind of background noise during the presentation if you have any questions throughout the webinar please use the Q a pod on the left side of your screen and we will do our best to answer by the end of the presentation or follow up with you offline this webinar is being recorded and a copy will be emailed to you just to tell you a little bit about caresoft we are a trusted government I.T Solutions provider supporting public sector organizations across federal state and local government agencies including education and Health Care markets at this time I'd like to hand the floor over to our speakers Mark and Doug the floor is all yours thanks Heather hey everyone Mark welcome youth here just wanted to uh give some background on myself so we're talking today a little bit about digital transformation and if I think about the First Transformation I went through in federal government was back when thermal paper turned to plain paper on fax machines so I've been around a little while but looking forward to the discussion today we're going to talk a little bit about digital transformation and a couple solution sets that we deliver within the servicenow platform I think what kicked this idea off was doing some research on what IDC came out with and said that just about 25 percent one in four digital transformation projects and initiatives actually are the only ones that produce any Roi so a lot of failure there and then also projects that are deemed successful and aligned to business objectives is only about 44 so over 50 fail so that was kind of the the lead into what we wanted to talk to about today and I'll just jump right into a quick agenda so we've done our introductions uh Doug will jump in um here on the the back side of this introduce himself as well but we wanted to talk a little bit about some of the issues that government faces in digital transformation some of the value we've delivered across agencies in the federal government and then Doug will jump into an organizational workflow how the solution is set up and works and then uh we'll run through a quick demo and as Heather mentioned any questions in that please put them in the Q a section and we'll uh answer them as as we go along so first if we want to look at what's going on in federal government obviously a lot of things with uh with technology leaders are dealing with so there's so much going on you've got you know resilience cost savings cost avoidance anything to do with Innovation so maybe it's a new website for cust you know client and customer facing websites that are out there to the public can access and then you know customer experience of course is part of that but also internal so your employee experiences so you know technology leaders get pretty anxious about all the things coming at them you know you've got to improve that customer experience employee experience you've got uh Cloud first that came out years ago and now Cloud smart so how do you move things into the cloud how do you enable agile you want to shift to the left you know looking at ways to get your software Factory running smoothly so these are all things we'll talk about today and things you're dealing with every day of course you know a lot of things to do with zero trust outages anything that's going on in the it environment that's causing issues for the the federal cios you know whether they're dealing with that application development for the mission or you know infrastructure that supports that mission and operations that are supporting that infrastructure and app development so looking into you know some of the the issues that are brought up or things you have to work with it's very complex so things that we've seen in the past that every leader within the federal government deals with is a ton of different things popping up so you've got your binding operative directives you've got executive orders that come out recent as a couple weeks ago as well as zero trust being the platform for what people access and where they access so keeping security front from the mind for all leaders then you've got you know endpoint detection and response and you've got audits that come up from the oig offices you've got supply chain issues as we've seen in the last couple years more executive orders so keep coming at us so looking at you know how to handle those things you've got common vulnerabilities and exposure to keep track of and then of course the CDM that's been around for a while so continuous Diagnostics and mitigation and then most recently with the vulnerability exploit exploitability exchange that's coming out so where do you find the information and then of course your software bill of materials so a lot of complexity going on within federal government a lot of directives a lot of executive orders coming through so what does that do that creates a ton of gaps within the ecosystem so if you're looking at you know visibility that you don't have into the estate the it estate there's limited control spend is often misaligned with priorities the quality of service is designated and then Innovation suffers from all that activity more of reactive mode as a two as opposed to the proactive mode so you know you're not looking at the value that you can deliver but just totally reacting to all these directives and executive orders and what that lead to is a lot of poor customer experiences so whether it's the the public hitting a website or internal employees so then you're also you've got devops as part of all that application development and working with infrastructure so there's a lot of complexity going on in the federal government and a lot of things happening every day that you need to respond to so where do you need to be you need in that experience you need to be optimized with Innovation you've got to look at better ways to develop how do you increase that business value of applications you're developing and then cost savings cost avoidance you know how do you align with the resources you have and prioritize development around that so it's really all about improving the employee experience speed to value prioritization and resource alignment and of course resilient so how do you become robust within the security landscape and the reason you know how do you do this you need to reduce those silos so everyone's working in their own Department you know it's complex to interact with other departments maybe it's security infrastructure operations but no one's kind of speaking together so we want to show you a way that you can actually reduce those siled activities reduce the