Customer Panel: Seeing Your Business in Full Color
Rachel Clifford: So, RedKite supports children and young people who have the devastating news that they've got cancer. The way that we support them is our philosophy is to support the whole family. So, parents, grandparents, siblings. We support them through real, practical, essential everyday needs.
Nicole Hasrouni: RedKite has been in Australia for over 30 years, and we’ve grown substantially. Our vision is to reach every single young person, child, and family experiencing cancer.
Text on Screen: WORLDREADER. Worldreader is a non-profit championing digital reading in underserved communities by getting e-readers into the hands of children and families that need them. Worldreader digitizes books and loads them on electronic devices and then ships them to locations like Ghana and Kenya. Local staff and partners then provide reading support with teachers and librarians.
Speaker from Muscular Dystrophy Association: Muscular dystrophy is an organization that helps the lives of people with neuromuscular diseases like muscular dystrophy or ALS or many other neuromuscular-type diseases. We provide care center assistance, we do research grants to help the discovery of drugs to help them.
Text on Screen: BUILD IT INTERNATIONAL. Build It works in Zambia, one of the poorest countries in Africa. 64% of the population lives below the poverty line. 80% have no regular income (World Bank 2017). Build It has developed a skills training program that teaches hundreds of young, underemployed and unemployed men and women entry-level construction skills. They learn brick and blocklaying, rough carpentry, painting and plastering. This gives them the skills and ability to be employed and provide for their families.
Announcer: FinancialForce is pleased to welcome Scott Bajtos, our Chief Customer Officer.
Scott Bajtos: Wow. If that quick look at the impact our customers are having isn’t inspirational, I don’t know what is.
Hello, everyone. I’m Scott Bajtos, Chief Customer Officer at FinancialForce. I’m excited to be coming up on my one-year anniversary with the company, and I”m so grateful to have been able to meet so many of you over the last 12 months.
Now, as you may recall, Nicole Milstead opened our virtual summit this year by talking about how this event is 100% customer focused, 100% interactive, and 100% value-add. Even more important than that is what we’ve just witnessed with customers like RedKite, Worldreader, MDA, and Build It. How they’re impacting real lives around the world, all around us as a result of their 100% customer focus, 100% interactive nature, and their 100% value added work. So, please join me in applauding the work of these FinancialForce customers that we admire their innovation and resilience in challenging situations.
If 2020 taught us anything, it’s that challenges may seem insurmountable, but resilience and agility in the face of change can lead to opportunity. No matter what industry or focus for an organization, change is inevitable. It’s how we adapt to that change that gives us the ability to overcome adversity and thrive.
I’m proud that FInancialForce has over 1400 customers across the globe, and many share similar challenges as they grapple with managing change, and truly putting the customer at the center of their business. We have three fabulous customers on our panel today to discuss just that.
I’ll have the opportunity to discuss each business leader to share their insights on how their organizations have overcome their challenges and approach change management. In addition, we’re planning to discuss how to think through system adoption from go-live through ongoing engagement and optimization as the system matures.
So, now, I’d like to introduce our customer panelists. Kurt Kuelz is the Senior Vice President of Global Services and Success at Siemens, a multinational technology company. He’s based in Florida. Dan Paget is the Chief Solution Officer at Jellyfish, a media and digital communications company headquartered in London. Steven Mandelbaum is the Vice President of Business Solutions for EAB, which is in the education management industry and headquartered in Washington, D.C.
Welcome to you all, and thank you very much for joining us today.
I’d like to start by asking each of you to share with us a little bit about your role, your area of responsibility, and where you’re at in your journey with us at FinancialForce. So, let’s begin with Kurt, please.
Kurt Kuelz: Yeah. So, I am the Senior Vice President of Global Services and Success for Siemens Digital Industry Software. Digital Industry Software is a roughly $5 billion business unit within the broader Siemens organization. Since we’re extremely committed to the success of our customers, I”m responsible for a fairly large service organization of roughly 600,002,500 professionals.
Now, Digital Industry Software is a focused-growth business for Siemens, and, as such, we’ve been highly acquisitive for years. We soon realized that in order to operate efficiently across the scale of our software and industry and regional portfolio, we needed an end-to-end transformation of our services processes, and we launched what we refer to as our Next Generation Service Automation program.
