Unknown Speaker 0:00:08.1: 

Hello, everyone, and welcome back to track three. I am so excited to welcome you here. It's so appropriate where it is 90 degrees outside, and we have Daikin as a speaker right now. So, we're going to be here in a session called Keeping It Cool: Finance Transformation Journey at Daikin, and I would like to welcome both Billy and Steve. Thank you. 

 

Steve Lenz 0:00:34.3:  

Okay. I think we're good to go, right?  

 

Billy Shipley 0:00:36.2:  

Let's do it.  

 

Steve Lenz 0:00:36.8: 

Alright, let's go. So, first of all, thank you for joining us. I know it's mid-afternoon, you probably need some sugar, and hopefully, everybody's going to be attentive here. I have the privilege of being on stage with Billy, who at the Daikin organization, has been a customer of Anaplan's for six years starting in 2018. I've had the privilege of working with Billy and his team over the last year and a half. So, I'm confident you'll get a lot of value out of this dialog today. Again, as I said, it's just my privilege to be able to facilitate a great session for you. So, Billy, why don't we start, I'm going to go to the next slide, and have you just talk about your role within the organization and then Daikin as a company. 

 

Billy Shipley 0:01:19.4: 

Okay, great. Good afternoon, everybody. Pleased to be here. Anaplan has been a great partner of ours, of course, or they wouldn't have me up here, I'm sure. Me, I'm in charge of basically all of the finance functions. I'm basically the CFO. I have financial reporting, FPNA, a few others in insurance, and a few other things. One of the neat things also is supply chain management. So, Daikin, we have a corporate function that moves everything. So, that's my role there. I've been with the company 20 years. Originally was Goodman, so Daikin, we have three brands: Daikin, Amana, and Goodman. So, I have worked in all finance functions. Started out as one of our plant controllers. All finance responsibilities for sales, manufacturing, logistics. Really been all over the company. So, if I don't know the answer, it is one phone call away. So, I've been there a long time. It's been great. 

 

Steve Lenz 0:02:29.4: 

Awesome. I think I'm going to go to the next slide. This is going to be our jumping-off point. So, we're going to go back in time, back to 2018, and talk about what drove the initial evaluation of a change, and what were some of the big drivers for your starter journey with Anaplan?  

 

Billy Shipley 0:02:50.5: 

Okay. Yes, so when I mentioned 20 years, been a long time, Daikin bought us 12 and a half years ago. So, we have really done a lot. If I go back - what is that? - 2019 back there, four or five years ago, we had… So, Goodman was family-owned. We had basically a homegrown ERP system, MAPICS, I'd never heard of it before, or since. We also had Mincron for our company-operated sales. So, Daikin is a number one HVAC manufacturer in the world. In North America, we're number two. Again, we have the three brands, and because Daikin was always for sale - sorry, Goodman was for sale, we were, when I started, family-owned, private equity, publicly held New York Stock Exchange, private equity, and sold to Daikin. That was in eight years. So, lots and lots of transactions and very little investment in the business. We were always flipping it, so you weren't going to do something big. So, what we had for our systems was, with these very old ERP and point-of-sale systems, is we had data all over the place in different pockets and we really couldn't bring it all together. That's where we were in 2019.  

 

Billy Shipley 0:04:23.1: 

Since then, really starting I think it was 2017, we have done 15 acquisitions. So, do the math. That's two, three, four per year. Many distribution companies, also some new businesses. So, all of that data and all of that information coming from Excel and being really disconnected was a real challenge for finance. So, that's why we were at least exploring Anaplan.  

 

Steve Lenz 0:04:50.3: 

Okay. You've obviously had quite a journey that's portrayed here on the slide. Talk us through some of your observations as you evaluated where to go next, how to evaluate a use case, how to evaluate the impact for the business. How did you organize your efforts going forward after the finance? 

