well Kevin I think we're getting to the point now I think we can get started I know we just have about 16 attendees so far but um why don't we go ahead and kick off if you're okay with that yep that's fine awesome so fantastic well hello everyone uh thank you so much for joining us here this morning or this afternoon my name is Ryan Lounsbury I'll be one of the co-presenters here um helping you helping guide you through our webinar specifically how m t bank is rapidly expanding the now platform with servicenow impact so what we'll do here is we're going to go ahead and get started let me go ahead and share our Safe Harbor um so just want you folks to know that you know we don't plan on sharing any forward-thinking Innovation that we have not deployed yet but just in case here's our Safe Harbor and before we get started a couple little housekeeping items for us so please please please ask questions throughout the webinar what we'll do is we'll collect those so that we can cover those during our q a session towards the end of the webinar this will be recorded and we will be posting this into our servicenow impact Community Forum so that if you wanted to share this with other colleagues who couldn't attend today or you want to reflect back on today's discussion we'll make that available to you yes and also too within the Forum we're looking to build out as we move in to Q3 more engaging content for all of our impact customers specifically around entitlements that drive our clients adoption of the now platform leveraging servicenow impact and then at the end please we'd love your feedback we want to make sure that you are getting exactly what you had expected when you registered for this webinar and I'll just give a quick plug for future webinars that we have coming up in the next two months we'll be also presenting a session on Northwestern Mutual as well as Accenture so stay tuned for those uh those webinar invites coming out here shortly all right Kevin why don't we go ahead and get started so again for those that are just trickling in my name is Ryan lownsbury I'm the director of outbound product management for servicenow impact I'm based here in San Diego California been with servicenow for a little over three years but I've been in technology for the past 22 years of my career and I'm accompanied by our esteemed customer here M T Bank Kevin why don't you go ahead and introduce yourself hi everyone I'm Kevin cannibal I'm a senior vice president of Service delivery engineering for M T Bank I just want to say I'm on the edge of probably losing my voice so I'll do the best that I can to kind of power through this but um hope to share some good information on our experience with impact um coming up on a year and share some good ideas and some of our experiences and challenges along the way thank you so much Kevin and by the way your voice is coming through just fine so um yeah so no worries at all so before we get started team I think it makes a lot of sense that we introduce you to what servicenow impact is and what I'll do is I'll walk through a bit of a product tour for about five minutes so that you can actually see the product but our main principle here with servicenow impact is to maximize the value that our customers receive from their investment in service now by delivering post-sale experiences that help our customers get to that value they need in a shorter period of time we're delivering premium support experiences through our product like developer support accelerated response times for p1s and p2s and of course 24x7 and also a self-service monitoring tool powered by impact that allows you to monitor platform Health in a proactive way where our customers were not able to do that in the past we're actually empowering them to do that but our premium support offering does not stop there we provide our customers access to what we call the impact Squad that impact Squad is your team of experts that are going to help Drive strategy as well as well as platform health for your organization we're also going to give you access to experts on demand beyond the impact Squad to help you in your time of need with deep domain expertise on specific capabilities within the now platform to help you really get the value you need to drive true business change and our premium support offering doesn't just stop there it also includes all you can consume on-demand training and certification for your staff and we deliver this all through our groundbreaking product that I'm going to introduce to you right now so let me go ahead I'm going to bounce out of the PowerPoint for a second servicenow impact is our product that we are bringing to what we brought to Market in January of 2022 and what we are doing is helping platform owners um like Kevin and other platform owners like Jackie here in my particular example who runs uh the platform for a company called scale right Technologies and in order for Jackie the platform owner to be able to successfully execute on the vision of her CIO on a customer experience digital transformation she needs a personalized experience that's going to allow her to capture her cio's vision specifically the business objectives the outcomes that we need to achieve as well as success metrics that we'll use as a progress bar on the success of each of these initiatives and be able to capture that in a product so that we can then inform Jackie on the best next action for her from a training perspective maybe an advisory session right and be able to do that through our groundbreaking product and you're seeing right here Jackie when she logs into impact she has personalized Key activities that she needs to execute on that is being recommended by her impact Squad this is her personalized team that I mentioned before that are strategic and Technical in nature that are going to help and guide Jackie through each step of her digital transformation as it relates to the customer experience that she's looking to improve upon when Jackie Scrolls down she sees her personalized business objectives this is exactly where she has captured her cio's vision on how the CIO wants to maximize their investment in service now you can