Now, PSA is not the only platform or tool that we are implementing as part of this program, but it is certainly the backbone of the program. Following a thorough evaluation, we selected FInancialForce as our PSA platform. We’ve since been making great strides in realizing our roadmap. We’ve completed phase one deployment of service opportunity management now on salesforce.com. Our FinancialForce deployment was initially delayed based on our company’s large SAP upgrade. But, we’re back on track. We’re now in production with FInancialForce in Switzerland as our first pilot country. We will be scaling that pilot to Canada, the UK, and India in July, and then we scale that solution to the rest of the world in October - which is the start of our new fiscal year.
Scott Bajtos: Wow, fantastic. Thank you very much for the background.
Let's continue with Dan, please.
Dan Paget: Hey, I'm Dan Paget, Chief Solution Officer of Operations and I’ve been at Jellyfish for around ten years now. So, Jellyfish specializes in all aspects of digital marketing, and we partner with our clients to deliver all online results through our expertise, technology, data, and everything from digital transformation, media management, all the way through to training oru clients or partners on how to execute digital marketing. So, it’s been a journey.
I’ve seen us grow from 60 people to 2,000 now across 22-23 countries. The core business operations team is actually only about 30 people today, but we look after our business systems, the standard operating processes that wrap around that - wrap around all of the technology, specifically Salesforce and now FinancialForce - and the business intelligence that comes off the back of that. Within our group, we also look after mergers and acquisitions, centralized resource management, change management frameworks, there’s lots of different stuff going on.
It’s been just over a year now since we’ve bought our FinancialForce journey, where we reviewed a number of platforms and felt FinancialForce was the one for us due to the native nature of it being so closely tied to Salesforce. We actually launched about 6-7 weeks ago. So, not long, but it’s just a start, and obviously, now, we’re live. Everybody’s using it and it’s now just about unlocking the potential of the platform and driving further adoption.
Scott Bajtos: Fantastic. Thank you very much, Dan. Steven, please, if you could share with us.
Steven Mandelbaum: I’m Steven Mandelbaum, Vice President of Business Solutions at EAB. We work in the education field with many partners, schools, universities and beyond. I run all of our internal operations, including our IT group.
Our journey on FinancialForce is a little bit different from Dan. I think we’re probably one of the earliest customers of FinancialForce, and originally found it because it was on the platform, and we needed a solution which we could customize. So, we figured, “Hey, it’s better off to customize on the platform we have than to bring in yet another platform in house.” Over our ten year journey now, we started on the billing, we moved into the general ledger and accounts payable and things that came with it, and then ultimately added on PSA. So, we’ve sort of grown our implementation as FinancialForce has grown in the ten years.
Scott Bajtos: Thank you very much for all of the fabulous background.
Now, we’ve heard from Scott Brown talk about the service economy and the slingshot effect that we need to be ready for as we emerge from the challenges of last year. Many of your organizations have seen both the opportunities and challenges that accompany rapid growth and change. Can each of you share, from your perspective, your experiences as you’ve grown and how you’ve actually leveraged technology to scale? To begin, let’s hear from Steven, please.
Steven Mandelbaum: So, for us, it’s speed. Things move just so fast today. It’s solutions like FInancialForce, like Salesforce, other things, that we’re taking advantage of to scale.
Now, in the past, we may have developed a bunch of collage solutions. I mean, Scott’s familiar with a bunch of customizations we’ve made on top of FinancialForce. But we are now in the process of looking and saying, “Hey, can we streamline? Can we get native in some of these places?”
Now, some good news, over time, we’ve built functions in FinancialForce that FinancialForce ultimately built into their products. We were the original subscription business, so we were early. But now, it’s to take advantage of some of these more powerful tools and put them together in a way that really allows us to move quickly and scale, because things are moving very rapidly. We feel there’s sort of an energy out there, and we want to be able to move with that.
Scott Bajtos: Speed. Absolutely. Thank you very much, Steven.
Dan, how about from your perspective, please?
Dan Paget: I think, for us, having grown from a similar organization but seeing rapid growth, especially over the last few years, I think it’s more like the strategy in terms of how we’ve approached our technologies and organizations. I mean, we were smaller. Right? I think, when you’re smaller, it’s more difficult to invest in an enterprise-level solutions because of the cost. I feel like what you end up doing is actually investing in people that run your processes and connect data in the right way, etcetera. I think, as we’ve grown, we’ve changed the strategy and realized it’s like an enterprise-level solution that we need to unlock all of the potential and all of the data we need to make good business decisions.
