welcome to Glide fast on air I'm kie Alexander customer Advocate and account executive here at Glide fast Consulting and Welcome to our webinar today powering progress in Telecom House service now powered by Glide fast is changing the game so happy that you are here and before we get started I would love to give you a little bit of background of about Glide fast Consulting I have some notes Here glidefast Consulting is a firm that is dedicated exclusively to service now as an elite service now partner our expert team of developers and Architects have worked on both sides of the table the customer side as well as the Consulting side our company was founded by service now Architects and we proud to have a team of over 500 experienced Consultants an average seat score of 4.8 out out of five America's Elite partner of the year for two years running and more accolades as you can see here on this slide we'll be monitoring the Q&A throughout the webinar so as those questions come up please feel free to drop them into the chat and and we'll answer them at the end of the main presentation and I want to tell you a little bit about our featured speaker we are truly in for a treat Ohad Kushner comes with a unique trifecta of Industry experience first having directed strategy and transformation at AT&T for over a decade then sitting at the helm of go to market for Telecom media and Technology at service now and currently ohot serves as Chief customer and delivery officer here at Glide fast with that said I couldn't think of anyone better to facilitate a discussion on how service now powered by Glide fast is leading the way and partnering with Telco organizations to drive your business outcome so without further Ado I'll hand off the presentation to Ohad thank you collie and good morning good afternoon all what I'll be talking about today throughout this you know next 40 minutes or so is really a view of the challenge facing Telecom service providers today from the view of the Telco we'll use Telco as a term for Telecom service provider uh and then I'll dive into why service now is really primed to be a great solution to meet some of these challenges and then ultimately technology is not enough the willingness of a customer is not enough you need to have a great partner with you and I hope I'll convince you why Glide fast is the best suitable partner today to take on that challenge of transforming Telos with service now and as collie mentioned will'll leave plenty of time for questions and answers at the end so I'll start off by saying that when I'll be talking about Telecom in the context of today's presentation we're really talking about the service provider uh part of Telecom because the Telecom industry is wide uh it's deep it also includes manufacturing for the industry it includes U handheld device manufacturers as well so the gamut is very very wide but when you talk in about the area of service within Telecom really what we'll be speaking about today is those areas within the Telecom service provider or tsp market and the challenges that they face so KPMG did a study this year and they published this in a white paper and I'll use this as a reference at the very start of our conversation today to walk you through some of the biggest customers companies vendors in the world we all deal with them as clients we all deal with them as as businesses we're dealing here in the US with our T-Mobil and ATS and Verizon and Comcast uh and so forth but it's really interesting when you open up the hood of these tsps these Telecom service providers to see what are they actually challenged with but what are the changes that they're facing because otherwise without this sort of change or without these challenges they would not look perhaps at a service platform like a service now or engage with Partners like us so let's walk you through this first of all the traditional business models that have catered to us as clients by the Telecom providers are being challenged whereas in the old days we looked at Wireline service moving over to wireless Wireline Services providing businesses today telecoms have a new set of competitors uh these are not just your traditional Telos competing with Telos but Telos today are in Fierce competition with many many many other providers new sets of services new sets of products as well the next challenge is really around customer expectations which is going to be part and parcel and a key theme of my presentation today and it's enough to say that today as consumers think about the experience that you go through today at home when you buy and you purchase from one of the hyperscalers for example like an Amazon as an example you are expecting a certain level of service from the time that you order to the time that you're getting provisioned a service to the care that you expect at levels that the Telos historically were not able to provide and I think you know that you can stare and compare and contr trast the experience that you might have received from a telecom service provider to the one that you may reive from a new age provider and you know that there's a big gap the hyper competitive hyperscalers so your Amazon the microsofts the Googles the Facebooks Etc are now not just vendors of the telecoms but they are actually new competition and I mentioned before that if you are a Verizon for example your competitor as you may guess was an AT&T or a cable provider today everybody's in competition everybody is serving everybody so in other words if I am a Telco service provider today I am dealing with competitor my vendor my client all at the same time and especially this is relevant within the hyperscaler market technology new technology think of 5G think of new products and services in the area of unified communication these create new opportunities especially around Revenue but