see that Jackie is heading up multiple different Transformations across our organization and to give you further insight into what this looks like she has that Vision mapped out in a value blueprint and this is essentially a part where in the first 60 to 90 days of Jackie's experience with servicenow impact we are collecting this information to create a North star for our transformation so that we know exactly what steps we need to take to achieve specific outcomes and you can see here we're capturing what those operation outcomes are are going to be what are the success metrics that we're going to use to measure the efficacy of our efforts and once we know who once we know how Jackie and her CIO want to maximize their investment and basically have a business discussion we then turn it into a technology discussion where we are now providing Jackie clear visibility into all the entitlements that she owns here with servicenow across every one of the workflows now because we're talking about a customer service digital transformation the impact Squad will sit down with Jackie and make recommendations on product capabilities that she owns that can fuel this customer service experience specifically her CIO Lara povey wants to drive Fierce customer loyalty and as we all know here on the line in order to do that self-service needs to be an easy experience for customers so the impact Squad will make recommendations around self-service capabilities around like a chat bot or things of that nature in order to drive the success of that initiative once we've mapped the vision to product capabilities that Jackie owns then we can lay this out in a transformational phase one phase two phase three so when Jackie sits down with her executive and says this is how I'm going to maximize your investment in service now she has a product that can show the executive exactly how this is being done prior to this Jackie would have to pull together power points that are very static and don't change at all in nature and it's very difficult to collect all the data to really inform Lara on exactly how she's going ahead and moving forward with this transformation impact makes it easy not only for Jackie to present this investment but also for Lara to be able to track a progress bar on exactly how well they're faring and I'll show you exactly where we are collecting that data but because we're building in the personalization of what we know about our customer from the value blueprint the capabilities map the product adoption roadmap our recommendation engine now can provide recommendations to Jackie and her team on what best next action they need to take to really move the needle on making progress on these initiatives is it tapping into the impact accelerator catalog where Jackie can get and say a virtual agent specialist to come in for a couple sessions and teach your team how to wire up a virtual agent or is it a training that she needs to take because we we know that she's about to take on a specific capability let's recommend to Jackie and her team that they need to be enabled on these capabilities through this on-demand training and certification now I mentioned before we're tracking the progress as like a progress barlike experience through impact by looking at those operational outcomes so across each one of the digital Transformations that I shared earlier from the business uh from the value blueprint you can see these metrics right net promoter score customer effort score right we are setting a goal and we are providing the progress on that goal so when Laura who asked Jackie some pretty tough questions along the way uh Jackie with ease can respond to those questions with confidence now we talked about a lot of different things around impact and and I want to just level set here under the benefits and usage page we're providing Jackie clear visibility to what exactly she owns when it comes to impact our goal is if we can get our customers like Jackie and Kevin to leverage as much as servicenow impact as possible that is going to drive uh adoption within the now platform so as I talked about before we covered pretty much the impact core which is the digital experience in the squad we also talked about experts on demand well of course we have the impact Squad as the experts during the aligned to like Kevin or Jackie but also too we provide access to domain experts it used to be deep with Insider organization now we've built a systematic way to bring these experts to the front line and help our customers in an episodic need as I mentioned before our customers at times have difficulty standing up core components that really Drive true business change so our customers will walk them through how to stand up a virtual agent after six months of using that virtual agent we'll teach them how to optimize that virtual agent experience as well going back to the benefits page real quick as I mentioned before on-demand training and certification is also provided to all of our customers who are impact subscribers and then enhanced support 24x7 developer support for the first time ever we are providing custom code reviews to our to our clients who are writing code of course we want to make sure our customers are leveraging out of box experiences as much as possible but there are times where custom code makes a lot of sense we have a developer support team that will actually look at that code not Hands-On keyboard but look at that code and advise on how to make that code healthy and high performing and last but not least you cannot drive Innovation with servicenow unless your platform is in a healthy posture and so we know that and what we do is we're not only providing you Health Scan information about how the platform is um uh is performing but also to instance Observer allows you to monitor your production instances in a proactive way and set up alerts if Key conditions are breached you and your team are notified before your end users know there's a problem and so that at the end of the day we are trying to provide our customers everything they need in their post sale experience to be hyper successful when it comes to maximizing their investment in service