complexity and standardization of business processes across the Enterprise and how we look at that is really looking at a value stream so you can see kind of the the symbol for infinity here where it starts out with you know plan and then build operate and service so it's continuous flow so whether it's you know planning and driving strategy into outcomes or a transformation of your software maybe move to the cloud on a legacy software application reducing that spend that's out there transforming obviously what you're doing in security and then managing the risk and resilience of those applications and of course automating everything you you need to do to automate operations and service operations so you can actually have the entire organization speaking the same language on the same platform and working together to solve those those issues that you have with an I.T you want to constantly imagine increasing you know that entire estate is so complex how do you bring it together so that's we want to talk about today to give you an example of what we see within Federal So within the different tool sets we have you know reducing the software and Cloud spend looking at ways that we operations can you know reduce incidents maybe deflect incidents these percentages are obviously really high but where we'll focus today is really around this getting visibility and control and Investments so taking that investment into a modernization approach and lining that with projects and teams so looking at people money and process and developing that into a simple way to get everybody on the same page the idea is really just get that control of Investments and the visibility into what needs to be done now go back to this this value stream so really what we're going to focus on today is all about the the planning stage so how do you drive these strategic outcomes and how do you align that with the organization from a CIO down to practitioners project managers and that's really to give you the plan of you know how do you road map that strategy how do you align Investments how's the work getting done and what kind of Mythology is it waterfall is it agile is it a hybrid approach so maybe it's waterfall to start and working into the the agile teams as a as a way you approach you know development and then the really the you know what we want to do is give you an idea of how this flows together within the servicenow platform so I'm going to hand it off to Doug to go through a slide that gives you a better look at how this flows within the teams of your organization thanks Mark love love that intro and I love how you worded that around uh you know getting value to customers through digitization in this space where we're we're managing Investments and uh just as way of introduction my name is Doug page I run the outbound product management team for our strategic portfolio management business unit uh that's formerly known as it business management so you may have heard that term from service now before those are one and the same thing not different things um and that name change was really designed to accentuate the fact that we are really helping customers from a strategic perspective um and I'm lucky that I get to work with public sector organizations around the world so besides the federal government in the U.S I'm actually based in Canada was speaking with the Canadian government earlier this week and two weeks ago I happened to be in Canberra Australia talking with the Australian federal government and a lot of the things that you you're trying to do and trying to deliver are the same things that these other public sector organizations are trying to do how can we deliver more value to our stakeholders whether those be internal stakeholders or or actual citizens and how can we do it more effectively when we think about digitization sometimes we think about the end result rather than someone filling out a paper form they're they're doing that through a digital medium and we're actually able to digitize that information and hence provide more value and understand what's going on better but in order for us to do that for our end stakeholder we have to digitize the process that delivers that outcome so how do we evolve or even build our internal processes to support these new ways of working and new ways of delivering value so when when Mark showed you that infinity loop that's a great place to start of to think about how we have value what we're going to do right now in this slide is actually take that and say okay in reality there is a little bit more of that there are some complexities there are some steps that go into this and it's important to talk about those to realize that there there are connected teams processes information and how can service now help Stitch these together in a meaningful way so that as a larger team a department an agency or product teams or service teams uh deliver things that are of value in a much more connected way and where you see this starts with with Executives who Define the strategy so everything starts with what we're trying to achieve as a as an agency or as a department and not just capturing what a list of those strategies are but how we're going to measure success against those so it might not be hey we're going to deliver this service faster how much faster are we going to deliver are we going to go from 20 days to 15 days are we going to go from 20 days to 20 minutes understanding what success looks like is is very important understanding have we spent enough time and effort trying to fix that problem or improve that outcome for our for our stakeholders and this is where funding comes in as well to be able to understand where do we need to use the funding that's allocated to us in order to achieve those results very important that those two are obviously linked together and then we start with a strategic roadmap because one of the things that's often overlooked when we're we're planning work is what comes down from the top we we often talk about intake and business cases but a lot of what we do ends up being driven by Executives who have a vision for how we need to transform and how we want to align to those and that's really this strategic roadmap and a lot of these initiatives are happening within the government whether it's delivering new products whether it's Cloud transformation whether it's agile or digital transformation all of these things are happening and most likely happening simultaneously and what happens next is we do want to take these strategic road maps and then bring