So, I think, for us, it’s about finding the balance. Rather than investing in people that fill the gaps of our processes, we now invest in the people to unlock the potential of the platforms, and ensure it delivers everything we need, and find automation and efficiency in those more enterprise-level solutions, rather than invest in the teams to actually fill the gaps of disparate systems. I think that’s been the biggest shift for us.
Scott Bajtos: Terrific. Great perspective.
Now, since Siemens is in the middle of completing their implementation of FinancialForce, as Kurt mentioned, can you please share with the audience your expectations as you move through this deployment, Kurt? It would be helpful for the team to hear.
Kurt Kuelz: Certainly. From the very beginning, we established and have been tracking to a very pragmatic business case, and we use that business case to justify our investments in FinancialForce as part of our overall next generation service automation program. Simply put, we’ve broken that business case into what we want to accomplish and how we aim to accomplish it. From the “what” standpoint, we want to ensure that we increase our professionals’ focus around customer success. We’re aiming to improve our service quality, we’re aiming to improve our employee satisfaction. Importantly, we’re looking to expand the service margins by 200 basis points. Now, how we plan on doing that is by deploying leaner and globally harmonized business processes based on the modern and intuitive user interface, which will free time up from our professionals from doing internal administrative work, and let them take that extra time to customers and ensure their success.
Through improved resourcement and matching the right skills to the right projects, we’re going to get great customer satisfaction, which will drive higher billable utilization. Through better project management tools, we’ll enable better project outcomes for our clients, as well as better financial outcomes for our business. Finally, we expect to have a strong and high-quality set of data that we can leverage through business intelligence to drive continuous optimization of our business.
Scott Bajtos: Fabulous. Thanks so much for sharing, all of you. Now, we heard in earlier keynotes about the importance of connected end-to-end integration. This is a very important topic. Can you please describe for us the synergies between running on a single system across both Salesforce and FinancialForce together, and why it’s important to you? Feel free along the way to share some of the benefits, as Kurt just mentioned, and the outcomes you’re realizing through this journey.
Dan, let’s begin with you, since you’re new with us.
Dan Paget: Yeah. So, maybe the outcomes that we’re hoping to realize - obviously, as I said earlier - the adoption. We’re currently focused on that, and it’s now about unlocking the potential of the platform. But the reason that we chose FInancialForce and the business case that we put forward at the time was about collecting our data and actually being able to get a true 360 view of our business and of our clients and everything that’s happening through, from opportunity all the way through to revenue recognition. That was really, really important for us.
We’ve come from a place, and I mentioned it earlier, where we’re connecting different systems. Google Sheets, different systems for our APIs, to try and get a consolidated view. But, in reality, we never got a 360 view. It was more like a 270 view, because we could never tie revenue into the full picture, and it was challenging for us.
So, we’re in the early stages of making everything automated and trying to get on FinancialForce and Salesforce. But, I think, for us, in terms of the benefits and the outcomes we’re hoping is from simple things like creating a project at one click of a button. That’s a really simple example. Whereas, now, today, prior to the launch of FInancialForce, there were people that were running those processes, relying on notifications. So, it’s the simplicity of that. But also, it’s about the power of a truly native system, as I said, to be able to connect our opportunity data to our revenue data, and understanding how a pipeline might influence our resources in the future. That’s really important for us to connect that.
So, we’re building out our full dashboarding suite as we speak, and we’re working with the FinancialForce team on that - which has been great. We’ve actually got a workshop tomorrow to continue that. As I said, we’ve struggled to get the full 360 view, and that’s something that we’re super excited about, from opportunity through to revenue recognition. That’s where we believe a lot of value is.
Scott Bajtos: Terrific. We are as excited and in this together, for sure. Going for the 360 view!
Steven, from your standpoint? You’ve been with us, as you mentioned, for a very long time.
Steven Mandelbaum: So, I’ll kick it back a little bit off of Dan, but I’ll tell a slightly different story.
So, yesterday, we were going through all of our internal systems, and who knows what systems, to see if we have any gaps, what the backup would be, and how deep our bench is. In most internal organizations, if you look at the systems at power, there’s tons of these systems. Little systems. You don’t have a lot of people who know these things.