now so please take a look at us on our.com for further information and also to reach out to your account executive here at servicenow they can set up a product tour and we can walk you through in much more detail experience personalized to you and your company so let's go back and uh get back to the webinar now that we've level set on what impact is the value that our customers are receiving I think it makes a lot of sense now for us to actually hear from our customer Kevin here at m t bank but before I pass the controls to Kevin this is what we're going to talk about for the next 20 minutes or so so before Kevin and team became impact customers they had some challenges first and foremost they wanted to make the user experience um seamless they wanted to make it also one that they felt that they could adopt that can get help them be smarter faster better at their jobs Kevin also was hyper focused on automation wherever we can automate we need to do it and we need to make this simple however the challenges that Kevin and team faced is that they kept on seeing more and more Demand on their team to drive further and further Innovation however as we all know as we expand our footprint within a platform going from one entitlement to maybe four or five entitlements here at servicenow it becomes more complex and then sometimes our customers don't have that knowledge on how to to manage that complexity and speaking of that they lacked a solid governance and Federated model and so that's what Kevin and team when they were looking at impact they saw the value and what we were able to deliver with the capabilities that we identified here Kevin will walk through these in his presentation but the the value that he and his company is seeing they have over 50 of 50 of their employees leveraging impact resources today again if you leverage impact resources you're driving Innovation on your servicenow platform and they've also been able to consolidate multiple different work streams and applications into one governance model that is helping them scale their efforts again the value here is if we do not have a governance model that is focused in One Direction you tend to get you tend to get distracted with shiny objects then all of a sudden and have you running in in a couple different directions so without further Ado Kevin I'm going to pass you the controls and I I will actually run the slots for you if you don't mind yeah that's fine Ryan thanks thanks for the intro um and I appreciate the invite here I I agreed to kind of speak to our experience with impact primarily because it's been a very positive one um for me it's not about sales it's about operations and um a little background I've I'm fairly new with a bank less than a year we renewed our contract with servicenow last fall and um as part of that contract renewal we really went from an A La Carte licensing model to kind of you know bundle packages right with itsm Pro with uh item Pro um upgrade from our customer service the CSM module to episode to financial services operations and then really at the 11th hour we added the IMPACT program so um so I wanted to tell that quick story I'll tell more about it as we go into some of these slides some of the slides that we're going to cover here the what what is our vision what was what originally was our vision that brought us into impact um why why did we decide to add impact which is pretty interesting story The Who who our primary stakeholders are what kinds of technologies have we implemented what modules do we have in place with servicenow and then the next part is opportunities we still have tons of opportunities those that we've identified as part of the IMPACT Program okay um as Ryan alluded to there were three kind of governing principles that we started with Simplicity um a little background on M T in our uh servicenow experience we're about six plus years into our implementation like many companies you know my background also I have I have about 12 years uh managing service now teams I've got about 28 years in it some years prior to that in engineering most of my background has been in infrastructure so I've managed kind of infrastructure and operations teams everything from service desk all the way through the back end infrastructure both premise private cloud and public cloud and servicenow has always been part of the portfolio my teams now also are referred to as Service delivery engineering so I have all enablement teams here at the bank so the servicenow platform I have a performance testing and analytics team as well as Enterprise monitoring across all of our we we refer to as our Command Center so these three principles really applied we wanted Simplicity we wanted to improve the user experience which is always a difficult thing with many different stakeholders and continue to increase their Automation and I'll I'll kind of touch on the automation as we go forward because we've we've done quite a bit um we've got a cloud first kind of strategy right now too that where some of this automation plays into our Cloud tools okay next slide yep got it um so um three kind of overarching principles modernize we wanted to modernize the employee and customer experience we've got a lot of different tools we have Salesforce we've got a decent pocket of Salesforce here at the bank as well so as we're looking at application development and kind of devops platforms both serviced now and Salesforce and some capabilities with or in some areas like business lines compete with each other but we want to continue to improve that experience to prove servicenow as a as a good platform retire and replace Legacy systems not built for Digital Services this is always an ongoing um struggle we've as I mentioned we've got a cloud first strategy here at m m t it's been in place for a couple of years but we really are only solid into it I would say in the last probably 10 months we've started migrating some of our applications and by the way everything from you know lowest RTO to highest rtor RPO range around 1800 applications so we've just started this migration to Azure we're going to have a multi-cloud strategy and so there's there's a lot of dcom