they also contain threats to the industry especially when provided by the competitors there's a big pushing out around environmental and and social today especially now in the 2020s this is a big piece of the agenda and telecoms have to play in that role uh as well and then finally out of many many markets that you may be familiar with the Telecom service providers Market is unique in the amount of Regulation that is enforced on them here in the US by the FCC and the same would apply in Europe and Asia so this is a highly highly highly regulated Market these are the challenges as they relate to change facing the Telos the example in a more of a double click is actually in this illustration which I actually got off the web a while ago you see that it's a bit dated but to me it really tells the story for the entire presentation today so what are you looking at you're looking at essentially a subway map almost looks like a Metro System at any big Metropolitan but what it really is is a Continuum from 1984 uh into the 2000 of all the splits and mergers within one company this is in fact AT&T and you see that over that period of time AT&T in 1984 looked like one company one big beham ofth Telo and then due to different market conditions perhaps business decisions government regulation and so forth started to split and Splinter off and then converge again Splinter off and so forth and in fact this map continues to look the same not just with an ATT but across any Telecom service provider you may choose now what does this mean what does this mean when you see a split here within this map so all of this was done I would guess or venture to guess for good business decisions or sometimes because of mandates by the in the case of the US by federal government but when each split in this map occurs you are breaking apart business units you're breaking apart systems and tools and platforms you're breaking apart labor pools and not just breaking apart but when they come together you're bringing together processes and tools and and people and then breaking it off again and bringing it in maybe a different different way so these sort of business decisions that are sometimes done in Washington or if the if it's driven by the Telco or done in the boardrooms of your largest Telecom service providers have a huge impact on the front lines and how servic is provided if you just carry my example a bit forward and you know that there's an inherent break in process teams platforms tools and so forth you know that the ability to provide a cohesive service at very very high levels to customer is impaired and that's really really the essence of what we'll be talking about is how given this landscape you can actually make good by your customer think ahead go into deep into the 2020s with a much more streamlined way to provide service given those threats that I mentioned before so service providers when I just dive into these three specific challenges and the Investments that are needed that's the key is every single one of these categories requires billions billions of dollars of investment new Investments number one in introducing new products and services new or enhancing new products and services improving the cost structure it doesn't just happen with somebody snapping their fingers and then finally the elevation of customer service against those expectations that you you saw before this is no longer a nice to have this is a must have in order to stay in business grow the top line and so forth now all of these challenges are hitting a board of directors a management team of a Telco all at the same time so when you have a finite set of assets and and investment dollars you have to figure how do you toggle between these three and others that are not on the slide but primarily these three in order to stay competitive keep a customer retention very very high and impact your bottom line and your value to your shareholders all at the same time so when you look at a Telco and imagine that I'm looking at any random Telecom service provider that could be your local cable company that could be your tier one Telecom service provider that you that you know and you see all over the commercials on TV when you look at them Through The Eyes of say an x-ray a virtual x-ray machine you'll notice that this specific Market is very very service heavy in other words a large proportion of their labor pool within each Telecom service provider is devoted to service some of the service is customer facing some of the service is in the bowels or in the engine room of of the Telco and here are examples there are eight such examples you have your it which is responsible for providing service internally for the most part Telos are very network operations heavy they have large uh pools of customer service they have sales and sales operations Field Services these these folks are the ones that you encounter and you see in the corners of your street these are your the Vans the the trucks the ladders that you see against poles uh the folks that you see providing maintenance on roads in your communities very very large fleets of field services you have billing centers because ultimately the billing doesn't just occur behind the scenes magically but also there disputes and customers calling in with questions and so forth HR big service center within the corporation providing internal support to the Telecom employees and then you also have a lot of forward-looking service centers that are responsible for expanding the telco's network constructing the work dispatching the work to the network operations and and field services Team all of this happens at the same time so in summary what you see here are very very large service centers or service business units within a Telco I would even say proportionately greater than in any other industry it's fair