So, if you have an HR system, maybe you have one or two people who know it. If you have a different type of system - if you have one or two - that’s a really risky proposition to be in, with all these different skill sets. So, if you can consolidate that with a product that really works - and I’m a “best of replayer.” I’m not saying, “Hey, I want to do everything all in the suite.” It happens to be, though, that FinancialForce has been really incredible in functionality and capability, that if I can also do that on the platform, that takes a lot of risk out of it.
We were just talking with another group the other day, and they were explaining to us new systems, and they showed us all these ETL tools. So, you’ve got MuleSoft, they’ve got…
The number of things you need to program to integrate to move data, and I just took their map, and I just started crossing stuff out. I was like, “Hey, this is on the platform. We just moved this with a trigger. Hey, we just moved this with Apex code.” All that goes away. So, you’re really simplifying your operations, and you can get quicker to the 360. You can get to the 360 with a hundred different systems, but it’s a pain, and there’s a lot of risk in that, and you may never realize the vision. You’ve got a better shot at it when everything’s on the platform if the functionality is there. In this case, it is. In other cases, it may not, but this is a good opportunity to sort of simplify.
Scott Bajtos: Nice, nice. Yes. Simxplification, key.
We spoke earlier about the importance of Enterprise Agility, another hot topic. The ability to adapt to changing environments while continuing to deliver value to your customers and build durable, lasting relationships. Steven, can you just build on what you shared with us? Can you share with the audience the context behind your ERP implementation through the years with us, and the value you’ve achieved over the time you’ve been with us together?
Steven Mandelbaum: So, I think all of us have to sort of build more of the train as it's running. We can't just stop the business. So, our journey started with, really, our custom billing solution. We were about to go and build our own custom billing solution, because we had very specific needs. The reason we came to FinancialForce… They were like, “Hey, here’s a billing solution that’s on the platform that you can customize in Salesforce. Let’s start there.” So, I think it saved me from probably years of therapy of having to build my own double-entry accounting system.
Then, over time, we migrated. We said, “Hey, this is working out really well.” We had a really old ERP system; wasn’t super complicated or super sexy, but we said we needed to put it on a more modern infrastructure. We should put it on FinancialForce.
We looked at everything on the market, because we weren’t… I want to say that we were wedded to FinancialForce, but we really weren’t. We just had a billing solution at the time. So, we looked at all the other players, and it became very clear that FinancialForce was as good - if not better - and it was also on platform. So, it became a sort of no-brainer as we looked at it.
Then, over time, we’ve grown with FinancialForce. So, as the 606 regulations came into play, FinancialForce was a leader in that space. They were early to it, they brought us before we even really admittedly wanted to think about it. So, FinancialForce has sort of been there every step of the way. We've just grown with it - which I think has been fantastic - without growing my internal technical staff with lots of other platforms. I think that's the key, because the platform and FinancialForce’s scale as our needs have increased and our needs are scaled.
Scott Bajtos: Fabulous. Thank you very much for that context and for sharing the outstanding results as you’ve grown.
Dan, I know the audience is going to be so impressed with the innovation you brought to your strategy, to your deployment, hinging on the success of change management. Can you please double click with everybody here on how you’ve managed this at Jellyfish? In your own words, how important was your launch preparation and post-go-live adoption?
Dan Paget: Yeah, sure. We’re a marketing agency, so we were thinking about how we could run it as a campaign, and from a changement perspective, build excitement about it. Our teams are diverse, different ages, different experiences, different passions. Although I'm sure everybody that’s going to be listening to this event is fully engaged with FinancialForce and the solution, it’s not exciting for all of our staff. So, we actually wanted to build something that was exciting, and build anticipation, while also showing people how it was going to benefit them.
Ultimately, it’s digital transformation, and it’s during lockdown across 2,000 people. So, change management is hard at the best of times. So, we knew it was going to be a challenge. So, we created a brand, a logo, some characters, some swag. Most importantly, we had Jedis that were going to support us for the journey. Salesforce and FinancialForce have something in common: it sits on the Force, so we decided to do a Star Wars theme. So, we used our marketing communications team and thought about which communication channels - Slack, email, our monthly company updates where our CEO gets in front of everybody and talks about what we’re doing. We did some videos, we got people dressed up in Star Wars gear to present the benefits, alter all off-seats’ cameras. Then, the Jedis came in when we asked for volunteers. So, along building the campaign, we were asking for volunteers - basically early adopters of the platform - that could join the project team and be FinancialForce Jedis. So, we managed to get 60 people or something across about 12 of our countries, which was great.