retirement replace of Legacy systems and then also provide solutions for compliance and regulatory requirements which is a very big thing in Banking and Financial Services digitize automate work replace replacing manual intervention in our service catalog team which I think there's another slide that I'll speak to in a little bit um we're we're doing about 500 automated requests today represents about 20 percent of our total request a number of requests that come in today so there's there's a there's very good um improvements I would say across the automation front in the area of service catalog gain efficiencies by providing the ability to track work and resolutions collaborative and transparent solutions for customers single pane of glass right single pane view we wanted to to do in consolidate systems and data platforms um across different processes so next slide this this slide represents some of the growth that we have in kind of three primary areas if we take itsm which is the the green um the grain bar we've seen as I since we started and this only goes back to 2019 the platform this data is only you know for the last three to four years we've got about six years so there's actually some improvement there itsm tends to be somewhat flat we spent the first couple of years with a platform really just maturing those service management incident problem change release um those processes we're now trying to move some of those into cicd pipelines especially as we move into the clouds so we're in you know we're looking at tools like devops change velocity and others from servicenow that would integrate with Jenkins and some of our other jira and other development tools that we have to streamline that process particularly around standard changes moving into normal changes um we've got um we've got a big a big growth really in the service catalog area the white bar so it's kind of interesting because it looks like it flattened out from 20 to 21. not sure really I think the pandemic was a big impact to the bank all you know we had everybody going remote things tended to automation tended to slow a bit even though we you know wanted to do more automation it didn't really pick up until 21 and that this only shows through 2022 it's an even higher Spike now as we look at um improvements in automation across our service catalog requests there's a ton that we're doing with ansible playbooks and terraform and things in the cloud that integrate all those workflows from get it requests end to end all the way through provisioning infrastructure making changes through to self-healing our next our kind of uh next areas how do we move into the self-healing initiated through servicenow and then probably the biggest Spiker all of our business lines so EBS is our Enterprise business services I have a manager as a matter of fact each of these lines I have a manager over each of those specific areas the green area being the platform team the wide area being service catalog and the Blue Area being EBS EBS we have today about 31 application custom app customer facing applications built on the servicenow platform 28 of those were originally built on CSM with the app engine that we started well back in 2019 and then most recently with fso so we've got about five or six in the pipeline right now that will all be built on the fso uh module that as you can see there's a huge spike in that spike is actually even going to go higher and higher so we're almost up to a caseload of almost 700 000 cases um it it's really showing its value to the point where that this is where I can speak more to the IMPACT program and our struggles and challenges along the way so so Kevin I guess the theme Here is uh growth is happening at a rapid rate for you it really is and it varies by module um that's why I think it's important to show these different um you know kind of work streams and how things have have grown but the adoption overall is always a struggle I'm sure most of the people on this call know that half the half of the battle is getting the business to buy in on the platform and you've got to go through the itsm phases of showing value for incident problem and health status right to your service desk or you know knock or Command Center once you do that though then a lot of these other modules come into play as a service housing ecosystem so talking about why impact capacity challenges um we just talked about that in increased demand across the platform portfolios six years now into our implementation we've got a lot of people coming at our door and knocking on the door and saying hey can we evaluate other modules and servicenow we've been looking at Via or BCM um we've been looking at kind of PPM and portfolio management governance like GRC governance right military compliance a better rated model we have a Federated a good working Federated model with EBS so the which is really those app Dev teams and because they operate in a traditional developer fashion the engagement I would just say the requirements definition the maturity from a development perspective is there including our business partners um who we've created a great relationship with so of those roughly 30 applications that we've developed that EBS team initially gets it off the ground they do all the QA they do all the requirements definition they build the application they do all the testing then they pull in the Federated teams the Federated teams usually have one or two servicenow developers and to give everybody some perspective on this we've got we've got about 25 in the service you know Central Enterprise servicenow team we've got about 70 developers across the bank so there's a lot of pockets across business lines of developers so this Federated model was really crucial that we expand across the platform because it was good on EBS and we didn't really have it wasn't that great I would say on the platform and service catalog side there's always a struggle I ask that we expand this Federated program across the entire service now platform as well as to some of my other enablement teams performance technical performance caused by Steady growth so those Health assessments that Ryan mentioned