to say and I'll show you this over the course of the next three three slides that transforming the cost structure being able to provide new products and services today and elevating the level of customer service is not in the mind of those that are providing service but it goes all the way up to the Sea suite and to the heads of these corporations an example I took is from Hance vestberg who is the CEO of Verizon and this is in the last earning call just in the last few weeks you could see this quote his emphasis was bringing more AI into the network and to customer care we have a high confidence in doing that so that we can get the savings so those themes that I showed you in the previous slides are absolutely right in the center lane of the executive thinking today another example this is a quote from information week from a couple years back from Verizon's competitor AT&T and this is the AT&T chief operations officer Jeremy leg provides you even a little bit more granular detail what they asked him as the chief operations officer for the entire company was to come up with new solutions that perhaps over years and Decades of Legacy thinking were not done and today in the 2020s are able to to be manifested for example moving payloads to the cloud what are the modern Target technical architectures that perhaps did not exist in the past or were not be able to be implemented in the past but today are available in in the market that that they need across disciplines and again this just shows you that new types of thinking and new ways of bringing new service to telecom's customers business and consumer are are now in the center of the thinking at the very very top levels of the company the same slide I showed you before with the eight business units I want to give you a little bit of a different view on so if you look at the primary business units that today are plagued by the fragmentation of the tools the processes the labor pools given all that you saw there on the in the very first Slide the pokes on the front line want to provide heroic service to customers but they simply cannot because of all this historical Legacy and when you look at these business units from the outside in you all know them because you interface with Telos on a periodic basis when you as a business or as a consumer deal with a service center you're most likely dealing with the business on the Enterprise care level or if you're a consumer you interface with Consumer Care your Frontline agent your tier one agent your tier one support these terms are used interchangeably but then these folks have to in turn engage internally and under the hood of the Telco with their service delivery the folks that are responsible for delivering service to the clients or with the field operations those uh women and men that get into vans get into trucks and provide the service at customer sites or on the corner of our roads and then further and deeper into the engine room of the Telco the uh men and women that are responsible for the Holy Grail of the Telco which is the network the various corporate functions how do you construct the network and how do you care for it so that it's available to provide us wireless service and Wireline service which today nothing happens without we're dealing with some of the most critical parts of our economy right the ability even for this Zoom meeting to take place is because it's traversing over multiple Telco networks now and these need to be up and running at close to 100% availability 365 days a year historically Telos when they built these stocks they built them inhouse and for those of you that are on the call today who come from from this area you know this because Telos have taken systems either built them themselves or bought them off the shelf and then heavily heavily heavily customize them over years to a point that it's almost impossible to upgrade it's impossible to introduce a new product and service and you saw that that is one of the biggest challenges it's almost impossible to make significant changes in this technical stock to provide better level service definitely modern day service so we have been in the Telco industry have been saddled by technical debt these systems and fabrics and platforms that we built perhaps decades ago and then just enhanced over time and this quote is very very telling so several years ago I listened to this a separate webinar and at the time Stefan R Who was the at the time the the CEO of orange said something that stuck with me since that day and he said that by 2025 the technical debt so it's basically that price that tax that you have to pay before you even introduce anything new just enhancing carrying maintaining the existing is forecasted to consume about 40% of a telecom's operator entire budget so before you go in and invest on new products and services before you go and enhance aspects of your platform to provide better service to keep just with the time this is even before you start to modernize you are saddled you have an anchor you have an anchor of 40% of your budget just sitting there so obviously you need to release this and you need to start to unleash the capital that is always scarce and be able to invest that into Modern Age Technologies similar to what you saw with the Jeremy leg quote so that you can create more nimbleness in your operation so you're able to develop with more speed you're able to develop more the throughput the physics that you have which are always scarce are able to be Unleashed at a better scale and this is really where I get to the second chapter of the three chapters of today which is well what choice do the telecoms have and you will see more and more of these Telecom service providers around the world gravitating towards the cloud gravitating towards a single platform for service and the Marquee one today