into their different ways that we collect information about what things we should be doing or at least considering that we should be doing so first I'll just talk about just up here what comes from the single front door to demand this is what's happening from from customers from employees these could be coming in as as business cases they can also come in as an idea and the the main difference between those is a business case we're already looking for information on if we did this how much would it cost how many people would we need how long would it take us what would be the the benefit of this we've invested a lot of time to answer those questions we're an idea is just like hey to spend five minutes filling out this form tell me if you have an idea uh and a lot of organizations like to split that out to be able to you know when someone has an idea we don't automatically say take a week of your time to fill out all this information eighty percent of business cases don't get approved so why are we spending all this time filling out all this information rather than collecting ideas looking at which ones have the most potential and then kind of drilling in some more detail on those so that that uh flow uh into our centralized demand is is pretty straightforward let's look at the green one off to the left here these are all the things coming from an internal I.T demand the things that we need to work on from a Technologies perspective that comes from us internally understanding our technology and that could be technology risk so where do we have to invest in 2023 and maybe 2024 2025 based on risk that we see from a technology perspective these are applications that are going to be running on outdated software are going to create vulnerabilities for us where do we need to plan today on our roadmap to be able to handle those this is also where we look at rationalization activities so obviously uh this is big in the public sector as well as the private sector as well today everyone is being told to do more with less or more with the same in 2023 so people are asking how can we be more efficient and reduce the number of applications that we have and do that strategically so that we're removing applications that aren't delivering value so this also happens in that lane we also do capability planning here so what are the the capabilities that we need to have as an organization and how does our Technology support those applications and where do we have gaps that we need to invest as well so all of those things even a rationalization our inputs to thing that we work on because when we remove an application we don't just turn it off each one of those things is a project that should run from best practice to understand what we do with data how we migrate users there's things that need to be done there that aren't uh that aren't necessarily simple and then the one on the right the digital portfolio management this is for service owners application owners who through servicenow can get a 360 degree view of what's happening on their service and application what are the incidents they have what are what's the uptime of their applications what's in the backlog and those things lead to actions that we need to take as well so servicenow ends up being a great place to have this uh single front door and bring everything together and with those priorities and with the intake that we have we can start doing really good planning and we call this continuous planning because as organizations move from a more annual type planning to something that might be let's say every half year or even quarterly this certainly looks more continuous and even for organizations where our funding might remain annual we realize that all organizations public sector Bank Banks when we set out a series of priorities at the beginning of the year chances are what we've delivered at the end might look quite a bit different from what we had done so from a practical perspective how can we continue planning from a strategic way even as new uh priorities hit us as we know they do and then when we go to deliver we want to be able to deliver in any methodology that makes sense for us so today it might be very traditional or waterfall but you might also start incorporating other ways of planning and delivering work including agile or stale digital what a lot of organizations end up with now almost all of our customers is some combination that we call hybrid whether that's 90 waterfall and 10 percent agile or 90 agile 10 waterfall there is definitely a mix out there and this gives us a complete backlog of all of our work and you'll notice here that on the top right we can link to other team level tools where teams are working today whether that's in jira whether that's an Ado this of course could be all entirely on the servicenow platform as well there's a lot of flexibility and you'll notice the work that's being done here some of it is things that we've talked about already project there's agile work you can see the epics and stories but we also see cases these are customer case cases risk item defect security these all link into here and let's kind of continue this to see how that happens as we're building things we need to release them so Mark talked about our devops product and how we get things out to our customers internal or external as we do that some of those things might lead to more incidents and problems and how do we link back those into our backlog as well so we've really connected what we're doing from a strategy planning and delivery perspective into our operation and our service delivery processes as well and then we can do this with our customers and then finally as we're delivering this work and customers are using these products we don't just say hey we've delivered something let's move on we say we've delivered something what's the outcome of that did we deliver value did what we do help us get to our departmental our agency goals that we set out at the beginning of the year and that link back into that outcome realization and continuous Improvement is going to help us when we do the next quarterly planning to say hey we we invested in this type of activity or this product that really had an outcome for our stakeholders maybe that's the way that we're going to get there rather than this other thing that we did that didn't really move the needle so that's a more detailed end-to-end approach that we see in the high level View and let's actually jump into servicenow and take a few minutes and actually show you what some of this looks like uh