earlier were really crucial we really saw a lot of value out of the gate with those technical complexity around the upgrades development that's still a challenge clone downs and things we were so far into uh you know as the platform grows Pawn Downs get to be more and more difficult thing to do with each of our upgrades so we're getting there we're chipping away at this but some of this complexity is not an overnight fix it's going to take us probably six to 12 months to get to and then governance lack of cohesive Enterprise governance both strategic and tactical um that is probably one of the biggest factors that I had when I came into the bank that I wanted to get my arms around one of the first things that we did and spend about two or three months building road maps for each of my teams so as we built those road maps we quickly determined that we didn't have a good governing good governance and operating model for the platform and the other thing too is this is particular to m t but our Enterprise architecture structure was light we used to have a good EA layer a few years ago that kind of got changed up with some leadership changes in it's it's been a struggle to get that kind of support so we had to build EA into each of our teams and that was a big deciding factor with impact and then servicenow knowledge um we you know there's a lot that we want to do with our KBS we want to build them out more as kind of YouTube type videos so that's the next Evolution that we'll be doing in 2024 is to expand on that knowledge where our service desk our service desk is outsourced today but we have m t folks that really manage all of that so they're trying to simplify simplify that kind of user experience that service desk okay you can move on Ryan uh here's some of the here's some of the components some of the you know strategies that that drove us toward um you know expanding the service now ecosystem egrc so gov you know our Regulatory and compliance and governance move to the cloud as I mentioned our Cloud first strategy um and service catalog yeah I know we've got that one and actually the one at the top we'll just speak to both of those but we just built a we call it get it which is our request process we just build a get it request for Cloud um we've got lots of those right hundreds of requests but we just built our first kind of streamlined Cloud um get it request which sounds simple but it's a lot more complex because our move to the cloud was also how do we look at 25 plus years of the way that we've been handling process at the bank and change it completely when we move to the cloud so it wasn't just migration of workloads it was looking at how do we do business how do we streamline how do we automate as much as possible I mentioned earlier about CSM and the app engine those were components that were prior to our contract upgrade to fso um the next bubble down um was was the main engine that we use for our app Dev team the Federated program I've already spoken to and then I Tom one thing we just you know we just implemented item last fall into this into q1 of this year itom is a big deal for us right now because our Command Center we used a product called BMC truesight and I'll try to make this a product bash but we had struggles with it the last few years and so we decided to create or use the item module on the ACC agent as a central ingest and a console a single pane of glass if you will for the command center we've got a lot of different monitoring tools dynatrace live action thousand eyes we use elastic and Cabana and a lot of a lot of different tools but they all have to feed into a central console and the item agent was a natural fit because there right time as a product because we could not only ingest all of that data but we could create correlation rules that we could take actions against either for auto escalation for auto incident creation um many many other things that allow us to suppress different alerts that come in if there's a certain condition like a a backup fails or something but it's recreated if there's automation behind it we can suppress that so so some very cool options that we had with item okay Ryan all right um here's a little overview of what I kind of been speaking to since I started this we started in Q4 of 2022 in September completing the purchase of impact and by the way it's an interesting story because I wasn't along with a bank when we had to renew our three-year contract with impact where we uh I'm sorry with servicenow where we went decided to go from this a la carte licensing model across to you know some of these kind of pro versions and bundle packages um we did a deep analysis on this honestly for months and months uh and then in the last couple of weeks really kind of packed packaged the whole thing up and and pushed it through but at the 11th hour we decided to add impact we we were you know we were hearing it from the sales teams and we're like uh we're not sure we've got a pretty strong team we felt pretty pretty good about it but a lot of those factors that I mentioned not having a good Enterprise architecture structure where I wanted to see governance and operating models I wanted to see a road map from a best practice perspective from servicenow I think some of our struggles are and many of you may experience this is that you have strong team members that know the platform and certain modules in the platform but unless you've got a good architecture team that really is solid in that space often you struggle with what is our best practice approach because you're basing it on everyone's experience in the platform and one person could have 20 years with a company and another one could have five companies in that 20 years and have a you know a broader level of a range of experience and all of those things play into the way that you road map and set up some of these governance and operating stuff literally at the 11th Hour my team gave me a lot of that input what I had found at the the bank and we decided to just go ahead with impact um we went through Readiness assessments I think the positive I was pleasantly surprised I worked with consultants and Outsourcing and