 

Billy Shipley 0:05:12.8:  

Got it. You'll see on the far left there, started with consolidations and corporate planning. When I started, I had the role, and at the time, I didn't have the responsibility, but our financial reporting consolidation, the accounting group had picked Anaplan to do this. They were trying to do the budgeting piece, and I really had to get involved, and then quickly learned because we have all of our results, all of our actual financials in Anaplan through consolidation, boy, wouldn't that be neat to do our planning with the same rows. Accounting is backwards, financial planning is forwards, and really saw that as a huge opportunity for our company. At this time, we had roughly 17 departments, and they would all send Excel spreadsheets in. Just super, super challenging to bring all of that together. One of my favorite items or things about Anaplan is the version control. So, everything comes in, and it took us a few months to really get there, but we have a weekly forecast. You have it Monday at 10:00 am and it's due at Monday at 10, and you lock it down, it's done. I'm not waiting on spreadsheets and last-second changes.  

 

Billy Shipley 0:06:44.6: 

So, it's been pretty great. Really getting a hold on the financial forecasting and budget data has been great. As we move left to right, somewhere early on, it was recommended that we… I could also see it too. So, that 2019, 2020, I was heavily involved in Anaplan, getting it going. Being both the corporate sponsor and really the quarterback, keeping the consultants moving with us. We use Slalom, by the way. They've been a fantastic partner, and you can see lots of green. So, lots of finance throughout there. But the other group, sales and marketing, HR and operations and supply, you can see they've got some honeycombs, some a little more involved than others, I'll say sticking their toe in the water. But it's been a pretty great journey and we've got some really exciting stuff coming up moving forward. 

 

Steve Lenz 0:07:46.7:  

So, interestingly enough, on the honeycomb, you'll see some 2.0, 2.5, 3.0. Help us understand what that means in your journey.  

 

Billy Shipley 0:07:58.1:  

Right. So, obviously, you build a model and you lay out what you think is best. But as we learn more about the business, as we do new acquisitions, as we add product lines, we've done tune-ups, of course, and making those programs and platforms better and enhanced. Again, I'll talk on the future slides, all of the growth that we've done and where we're heading next. Building out a really strong COE as well has helped, so we can make the enhancements ourselves. That's one of the goals that we laid out. 

 

Steve Lenz 0:08:37.2:  

You had a really nice dinner last evening and you talked - maybe this is coming up in your dialog - but you talked about what are the four key elements that you look for as you've driven the organization to evaluate how to drive value with the platform. Can you share those? 

 

Billy Shipley 0:08:54.1:  

Sure, absolutely. So, inside here, and it's not shown, but there's some strong models and some weaker models. Some of the stronger ones, huge wins we've had are the sales and operations planning. So, we have 250 company-operated branches. Basically, there's 19 regions, 250 branches, and each of those regions had a spreadsheet with 15 tabs, and then all the regions were on another spreadsheet rolling up to the divisions and rolling up to corporate. So, you can imagine the massive undertaking it was to build a branch budget - well, 250 branch budgets and then rolling them up, adding them up, and then making changes. Our fiscal year begins in April. Their normal closure, when they finally finished budgets - because you also have the top, down, bottom, up dynamic going. So, doing that through Excel back and forth and negotiating, they finished their budget in August. So, our year starts in April. Budgets done in August. Not a great business planning model. With the use of Anaplan, we're done in April or May. So, still not perfect, but they're making last-second nudges on sales and trying to push the business up.  

 

Billy Shipley 0:10:29.9: 

Another one on there is BU commissions. I'm not sure where it is, but selling commission. So, obviously, you guys are well aware, Anaplan, the data sits, in this case, a lot of this is in our finance data hub. So, since we have all of the transactional data for sales, it was very easy for us to do commissions calculations. Another big win on the bottom left there. Number one, we would take all the sales data, and we would basically pay our commissions once a quarter. They get paid every two weeks, but once a quarter we'd true it up, so there'd be a big check at the end. But you've got to take all this data, and again, we mentioned the multiple ERP systems, pull all that stuff together. Since we have all of that stuff and had all that stuff in the finance data hub, we could do those commission calculations, and now our TSMs have an app and they load in, and they see their commissions every day. So, once the transactions are posted, call it 7:00 am in the morning, they can see where they're sitting versus quotas, targets, exactly what that is, and then we take that at the end of each two weeks and do a dump to payroll, and that's taken care of. So, that's also been a huge win.  