in the market is is service now so when you think about all the noise all the activity that goes on at T come at any hour any day think about it this way when these service centers that you saw in the previous slides are dealing with customers these sort of activities are coming to them for four different ways north south east and west and just to simplify these customers are coming in with New Order ERS with troubles with complaints with billing disputes and so forth so customers are calling into the service centers directly then you have employees that are providing work generating work starting projects starting tasks and are also driving events then you have machines have there a lot of platforms for example maintenance tools monitoring systems on the network Etc that are driving events then finally you have a lot of machine driven events especially in the area of AI Ops or machine learning now historically all of these inputs may have come to a multitude a multitude a a wide plethora of systems and tools and platforms all disconnected all disjointed not tethered together and you what you found is you found the agents essentially swivel chairing between one system to another including some archaic type processes where you would go into one system system copy paste maybe a field move it into another tool move it yet into another one and so forth that is not the way that at a effective cost structure and with the levels of service that customers expect today you can provide service in the Modern Age you simply cannot and as I mentioned we're saddled by these historic technical Stacks now what service now does is it provides a single platform of action so when these events are coming in from wherever they come in as depicted on the slide service now is that single homogeneous platform of Action Now action needs to take place based on this event I'll give you an example a trouble comes in Northbound in this in this example comes in to a service center within pick your Telco an action needs to take place so the digital platform that is serviced now with very robust workflow capabilities is able to take that action forward is able to to connect V various business units um one to another because we know that sometimes a case a business operation uh a business process doesn't only exist live and die within one Center that Center may have to engage with the others with another team re request approval from yet another team and so forth so the ability to Traverse that business process that operational process within multiple engagement with multiple teams across a middle office a back office back to the client at the levels that we expect in 20123 and Beyond has to have a workflow a digital workflow platform which is essentially what service now is at a high level now this is a service now slide and I'll use this and the next one these are all service now slides so credit to them and this is just an illustration of basically what they provide so for those of you that are not fam amiliar with service now coming to this webinar we'll just explain Thum it down for us this is really what it is at the core of service now is a common data layer Fabric or a cmdb a configuration management data base think about it this way all the data that is relevant to providing service so this could be assets the names of your agents the names of your clients the context of your clients and so forth this would be M at a large scale Telco massive amount of data all of that is stored in the cmdb so you have your data in one place hopefully right optimally that's where your data resides and then you have on top of that data layer you have a wide array of capabilities to provide service whether these are features or functions or applications on top of the platform or applications being provided by other vendors but they simply integrate with with the service now various tools various extensions different cataloges a wide array of capabilities on on top of the data and really that is what allows these digital workflows which are essentially nothing else but if this then that type scenarios in your operational processes to exist so now if you have a process that has six steps as an example in the past maybe you had to engage with three different systems across two different teams now now as long as you bring everyone into service now so your your customer service centers are using one platform that's the vision of many of the Telos if you bring them all in and you start to collapse the the miscellaneous tools and platforms that existed for decades into one platform of action now you can start to make sense now you can start to provide better service now you can start to use modern-day engagement layers that you expect when you interface with am Amazon from your Telecom service provider and service now always stays ahead of the curve they have thousands and thousands of researchers and developers that are looking at what service would look like not in 2023 in November 23 but in March of 26 and in 2030 what should service look like in the in in the future historically Telos were also looking ahead but they never had the capital they never had the bandwidth they never had the physics in house with their it shops to be able to build that but to go to the cloud and to engage with a software as a service vendor like a service now is something that today more and more Telos are gravitating towards and I will tell you collie mentioned my specific experience having worked at service now we were talking to every single Telco and many of them were already on the bandwagon which is which is service now specifically with telom what service now is doing is going even deeper so while they have a wide vertical platform which caters to any industry uh and any com company Under the Sun if you are a telecom service provider they take