Contracting for many many years and honestly it's it's often lukewarm um I feel like you know sometimes there's a lot of promises made up front and then there's very little delivery and you have to push these folks to drive against your timelines that you may have within your own business this was really a good I was I've told the whole impact team it was awesome out of the gate within two weeks we already had ready assessments lined up we started you know kind of weekly Cadence so we could start getting things on the docket of where our priorities were both strategic and tactical um all the way down to different support um issues that we were having at the time so we started the health assessments we quickly got um you know the health assessment feedback since then we've also done cmdb some other assessments along the way we had Operational Support reviews we went through training strategy that um you know we've got a impact kind of training coordinator that helps us utilize the training that we had you know prior to this we use training credits prior to the new contract and so when we basically got you know unlimited online training it it was a game changer for us because then we could expand that offering and sell that out to a lot of our Federated partners that wanted to know more about get more involved with servicenow and I think that's one of the biggest factors as well is that a lot of our strategic Partners business lines that wanted to engage more we didn't have the offerings to really be able to help them now we can just hand some of this stuff over to these guys and they can go and train on their own and build up their own Federated teams as AC fit the value of Blueprinting was also a big piece this is a whole framework around this business strategy the value and some of you I think can fit into the textbook of this um not everyone we weren't really one I think we took components of the value group Blueprints and said okay this fits into our business strategy and this is how this you know gives value to us and some of these are others are political or strategic that don't fit into your model we had design reviews I mentioned the governance and operating model capability mapping so we started mapping out what are our resources what are what capabilities how how well can we deliver today what's a back best practice on Staffing some of these certain areas so servicenow will give you kind of a a road map for any of that stuff as well and then the architecture blueprints that I spoke to a little bit earlier all right and actually can you go back a slide Ryan absolutely go for it um yeah I miss strategic roadmap sorry I had my video up on my screen um strategic roadmap is where we're at today we I mentioned earlier we have our own road maps we build our road maps we use okrs we have kpis that we do regularly for our CIO um but those are kind of homegrown right and and they're good they're good for us to apply but servicenow is actually going to help us create our own strategic roadmap aligning these elements we spoke about earlier business value the strategy um and so we can better align our existing road maps and add some of these factors into them okay this is a very busy slide I'm not going to go into a ton of detail this is the heart of our the M T banks governance and operating model there's this comes out of a deck like 114 slide deck which is crazy there's a lot of content in there but to me we narrowed this down to about a dozen slides this being the heart of it so so this if if you look at some of the you know dotted line boxes the executive steering the servicenow leadership and the servicenow technical governance these are existing meetings that we have today um that we incorporated into this model so this started off as a model um at the end of it I said I want this model to be functional right if you're going to provide an operating model it needs to exist these meetings need to be taking place and so I can share it with my peers our senior leadership and other um you know Partners so they understand how we operate and this is where we ended up so if you kind of start in the left hand side you can see ideas and new demand go into these different functions and by the way these green boxes list um you know kind of functional areas the center of excellence if you will but they could be people that are wearing multiple hats so it doesn't translate to a body it's more of a function so we have demand coming in from there we have demand also coming in from executive steering so more strategic prioritized um business objectives feed into this top section and then also from this there's a separate EBS demand board that you can see down in the bottom left that's focused on again just the app Dev all of our development teams that have more of a direct line than some of the business lines for customer facing application development from those you know business engagement delivery strategy platform architecture and innovation and those then flow down into our leadership we have a servicenow leadership where we cover a lot of topics in leadership but um this and by the way this is fairly new only a couple of months old but these these higher level executive steering and new demands priority Demands feed into leadership so we can talk about them and agree as a team and when we say leadership it's anywhere from managers to product owners to scrum Masters the folks that are are leading and executing across our teams uh goes to the leadership and then there's a technical governance we call them different s levels we have kind of s1s through S4s this is kind of a mid-level technical governance team where some of the technical teams meet discuss what some of their demands are and this could be a road map alignment so for instance end user Computing would be one of these in an S2 when our teams meet have a S2 with the EUC teams They Come Away with a list of priorities that they have for their those their road maps and they can feed into that whole demand process the last section down in the lower right are really all of the kind of the demand board teams these are the teams that are the most closely involved with the platform