 

Billy Shipley 0:11:52.2: 

Then, really, the key piece - and I mentioned we have Daikin, I think this is Japanese culture related, but I've only worked for one Japanese company, but very, very detailed planning. Planning, planning, planning. It's almost more important than the results, it feels like sometimes. Just really crossing every T, dotting every I. It's excruciating. But doing all of that through Excel was impossible. We're the number one division in Daikin. We're somewhere, 38 per cent of the total global sales for Daikin. One, US economy has done really good coming out of COVID. Two, the US dollar is very strong versus the Japanese yen. So, those two things have helped quite a bit. But since we're number one, also what Anaplan has allowed us to do is be number one in credibility because our budgeting, our planning is locked down and we have plans to move that around the globe. As far as some advice that Steve mentioned, because some of these models are good and bad, I just gave this recommendation talking at dinner last night with Dave and Kristen was, this is probably applicable to any software application, but what we've done before we start is every one of our new models has to have a coach. Some executive sponsorship, someone to keep the thing moving, someone to work through major decision points, a quarterback, working with the implementation partner or the consultants or Anaplan, and really knowing the details of the business and the model.  

 

Billy Shipley 0:13:46.0:  

Then focus group, that's one that's burned us a couple of times. There's some dead models not on here. There's about four models that we don't use, but we spent $300,000, $400,000 $500,000 building them and then nothing. That was really because we lacked a focus group. So, the person building the model said, 'Hey, this would be really neat for me,' but the people that actually had to do the work, you hand it off to them and they don't get it. So, with the sprint review process, really encourage everybody, 'Who's the focus group?' Have a couple of naysayers on there as well, so they can provide feedback and get excited about it. The last one is what's going away. So, you can build this great model. What are you replacing? What has to go away? When you're going through the implementation and the sprint reviews and it's not going great, 'In the first couple of days, I don't have the reports I like.' They'll run back to the old ones. They'll run back to Excel. So, those are the four things we laid out in the beginning. 

 

Steve Lenz 0:14:52.7:  

Excellent. Yes, good. So, you mentioned a little bit about the COE. I know you've had evolutions of that over time, and you've made some changes of late in terms of where it sits and all that, but can you share how your evolution of the COE has evolved and where you think it's going next? 

 

Billy Shipley 0:15:12.8: 

Yes, great. So, early on, Anaplan really mentioned the idea of a COE and we really limped along. We had one part-time person that knew Anaplan, came from our consultant, Slalom, but she was only doing part-time. So, we said, 'Yes, that's good, but we'll let Slalom lead it.' Again, they're great partners, fantastic. But as we've gone into different parts of the business, it's really important for us to make sure that we have our own capabilities. So, our current COE is, we have our VP of data management and IT, and he has two people that are fully dedicated full-time, Anaplan model builders. They know the systems. They know Anaplan. They know Slalom. They know our business. So, there's two full-time people there. But most importantly, we have built out and added, I think we have 17 model builders or trained model builders now in the company, and they're spread out throughout the business. So, it's been great. I mean, they're a tight-knit group. They do lunch and learns. That's usually when I pop my head in and say hi, but they'll grab lunch downstairs, and they'll get together in a conference room and go over new stuff and share what everybody's doing, but it's very informal and it's a great group. 

 

Steve Lenz 0:16:49.5: 

I think it used to be in the business and now it's in IT, but it's a hybrid model. What does that look like in terms of how they're executing to the division? 

 

Billy Shipley 0:16:58.7: 

Yes. So, the data management VP and the two people that are Anaplan model builders, they sit in IT, and they handle all of the admin, right? So, they do security and make sure that stuff is crisp and clean. Then the 17 model builders, they're in their models, they're doing their thing, they're maintaining them, they're keeping them up to date. But as you guys know, you don't want to mess up the data hubs, right? So, making sure if I'm changing something or adding this report, then they can learn from each other. The function sits in IT, but it's really cross-functional, really the entire business.  

 

Steve Lenz 0:17:37.2:  

Great. I'm going to go to one more here, Billy. It's going to be some of the pillars that you've brought forward and calls I've been on and that you continue to reinforce as you've driven the organization forward in some of these new areas. Can you speak to how you execute with these pillars in mind? 