within our solution so the place that we're going to start is something called the alignment planner workspace this is a place that allows you to capture for a department or for a product what is the strategy that we have what are the goals what are the outcomes we want to track and also to create a prioritized roadmap on how we're going to get there so where we start here is an overview from a goal perspective where we can see the goals by status so things that are on track versus things that are not on track we can see that if the work is aligned to our strategy all of this is shown to us right away and if we need the detail we can always come into a hierarchy view to see what the goals are and then actually go down right to the targets that we're tracking and actually track the values as we go through the year to say are we on in line to deliver on those values and then once we have that we can go into a prioritized backlog when we talked about that centralized intake this is exactly what we're looking at and this could be a demand that's what we call a business case it could be in-flight projects it could also be agile work these could be epics associated with a product or service that you're doing and this is a prioritized list that's forced ranks so we know ideally what is the one thing that we want to get done if we can get two things done this is what it looks like and so on and so on but we do need to actually come into a roadmap view to actually say how does this work look how is it organized what are the dependencies between this work so it's not always the case that we can start the first priority thing maybe we need to do priority eight before we can do Priority One and you'll see here this work is organized by primary goal one of the things to understand here is this alignment planner workspace is not just alignment to strategy it's also internal alignment so I might look at this by goal if I'm part of the project management office or I'm in charge of strategy for my organization but at the same time other users can come in here like Enterprise architecture can look at this by business capability they're still looking at what I call the same book of work everyone's looking at the same business cases the same projects they're just putting their own lens on that work and that's really important because that diagram that we showed we don't want individuals planning in their own silos in their own technology and someone's retiring an application why somebody in another solution is is got a three-year roadmap for how we're going to develop on that solution and that's an extreme example but it does show how it's important that we all look at the same work but from our own lens I can look at this from a department perspective if I want a more organizational view we've got the primary goal that I had talked about if I want to see this from a product perspective I can do that as well so a lot of flexibility as well as the ability to color code this any way I want I may want to color code this by priority for instance and then be able to see how do these fit across priorities so that as I'm looking to prioritize this work and figure out what goes first I have visibility into what those priorities are I can also display information on the bars themselves whether this be cost you may or may not have a financial benefit that's fine there's a lot of other information you could display here things like Risk scoring if you're doing an internal score on these items to see how important they are and then you can show dependencies between the other items as I said and then once this work starts and you actually get into this period that you plan you can start tracking work to say how are we delivering you'll see the red line is today's date and I can see in some cases this progress bar which is the the dark yellow line shows me that I'm ahead of today's date that's a good thing whereas this account management uh that uh dark yellow bar is behind today's date I'm actually behind where I should be so I have good visibility into how the work is progressing so you may be asking yourself where is this work being managed how can I get insight into this detail um if you want you can click on one of these items to get a pull out of Highlander level information the details of this work uh actually a link to to look at it I can see the milestones for this uh if I want the details I can also come right down to our project management solution and actually see all the tasks who's responsible for them Baseline for this work so everything is connected from the top of the organization from a strategy perspective right down from the delivery perspective and I'm just going to talk about one other thing quickly which is the application portfolio management part because this is important um from the perspective of how do we get insight into rationalization activities those technology issues that we see that we that will want to include in our backlog as well and how can we get those onto this roadmap that we just saw so what I'm doing is I'm logging into somebody who is responsible for the application portfolio in your organization that could be your Enterprise architecture team there are others who may be interested in certain aspects of this I.T or technology Finance teams but let's just take a look at a few of these views so the first time I'm going to go is look at the application portfolio itself the business view of these applications and I can see as soon as I drill into that I see all my apps into different categories how many apps I have in there how many are on premise how many are in the cloud and a lot of other information that is already on the servicenow platform I can see the number of incidents against this and you can also see on the right hand side there's some scoring around these applications as well I'm going to go ahead and drill in to the customer support category to see what I can learn about these and the first thing you'll see is I have different ways of looking at this category the one that I'm going to look at that I like starting with is looking at every application from two Dimensions what's the risk score the technical risk what does our technology team think of this application versus the business value score what do our end users think about this application if you're familiar with the Gartner time methodology this is a very similar approach and you could actually if you're if you're a gardener customer and using that Gartner time methodology you can actually embed these that those direct questions