and some of them are the platform right we have the platform and the service catalog team the itom team is actually part of um my Enterprise monitoring so the monitoring team now manages a lot of that item product as it relates to um as it relates to ingest of all of our alerting and then the cyber security Ops we have the security incident response module so cyber security is pretty tightly tied in with that okay next slide so opportunities um we I mentioned a few of these bullets so I'll just kind of skim over them for the m t Tech side better defined operating model which I talked a lot about work closely with the business and stakeholders to identify business value this is always an ongoing challenge maintain alignment between strategy and tactical this is also a struggle I'm sure a lot of you have to deal with how do you develop strategy how do you implement things that come from strategy meetings but yet align them with day-to-day tactical needs and priorities maintain a cohesive well-documented governance regularly assess talent and needs talent talent is something that we do pretty extensively here at the bank four times a year for our Tech Team so it's it's uh it's assessed both for kind of performance and talent a couple of times each a year and then instance um housekeeping this is a big one that feeds into this next area proactive monitoring and notification and the instance Observer best practices we I'd say one of the challenges that we've had is our instance hell and and getting better monitoring and notification in place that feeds in through our Command Center the servicenow platform has been kind of treated outside as a SAS product and so when things you know when we had failures or anomalies come up or instance Health performance problems we would um you know we would open a case that we would work with servicenow support and we'd work it that way but it the command center often which is 24 7 here wouldn't know something happened to the platform and then I would get a call from one of the stakeholders saying hey do you know this was down or was slow running for the last couple of hours so we had a few of those cases earlier this year and so one of the areas that we went back on impact and and said hey look let's come up with a better can you do some best practice baselining for instance Observer how should we configure because there's a lot of different alerting options and triggers and things that can be set up so we asked them to guide us through that and they've set up some sessions for that and then I'm the advanced support we talked quite a bit about instance assessment versus Health assessment then they are treated separately the health assessment is part of impact instance assessment is really part of the support function of impact and and so we've been focused most recently on instance review of customer incident process integrate servicenow and customer support integration and then Advanced personal solutioning we've had some of those come up we just recently did an executive briefing with some of our stakeholders with servicenow and some of the things spin out of that as a matter of fact I've been working to glue together the impact team with a lot of our sales teams because um because it is a newer offering from servicenow as a customer I was like if we have an executive briefing we need to have the impact some of the impact guys that are in there right because they're actively working some of our issues and so I want to tell that story and not just look at a future um you know sales opportunity okay Ryan all right well Kevin are we there yeah I think we're there yeah no thank you so much for sharing your story um it's quite a powerful one and what we'd like to do is open up uh to the audience and see if there are any questions that we can answer live for you so Denny I'm not sure if we have questions that are trickle through in the session but um would you mind teeing them up for us yeah absolutely we have had a couple questions roll through so I'll ask you guys those and in the meantime if anyone has questions that pop into their head throw them in the Q a chat and we will answer them live all right you guys so our first question is what support does servicenow provide in creating this model so blueprints Health Scan all that stuff what kind of service level does the customer need to provide in order to get this level of support so maybe Kevin you can speak to your level of involvement and working with the impact Squad I know you touched on it but this question yeah yeah sorry that's a great question Cheryl I um I will tell you that's a struggle because as soon as you get as soon as impact identifies key areas it comes back to you right so I think part of what we've had to get adjusted to as well is saying okay how much can we actually work because um they'll let's say operating in governance or the Federated model for instance there's improvements that come away as suggestions okay now we've got to roll it out we've got to communicate it with folks maybe there's a new implementation some of the item things that we had as part of our impact Squad review They'll Come Away with some best practice now we have to implement it so I think that is something that you need to consider when you take on the IMPACT program is that it's not all one way right it's not a Consulting Group or you're just handing over the work to them so they're not only they're often giving you the recommendations but you have to do the work unless you consult with service now hopefully that answers your question yeah that was great Kevin um and we just had another one pop in this is a really interesting question around how were you able to initially quantify the value add of selecting impact impact and then in hindsight how were you able to quantify the value add yeah that's a really good question um initially we were able to provide the value add first of all my um executive EP is very he he's done this a long time and he's had the servicenow platform he also knows the bank so part of it was our current um situation if you will that I spoke to earlier the lack of kind of an EA function the lack of you know he wanted