Actually, the FinancialForce team got involved as well. We did an event, and we’d sent out swag to everybody that attended the event with Jedi t-shirts and Star Wars themed socks and things like that as well.
Obviously, it was just really important for us to build excitement, as I said, in a world where change management is going to be hard, it’s going to be completely online at the moment. Everybody likes free stuff, right? So we just thought, actually, how can we as a marketing agency build a campaign to build excitement and really gain adoption and head that change management curve, and shallow that curve as early as possible?
So, that was it. Interesting.
Scott Bajtos: Not only interesting. So innovative and inspiring for many in the audience to hear a little bit about how you’ve taken an opportunity and really made something great of it, and create the excitement and enthusiasm as you’ve done. So, well done, for sure.
Kurt, let’s switch gears. I’m sure with a multinational organization the size and scope of Siemens that you opened with, you’ve had to manage the scale, the complexity, in a variety of ways. Particularly, as you’re currently responsible for driving all of the services at Siemens as you mentioned. Siemens, as many of us and the audience will now know, is investing heavily with around three acquisitions a quarter. Wow, that’s a lot. Can you please explain for the audience: through the acquisition process, the recipe. How are you ensuring that you actually realized the benefits of each acquisition over the course of the first few years?
Kurt Kuelz: Sure. As we've discussed, Siemens has been and continues to be quite acquisitive. This is based on the fact that we've been really successful with our overall approach to realizing the synergies through effective integration. As we move forward, I'm really expecting FinancialForce as a backbone of our Next Gen Service Automation Program to be a key part of continuing that success with our acquisitions.
But our approach starts with allowing the acquired company to operate independently for the first year. You know, taking advantage of the Siemens brand, our broad footprint of legal entities around the world, other corporate functions we can bring to bear - such as Siemens Financing - and then during that year we prepare the go to market motion of the broad sales and services organization to scale that acquired portfolio to market.
At the same time, we prepare the company or the acquired organization to onboard to our business processes. We've been extremely successful in leveraging the broad sales and services organization to scale these acquired platforms.
Where we honestly have had some challenges is onboarding to our business processes. Because, prior to this program, we have not had a best in class set of processes or infrastructure. So, now, with the full deployment of Next Gen and our full set of solutions and processes, we're pretty excited that not only will we get the benefits of leveraging our go to market motion and are sort of broad footprint of sales and services, but as we onboard, these acquired companies we’ll be bringing them onto what we would consider to be the most modern technology services infrastructure in the industry.
Scott Bajtos: That's absolutely fabulous. Great, great example of great leadership in a marketplace that's changing so fast and so innovative.
One question that's final for all of us here. As leaders in your respective industries, you work with a variety of partners to complement your expertise and achieve your objectives. The audience, I'm sure, is interested in hearing a little bit about how you define success in partnerships with some of the larger technology companies you work with. With that, maybe we’ll pick up where you left off, Kurt, please.
Kurt Kuelz: Yeah. I would say, to me, the basis of any partnership is a win-win scenario, which we certainly have in place with our partnership here with FinancialForce. We're winning on our side by improving our overall business performance by increasing customer and employee satisfaction, and really enabling us to scale and onboard additional acquisitions. That is an important win for us. At the same time, we're investing heavily with FinancialForce and that's a win for you guys as you grow your business.
In addition to that sort of win-win scenario, I think there's a learn-learn scenario. We actively reach out across you, Scott, and your team to learn things and understand what's working in the industry, what are other clients doing, how can we be successful on the platform, and at the same time we’re actively sharing with you the things that we're doing. As has been previously discussed, that you guys can take those things on board to improve your overall offering and kind of what you guys are going to market with.
So, I feel like as long as both partners are committed to successful outcomes, and those outcomes really enable this win-win scenario, it's always going to be a recipe for success. At this point, I'm really passionate around the strength of the partnership we have in place with you guys.
Scott Bajtos: Fabulous. Thank you very much, Kurt.
Dan, from your perspective, please.
Dan Paget: Yeah, I mean it's actually pretty similar to Kurt. I mean, like, today, Jellyfish have gotten a variety of partnerships on different sides, whether they’re a client or we’re a client. There are always KPIs that run through the success of a partnership, and they’re important, but I think - as Kurt was leading to - it’s actually deeper than that for me. It’s about how you overcome challenges together, it’s showing a mutual respect for one another,and it’s about healthy conflict. I think that’s a really important one as well. As a company, we want to be challenged by our clients, and we also want a challenge for the greater good as well. Obviously, we want to ensure that everybody starts everything with the best intentions.