into uh our our engine here so I can see here right away I've got the two Dimensions the business value the technical score I've got this Legacy customer service app here it's already highlighted in red to show me that the end users don't like this their business value score is very low the technology team doesn't like it this is running on Legacy um technology so I might right away just create a demand from this as we've already seen from the roadmap that's where we plan out these demands so directly from here I can add this to the backlog it can get prioritized and then we can say when should we be actually be working on this I can't do 45 application rationalization activities in a month I'm gonna have to spread these out so that the different teams that are responsible can do these in a in a reasonable time frame so that's one view that customers are using to save money to rationalize their application but demand also comes from the technology portfolio where we can understand what work should we be doing based on risk that we have from a technology perspective so this is a hierarchical view where we start with an apple a business application in this case the attendance and payroll management and I can see a hierarchy of application services and then we get right down to the software and Hardware models that support this and here we're filtering just for applications that have risks so I can see right away where there are um sorry where there is risk from a a business application perspective because of business applications that are going to be running on outdated hardware and software and I can see life cycles in here as well when things are going to be end of life either from a vendor perspective we provide that information or on dates that you've said internally on when you want you might want to do extended support from these what we also show here is what we call technology reference life cycles so this is when you want to not just look at when things are supported from a vendor but what items from a software and Hardware perspective are actually standards within your organization so you can easily see what things are running on non-standard items those are important risk perspective and all of those might lead you to take an action here where I can create another demand directly from this view here and get that on the roadmap and say we have something that's running on non-standard architecture or something that's running on something that's going to be outdated next year we need to take it action there and then uh just coming back the last thing we'll just look at is business capability planning so earlier I referred to uh actually looking at what are the business capabilities that we need to have as an organization and how does our Technology support those so if we look at we've got a whole hierarchy here around developing and managing human capital I can see one of my capabilities is red if I click on it I can see that we're supporting scoring for people processing technology and I can actually see the business applications that are supporting those business capabilities and how they score as well and if I need to from here I can go ahead and create demands as well so all of these can be feed in to those roadmap on top of everything else that we're trying to collect from customers that are going to help us have a complete road map and a unified view of what we want to deliver in 2023 and with that Mark I'll I'll stop talking for a little bit and we can open it up and see if we have any questions from anyone thank you Doug that was great I mean it's interesting because demands everywhere within the platform so it could be itsm it could be you know even just a quick enhancement to a website to create a demand that way so yeah it's interesting and I know a lot of federal customers you know use our demand functionality because it's been around for you know back to the itsa days right going back maybe eight years ago so it's interesting I see a lot of usage there connecting the different groups together right whether it's it's the service desk or PML office or you know intake like you mentioned with ideas yeah I 100 we have a lot of our customers that's their first point is is understanding what is the view of all those things that we that we're being asked to do that we need to prioritize and from there they evolve into okay what does the planning look like it's kind of The Next Step how do we prioritize those things and get them on a road map and then the next step is okay let's execute these and track that and then you start having that n10 process that I outlined yeah it's everyone's remote now so you have to do it electronically it used to be that you know suggestion box in the over by the water cooler yeah exactly once a month someone would read them but yeah no it's it's it's awesome I don't know if uh Heather was there any questions that came in I didn't see any that popped up nope it doesn't look like we have any questions in the Q a pod yet um I guess we'll just open the floor up for a few minutes if anyone has any throw them in there if not we can give you guys some time back in your day yeah maybe Mark quick question for you when you talk to the federal customers what are the things that are most pressing to them what are the what are the things that they're trying to solve no I think yeah it's interesting there's so much going on with uh mandates and everything else I mean the things we didn't even mention today like fatara or megabyte so you know really the number one thing that pops out a lot is visibility so what do we have out there but you know that's that can be solved right so that's that's part of other solution sets with discover we have on the platform as well as you know software Hardware but then beyond that so it is always that two three year Journey it's like okay get visibility and a lot of a lot of federal clients have that now and then pull that in but then what do I do with Legacy you know what do I do with this old you know and you mentioned that on your slide too is it what do I do with this old you know Legacy solution that you know is definitely outdated it's vulnerable so how do I move that to the cloud so it's and I would say Federal you know there's a lot of agencies that are moving to Cloud quickly and there's some that you know are slower to roll towards that but yeah I see visibility is first and then demand and and what can be moved and prioritization of what can be moved to the cloud and that's coming I think it's really interesting yeah I like what