that homogeneous platform that vertical platform and then they go deeper so they are releasing very specific features and tools and product modules that are only specific to this market for example only in Telecom do you have to deal with the Ines of network inventory for large scale providers that have unique Network inventory then the inventory for a telecom service provider is a different inventory than say a retail company so how do you deal with that with that inventory how do you plan how do you add to the network take disconnect from the network and so forth that inventory is unique service that has capabilities within their cmdb which I mentioned before on how to handle that same with field management while I'd like to say that field management is the same within say retail or other even other utilities telom has unique field management needs challenges capabilities so the ability to do that within a single platform that is highly connected to the other modules is available within service now order management nothing bills without a start of an order so as a consumer if I'm ordering a service on my wireless plan or making a change at the end of the day it's a start of an order that order needs to be fulfilled and ultimately get build by the Togo same for a business I'm ordering a new bandwidth or a phone service uh and so forth the two main challenges for order management is number one the scale of it within the Telos and number two is the ability to fulfill these orders in record time because if you're not able to do that another provider may do that and so the competition is very very Fierce and what unique about order management is that once that order is fulfilled I'm able to ring the cash register so very important for Telos to get the order and then fulfill that to provision that service in no time and then customers are alive they're kicking they're engaged with the with the Telco throughout their life cycle so for example in my case I'm a subscriber of one of the large Telos here in the US I've been a customer of theirs for years so throughout that life cycle I have to engage with them whether that's for or whether that's just for occasional support and so forth that's your service management layer so all of the iil functions the it information Library functions that go into providing a service from a Telco uniquely for this Market are available in service now as well through a unique model called Telecom service management and then finally just running the operations of a network of a telecom service unique and different than perhaps what it shop would would maybe be accustomed to so again service now across these these five different areas has created unique features unique functions Etc to be able to do that all within the same platform so I want to show you four example use cases these are all examples that we as a partner at Glide Fest have done for Telecom clients and I'll go through these quickly so first of all is rolling out a brand new service or making enhance to a service so I can't use names of of of clients here on this webinar but I will tell you that across the board when customers come to us and they have their own legacy systems or maybe other providers other vendors and so forth the time that it takes them from coming out with a new decision on a new market or a bundle or a service or making significant changes to the time that they roll it out is in months in months if not longer but within service now because all of that service fabric is within one platform they're able to do new Services definitely within weeks and the enhancements and the changes the minute changes to service within hours or days that's one example another example I'll show you is the ability for a product organization with a Telco this happens day in and day out to be able to roll out a brand new service I'm using just an example a madeup example of a bundle of a service and this bundle has three different elements to with three different services I'm rolling out a brand new business service called Trinity which is essentially uh just a a a marriage between a data service a security service for the Enterprise and a voice service why because I need as a product organization to stay ahead of my competition the competition is competing with me on this I need to quickly match three different services and roll it out to the market historically this would have taken years with the fabric of systems and tools but service now has the ability because all the data is there the assets the products the resources and so forth to be able to start to bundle these sort of services very very quickly in a hierle catalog very very important now we have we're doing this day in and day out today this is yet a third example of how you take a big Factory like a service delivery Factory So within a Telco this would be your ordering team and your provisioning team and look at the challenge the challenge is that there is no simple process we're talking about some of the biggest companies in the world with some of the largest labor pools in the world with some of the most complex International assets that you may find so obviously you would guess that there's a lot of handoff a lot of manual work a lot of different systems and so forth so so forth the only thing I want you to gravitate towards in this slide is how long it takes when you start to dissect the the endtoend proc process you know may take may take days or weeks you understand that the long poles in the tent are actually in the subsections and the reason why for example I'll use this this specific phase of Service delivery takes 21 days and requires 12 different systems and six plus handoffs is because of the fabric that I mentioned before and the kpis or the key performance indicators suffer so if you want to start to provide service you