to help promote the platform but he knew that we struggled with some of the resources internally not only within our own team but in other outside teams that could help us get there so that value was more around um improved support right improve visibility which is observability visibility are two big factors here at the bank how do we how do we improve um on where we see sevs incidents how do we improve the exposure of the platform so there were a lot of different as we looked at Value Blueprinting the road mapping you know we went through a lot I went through a lot of those same elements with him and he was he was in full support of it I know that can vary from leader to leader but um you know that really helped us in hindsight um I would quantify the value today very similarly I this is one of the reasons I'm speaking today um I think I think it's been solid along the way and it isn't a Consulting engagement that starts and ends so it's not like you go a quarter and then all of a sudden you're like oh gosh we were just getting our feet wet with us we were we're ready to move forward with some of these things we have an ongoing weekly meeting it just keeps getting added we have this over a three-year contract and so we just keep going we just keep chipping away at these things and to me that's a lot of the value is that it's so much better than a Consulting engagement that you would have with a partner that would help you solve two or three individual kind of priority issues that you may have um thank you so much Kevin the questions are rolling in now you're now you'll have a couple more for you um run out of time do you want me to go down the list so Cheryl what areas of the business do you engage when implementing impact right now we we engage the ones that are the most closely plugged in with a module so for instance cyber so the Cyber Ops team as a matter of fact cyberops give you a little history there kind of help you understand the engagement they they engage with CDW to implement the security incident response module and they left them kind of sure it was just as I mentioned earlier they helped with the implementation but they could never get it off the ground because they didn't have the resourcing and they didn't have kind of a best practice approach so we engaged with with impact and we in we engage with the sales team of Professional Services from servicenow too to see if they need a little help until they can cross-train some of their folks so they're a good example of one that we we plugged right in with impact we've also had disaster recovery and business continuity and some of our audit teams plug into the BCM module and portfolio management we've done some demos with those um also I'm my team is called Service delivery engineer hearing I partner very closely with a person that managed Service delivery operations which is incident problem change release Dr uh Command Center some of our ATMs and a lot of miscellaneous things really the front end Command Center view if you will the organization so they're looking at devops change velocity and I'm also partnering with some other teams in the Cloud area that want to create pipelines and using some of the serviced out tools so we've allowed them access as well so that's how we've gotten up to the 50 plus um let's see um Adnan did you get any specific use cases or modules from servicenow that are specific to Banks and how about your regulations and security impact so I just spoke a little bit about security incident response that's specific to just cyber security it's how they're managing incident response for the other um for the other modules I'd say the one that stands out is fso so the financial services operations module the I don't want to say replaced but supplemented CSM previously which was customer service focused has like 1200 templates in it that are all fi related so you don't have to go and do this extensive requirements definition to build out an application you can take existing templates make some small modifications and the speed to Market is there so that was a big uplift for us um um when we upgraded the contract and Kevin do you do you get specific direction from your impact squad on you know the fso module like you know do we bring the expertise to the table to help with that I think also too as a part of a nonsense yep we sure have Elizabeth canis and my team and by the way if any of you went to knowledge this year Elizabeth spoke probably with a lot of these slides as well at knowledge Elizabeth manages that EBS team and she's she's fantastic she worked at KeyBank for many years and ran the whole service now uh platform and the program including app Dev now she's really focused on fso so she's brought a lot of these questions forward as as well as helped drive a lot of our Federated training we have specific requirements minimum requirements that we have for Federated teams so in other words if you're going to be a Federated team and hire a servicenow developer you have to go through these four training sessions and you need to pass them um as a prerequisite before you we kind of give you any of that you know development access great Kevin well thank you so much I don't know I don't believe there are any other questions and you know this was a phenomenal session we really do appreciate you coming on board Kevin and sharing your story um with our with our attendees so everyone thank you so much for attending today's session again please um you know you'll find the recording of the session out and our impact Community forum and as well as please you know visit our new uh we have a new microsite on our.com and uh also wanted to just share with you too that we have two upcoming webinars um with Accenture as well as Northwestern Mutual so again thank you so much please provide us feedback on your experience today we want to make sure that we're continually providing value to you because you're spending your valuable time with us we want to make sure we're delivering that back to you so thank you again have a great rest of your Wednesdays and Kevin again thank you for the partnership really do appreciate it thanks everyone take care bye