you said about visibility there because there's there's two ways that I look at that one is the one that you describe what do we have right what's our our inventory of whether it's technology business applications getting a handle on that um and then the the other thing that people are concerned about from a visibility perspective that I see a lot is what are we doing and and what's the work that we've got and they want to be able to link those two together right because having both of those in separate Solutions uh is really leaving a lot to be desired if you've got what the visibility to what you have over here and the visibility of what you're going to do with it over here those obviously need to be connected right uh so you know and and to that's to support those initiatives that you talked about whether it's a cloud migration cost cutting we need to be able to link here's the work that we're going to do and here's that's connected to this application that's going to the cloud this application that's going to be retired and being able to connect those is really powerful for customer yeah I'd kind of explain like PPM right so project portfolio management it's it's people processing money this is the way I look at it track everything but do you need 30 people on that Legacy piece of equipment or application or whatever it might be you know migrate to the cloud and you have actually two people on it and those other 28 are you know moving forward with Innovation on other projects if you need to so yeah it's interesting there's a movement there yeah there's a there's a question in the chat and it says how do you tie security into the solution you've described oh yeah and it's it's security you know vulnerability obviously is is a big part of it so visibility but then we do have a vulnerability solution that ties in the beauty of servicenow is the platform so you do have that security team and they're looking at vulnerabilities they're looking at you know incidents that come in but they're looking at the same information that everyone else is whether they're in infrastructure operations or you know software Asset Management teams or that you know that publisher has a vulnerability who has it you know find it so the the platform you know pulls all that information together but it's also hey kick off a demand and find those people that have that and remediate it so there there's a it that's the I think you know why myself and a bunch of my colleagues came over to service now you know and the federal side is really to say hey this all works together you can identify it but servicenow you can take action you can solve those issues immediately with what's going on whether you know visibility is one thing but taking action is massive and that's that's what the platform delivers yeah and I I think about security from two perspectives one is how do you bake it into that n10 process so that as we're digitizing our our environment how or how is security top of mind when we're doing that and not an afterthought and part of that is having that roadmap and having that visibility like Hey we're building these 20 new products or applications for next year let's let's share that visibility with everyone so various stakeholders can look at that and and make good early judgment calls about how security is going to be uh embedded part of the development of those and the other part that you had referred to is how when we see things from a vulnerability perspective how those become part of our prioritized backlog on things that we need to do uh so absolutely those two are critical and apply like looking at your you know alignment planner workspace and even scenario planning saying okay if we take these three you know resources off that because the priority now is that vulnerability so you have the ability to you know ebb and flow is needed and then you know not stopping progress right yeah you're getting things done and moving someone off a project and pulling someone in and identifying the skill sets and everything that they need so yeah it's really cool one question I had for you is that flowchart when you showed that in Australia was it yeah the other way around because everything in the southern hundred goes the other direction I don't know if you had to flip that or not that's a good one that was the idea I think uh you know speaking of that intent flow there's there's a lot there for sure and I think I I normally preface it and I'm glad you give me a chance to come back to this is there's no expectation that you're moving from wherever you are today whatever level of maturity and you need to get to this tomorrow because that's uh very often aspirational but how can you move step by step to get closer to this integrated world I sometimes do the analogy of uh a dimmer switch versus a straight light switch and this type of portfolio visibility it's not a light switch where you go from lights off to lights fully on and you have everything connected it is more of a dimmer switch where you start adding these different pieces from the platform you start connecting them together and every block that you connect you're turning that dial and you're getting more and more visibility so there's there's incremental benefits as you take each step and and really mature uh and we love working with customers and helping them Define what their roadmap is because they're you know I talked about starting with strategy and from a logical and damn perspective it makes sense but some customers say to us we just need to consolidate all of our work and get that visibility what are we working on how do we get better at delivering that work and then we're going to worry about the the Strategic piece because we're not there yet so every customer has to have their own roadmap on how they get to that kind of complete M10 picture yeah I know totally agree yeah it's interesting because it's you got to start somewhere right but you know where do you start and that's our team you know and best practices we have we can identify that and say you know hey demand may be important in this area but you know idea over here in other areas but yeah it's really it's really interesting how it's so unique with their reagency and their missions are totally different yeah some cross you know pollinate a little bit but yeah it's it's it's interesting to learn about the missions that are out there and how we can help absolutely yeah I didn't see any other questions I think I truly appreciate your time Doug thanks for setting this up hopefully everyone enjoyed it and uh