need a partner like us to start to take a look at this from a process design work with a Telco and start to shave these days one at a time nothing happens magically these are very very big hairy problems that we need to solve what you see here right now on the slide is something that you will find at any Telco and then my last example is how we collapse different Silo organizations into a single platform and again we've done this with one of the largest Telos in in the in the world so many of the telecoms given the subway map I showed you uh before their present day is that they're highly siloed highly fragmented this could be by account by service by team and so forth and the only way for them to get to this single leverage team that they can do for in this case change an incident management the only way they can get this is through Ena all of these accounts and their teams gravitated towards a single platform of action and once they do that they pick that platform service now then they're able to start to rationalize their processes and then ultimately bring these labor pools together and create more cost efficient structure for their labor pools By the way the order is important you have to have the platform first to get to the rationalization of the processes and then bring the labor pools you can't just say Joey and Mike and Mary you're now one team even though they come from this fabric they are not they have different sets of tools different sets of processes the only way to get to to the de facto merging of these teams is when they're all working cohesively on one platform so I want to end basically with persuading you that all of these big hairy challenges that you just saw that exist in any any Telecom best served by a partner like us and as collie mentioned before I had the luxury of working within a telecom within AT&T for for many many years and then that knowledge took over to service now when service now rolled out their industry market and then moved on to the partner side to Glide fast and a little bit more on my story is that I was actually a client of Glide fast wallet AT&T then I worked with this firm wallet service now and and now have just the the honor and the privilege to be within within Glide fast's ranks so I have this unique perspective of seeing this company and the challenges facing the industry from the point of view of a client from the point of view of the vendor service now and now from the partner side as well and what I will tell you is that ultimately the number one thing that matters besides anything else that I'll show you here is can we bring the value back to the customer and in every conversation that I have with a client and every conversation that I've even had with myself as a client the only thing that matters is can you the partner get me to Value I am now going to spend Millions on a new tech stack with service now I have a lot of eyes looking at me I have very significant business objectives that I have to make a ton of investment in time effort and money how can you be sure to get me to value and what I'll do do here in the next couple of slides is I will persuade you hopefully that this is the right partner to get you in the shortest amount of time with the highest amount of quality to your value because it's not about getting to the Finish Line it's getting you to value and I will tell you that we do this better than any other partner I'm now I'm telling you from within and from the outside I'm happy to have any conversation with any client or Prospect that's even thinking about you know embarking on this journey we do this better than than any other partner and we do this definitely better than doing this in-house which is highly fragment it takes a ton of time budgets start and budgets stop uh and so forth so we are the shortest path you will have to get to Value and why well first of all we have our best-in-class delivery engine which is best-in-class Talent at the top these are our technical consultants our Architects our business process Consultants that that engage with you on the business process side and our project managers that are engaged as well and we take all of these folks we solely dedicated as collee said to service now so all of this Talent is highly highly experienced in the service now domain and then we specialize them we don't we don't only specialize them by product line because service now is a vast vast platform but also by Industries so these folks are working within the industry and are bringing that experience in a flywheel effect to the next engagement in the next engagement after that across the platform and across these various pods we have cross compan support and standardization best-in-class methodology we're highly highly aligned with service now uh with directly with their product team service now is actually interested in engaging with partners that are doing this time and time again uh within a specific Market in this case the Telco so obviously as you may guess we have a very very tight alignment with their Telco team on the product side and on the goto Market side we're sharing feedback with them they're sharing feedback and insights with us that creates a much much better practice we have a ton of innovation in house to accelerate your time to Value whether that's accelerators or whether that's our high gravitation towards Ai and machine learning we have practices within our shop that do that so that we can bring those tools and and utilities to you at at any engagement and finally we have just an awesome Glide fast University which is our commercially available Training Center to train you on anything that you would like better whether it's in standardized way or custom Training that you would like us to deliver this is a best-in-class delivery engine having worked with many partners and with