Not everything runs smoothly. In our launch with FinancialForce, we had to push things back, but it’s about how you overcome those challenges together as a partnership, with a bit of give and take, and pragmatism, and I think that’s the key. So, for me, success is really in the strength of your relationship. As Kurt said, it’s supporting each other to be successful on both sides. I think that’s a true partnership, in my mind.
Scott Bajtos: Fabulous. Thank you very much, Dan.
Steven? You’ve been with us a long time. Please.
Steven Mandelbaum: For our vendor partnerships, success is really simple. It just has to work. But, for our key partnerships, that’s different. For us, we’re looking for thought partners: people that we can talk to and reach out to when we have problems. Over the years, we’ve called upon Debbie, who’s one of the co-founders of FinancialForce working with us. Sometimes, it’s about FinancialForce or PSA, but sometimes it’s just a Salesforce question. Right? Like, how would you architect something? What would you do? Do you have any other clients who have done anything like this? Am I about to get myself in trouble and set myself up for failure because we’re thinking of doing X? Can you refer me to someone?
So, FinancialForce has come to our rescue, not just as a thought partner on the financial part, but on other things as well. I think that’s the important part in a key partnership. We have hundreds of vendor relationships. Some big, some small, but we probably only have a handful of really key partner relationships, where we say, “We have deep engagement. We have engagement with senior leaders, product managers. They know us, we know them.” FinancialForce is that for us. I think that’s what made us stick around. As Dan said, no software is perfect. There’s bumps along the road, but it’s how you engage and how you recover from that, and how you move forward. That gives you the best chance, for us, our competitive advantage and get our systems in line when we have that thought partnership.
I know you’re appreciative of your customers. That’s why you have customer comments. But, you know, we’re appreciative of our relationship with FinancialForce. Not necessarily just because of your software and your solution, but the way in which you’ve engaged with us over the years. That’s survived many raw calls of administrations. There've been three CEOs in your tenure, in the kissery company, there've been lots… But that core value runs through until this day, and I think that’s what makes it work for us.
Scott Bajtos: Terrific. Thank you very much, Steven. Thank you so much, gentlemen. You all are incredible leaders and visionaries.
It's our mission at FinancialForce to help you continue on your successful journeys. Thank you again, Kurt, Dan, and Steven, you have led inspiring programs into respected businesses and provided valuable insights for our audience. Thank you very much.
FinancialForce is here to support all of our customers, but we are merely the catalyst to your success. I'm excited now to shift gears and continue to raise the bar on customer success. Our customers are the ones who make positive change happen and deliver impact.
With that in mind, we're introducing a new program called Game-Changers, an exciting new community highlighting the game changing impact many of our FinancialForce customers are having across their business, across their industry, in the world, and for their customers.
FinancialForce Game-Changers are innovators who reimagine how to apply people, processes, and technology to truly be customer-centric. They’re people who are pairing technologies with the human element to deliver outcomes and experiences unlike anything we've ever seen before. Game-Changers who have successfully re centered around their customer help both ongoing partnerships that lead to win-win experiences.
With Game-Changers, we're inviting you to be a part of a community. We're introducing an exclusive program all about you, our customers, and how you're changing the game as you put customers at the center of your business.
We look forward to showcasing the people behind the success others aspire to achieve in this customer-centric world. Across a diverse set of platforms, including events, social media, public relations and more, we at FinancialForce will spotlight your achievements in running a digital business, delivering innovative experiences, uncovering customer insights and achieving enterprise agility. We will elevate you and demonstrate how you're powering better customer experiences and fueling growth.
Stay tuned as we unveil more details about how you can be recognized as a Game-Changer.
Now, as we close the keynote section of FinancialForce Summit, we'd like to thank you - all of you - for your participation. At FinancialForce, we believe not only in putting the customer at the center of our business and enabling you to do the same, but we also firmly believe that our number one priority for everyone in our company is to serve you, our customers.
On behalf of all of us at FinancialForce, I would personally like to extend my appreciation for your continued business. Please feel free to reach out to me at any time if there's anything I can do to make your relationship or customer experience with FinancialForce more successful.
Enjoy the rest of Day 2 of FinancialForce Summit.