many vendors with many clients I will tell you this is second to none specifically in Telecom we bring all of that engine to a unique value within this industry and I'm just going to pick on three there are many more that I can talk about about in a follow-up engagement first of all we are the first partner anywhere anywhere in the world any partner of service now to implement service now's Marquee order management for Telecom or omt for short not only were we the first ones to implement it after it was available by the way at a tier one Telco not at a small one but we also did that within one quarter within 90 days from the time the customer engaged us to the time that they went live with their very first orders the first and at record speed the second thing is that we have a vast amount of experience a sizable amount of people today within our talent pool are engaged within the Telecom market so it's extensive work it's extensive Lessons Learned and value ad that we bring in and not just in kind of downmarket Telecom or local providers but some of the world's largest telecoms in fact we are engaged in a tier one Global Telco today with a multi-year multi-product set of work engagements so that should give you a sense of the scale the depth the breadth that we bring into every engagement if you could do this at a tier one Global Telco with all of their Necessities intricacies politics demands budget uh and so for we could do this anywhere and then finally that acceleration of time to Value so we have accured a ton of just domain knowledge in this specific industry that we're happy to bring to you at any small or large scale deployment that you have whether it's in Greenfield environment where you're just about to start or whether you're already in the midst of a service now deployment and you just want to talk to another partner that might be able to do this better and faster for you colie mentioned some of this I just want to point out u a couple more points we are the highest certified partner out there 3,400 official service now certific ifications so we we pride ourselves on that and we take Extreme Measures here to make sure that our folks are uh just on top of their game and then some ac across the board colie mentioned that we have 500 plus Consultants but we also when we count and acrw all of that up we are only specialized in the service now domain so when you just count that tally 3,500 years of ACR expertise in service now I will venture to Guess that no other partner can can claim that we have served over 600 clients if you just look at the average tenure of our delivery leader here is over five years so people stay here in the company they want to continue and bring that experience to other clients to New Prospect and just share with you and make you successful that's on the experiences scale regarding our intimacy and approach as collie and and I both mentioned we're a Pure Play service now implementation a partner we live and die by you getting the best value out of your service now investment we have an intimate personal approach while we're 500 plus strong we act like we're 30 people that includes the SE Suite down many of us were customers ourselves as I mentioned I was a customer our founder was a customer we understand what you are going through and the challenges that you're facing we are not coming to you from an ivory Tower we have a customer first consultative Approach at every step of of the way I'll also point out that when you look at our entire labor pool not just our management ranks we have over a 90% yearly retention rate why is that important for me to say is that because one of the things that customers have told me and have told our leadership team time and time again is that when you start to build a rapport you start to build an experience with a project team you want to make sure that these high class Talent individuals are going to stay for the duration of the project we threw a just a significant emphasis on culture and expertise and just doing the right thing mentality we keep our people employed within this company over 90% yearly retention rate that means more stability more consistency for your project and the last thing I'll end with is just the Glide Fest advisory overview we know that you're a different timelines regarding where you are some of you are just getting started some of you are already in the throws of service now implement ations I won't drain the slide but I'll just say that we bring that talent to very specific finite type studies assessments advisory projects that you may want us uh to do you have a specific business challenge you want to bring all of that wealth of expertise to try and untangle that business challenge for you we're able to do that kie will tell you how and kie back to you wow ohot that was that was great you had me the moment you started speaking we got a few questions here that I hopefully you'll be able to feel for us first what are the prerequisites for unleashing AI at the scale and efficiency customers and vision yeah thank you col it's a great question and it's a very common one I'm going to give you actually a brief answer even though the challenge is very big okay but I'll just try to simplify it the biggest challenge today for companies to really unleash the AI and and machine learning capabilities that are very vast very modern today is the fact that the data is all over the place the data that you need in order to start to tether together uh decisions recommendations insights Etc may be all over the place and just being able to connect them and thread them together is today the the biggest challenge Barone there's nothing else I'll even talk about so what a service now do and the power of Glide fast and enabling you to get that and by the way we have an advisory offering just to get you to think about AI Readiness once you have more and more of your data your operational service data in one place in service now you can now unleash that these Ai and machine learning uh capabilities these guided agent uh capabilities AI operations and so forth at a much better scale thank you for that and we have another question that's come in what's Glide fast approach and you spoke a little bit about what makes Glide fast unique here but the question is what's Glide fast approach with regard to the people aspect of resistance to change that's a good one it's a great one and and I'll actually to into my experience at AT&T because you know for those of you that are joined today and are coming from these sort of companies uh you know that you can bring the best technology out there you could bring the Best in Class Talent from a partner side but there's a lot of resistance on the front lines to to change change is grief any changes brings with it grief you know people are comfortable or it's job security for whatever reason or they've been you know they've been they became cynical over years and years of transformation that didn't work out to them so we know that as a prerequisite collie and one of our key areas that we bring forward with you is across the board our folks are Architects or business process Consultants our engagement managers are aware uh of that and how to navigate through this very very uh messy change map uh but also in addition to that we have change enablement teams that are highly highly highly specialized in working with you on unleashing change and how to talk to your front lines what sort of communication and adoption capabilities you need to bring forward so I would say those those two uh we could definitely help you with yeah change enablement can be a big thing for an organization especially when you're talking about digital transformation so they really appreciate your answer there Ohad all right so the next question we have and this may be the final question unless something else comes in is how is service now better than some of the other digital Solutions out there it's a great great question so obviously this is a highly competitive space and I would say my answer usually goes like this within the core capabilities and features that are part of service now you will find a highly competitive space so for example service now has field service capabilities dispatching uh engaging with field service tech so know drivers technicians that are out there in the field just in that area alone you may find a very competitive space that is not service now's really value to you as a client the value of service now is to take all of these service capabilities across field services and operations and customer service and engagement layer and data and rush and so forth and bring them all into one platform so that you don't have to go and start to compete at a feature level with another provider you know service now may be Superior or inferior at a feature level and they are doing their Darkness to get to to be superior any level but as I mentioned it's highly competitive bringing all of that into a single service platform that is highly connected all sitting on a single cmdb with workflows that can tether between these modules is really the added value of of service now so for example one of the things that is you hear commonly is service now a ticketing system nope so it can do ticketing and it can do Incident Management ticketing and they will compete with companies like zenes or BMC remedy but that's not their core capability and if you could just compare them on that on that you know good luck I think they're Superior and then Gartner Gartner actually ranks them above anybody else but that's not all they do and I think that's the answer is when you take a look at the gamut of itel capabilities across service service now does it all and that's their competitive Advantage compared to the competition final question can you discuss the benefits or abilities of ebonding between two companies that both utilize service now yes so one of the core capabilities of service now is the ability to Federate between a company and a vendor or a vendor and a client or a company and a client both using service now so I'm a client or I'm a vendor I'm a telecom service provider provider collie you're a client of mine you're using service now you're on that Journey I'm on the journey with service now so why would you and I engage for just regular ordering customer service maybe dataa database replications and so forth why do we have to have a gap or an ocean apart no service now essentially created electronic bonding between us because both of us are on service now and the ability to interface more a lot closer in an intimate way uh between us so when you starting a workflow or when you're sending something to me you're essentially sending it to me as if we were all on one service now instance that's the essence of uh ebonding and the reason why it's important because service now uh Prides itself on having over 8,000 clients now globally many are on this bandwagon of service now so more and more of your clients your vendors uh your uh competitors the ones that you're doing business with uh perhaps are all on service now so being able to engage with them in a Federal Way is key OHA thank you for an incredible presentation folks this is all the time that we have left if you are looking to get in contact with us we have our information here on the slide on the screen and if you're interested in more webinars like this be sure to stay close and look at glidefast outcom for more webinars and you can also find us on LinkedIn where we post a lot of announcements of webinars that are coming up and other things that are taking place so let's have a great week and I'll see you next time let's [Music] win