 

Billy Shipley 0:17:58.2:  

That's right. I mentioned some of the early on, and really trying to get Anaplan across the organization. Obviously, a lot of it's change management as well. We had some folks say, 'Hey, I have a model idea. This task takes me five hours during month-end close and I'd like to take some time and cut it out.' 'Okay, great, but how are we going to evaluate which models we choose and how are we going to know if Anaplan is winning?' So, we came up with this, working with Slalom, why are we doing Anaplan? What is critical for our business? So, for any model we're building or any communication we send out, these are the three things we're trying to execute across the business. It doesn't have to be all three, that would be great, but if it doesn't have one of the three, it's really not a model we're interested in building. Obviously, visibility, we have successfully - it took a little bit of doing, but I mentioned all the forecasting stuff. I have encouraged our FPNA leader, who is really the Anaplan expert within the operations side, to pull up the Anaplan screens during our staff meeting, flip around, move around, you see a little Anaplan in the corner.  

 

Billy Shipley 0:19:30.3:  

For us in corporate planning, again, mentioned the SEM function as well. How having that visibility makes our life so much easier. So, really encouraging the visibility of Anaplan itself. Connectivity, I mentioned 250 branches. There's so many examples of having everything in the data hub, and then whatever you pull off of that speaks for itself. Then productivity. Obviously, if we're saving some time. I mentioned the one person that can save five hours during close, it's $300,000 $400,000 to build a model. That's good, let's see if we can tune up your spreadsheet, but that's not really productivity across the company. We can do bigger, better things than that. 

 

Steve Lenz 0:20:22.0: 

I don't know how to go back on this thing. The honeycomb, what are some of the areas that… Oh, there you go, it just magically happened. 

 

Billy Shipley 0:20:31.7: 

There you go. 

 

Steve Lenz 0:20:31.6: 

How cool is that? 

 

Billy Shipley 0:20:33.7: 

I think you have some help. 

 

Steve Lenz 0:20:34.4: 

There's the cool reference again, right? We're in 2024, we've got some new things in flight. Beyond there, what are your priorities? What are you thinking about? What's next, and where do you want to take this?  

 

Billy Shipley 0:20:49.9:  

Right. So, here's a couple of exciting things. Number one, we're doing SAP. I mentioned our disconnected ERP systems, 15 acquisitions. We kicked off SAP last week, actually. EY's our implementation partner there. So, how SAP and Anaplan connect is certainly something we're going to keep in front of us. Two big things. You see [?S&OP/SNOP 0:21:16.3] down there in the bottom right. So, we are building an advanced planning system, APS, across sales, logistics, supply chain management, and manufacturing. This is super, super exciting because that is going to get into demand planning, capacity planning. Our distribution, I mentioned the 250 branches plus the 15 M&As, there's probably another 125 branches, so 300, 400 distribution points. 'We've got 100 boxes sat in the warehouse, where do they go?' That's all the things that people are doing right now. Sales has their demand spreadsheet, production has their capacity spreadsheet, logistics has their distribution spreadsheet, but nobody can see it. So, we take all those spreadsheets, bring them all into SEM, build a plan. We're done about, let's call it the 18th or 20th of the month, and then two days later, it's junk, right? Because you're taking all of those different spreadsheets and inputs and putting them together. So, what we're building is a real-time supply chain management, 'Hey, we got new orders.' 'Hey, it got hot in Phoenix.' Whatever those things might be, driving the business so that we can react quickly and move forward, and really see everything and not do this once-a-month project and then start all over. So, really excited about that.  

 

Billy Shipley 0:22:54.2: 

I mentioned we are now number one in our company, Daikin, and because of - I'm super proud of this. So, because of our credibility, they have asked us to expand. We're Daikin Comfort Technologies, we have basically residential and some light commercial, and we have a commercial division and a filter division and a chemical division in the US. So, there's three other divisions. So, because of our financial planning footprint and how we execute - again, we have four budget cycles a year, the weekly forecast, we're delivering on our results, we're answering questions because we have all of this great data. They've asked us to spread that out across North America. So, we are really, really proud of that. Now, the next step, I think, very obviously, is we take Anaplan across the globe. We think it's a great model and because you have the flexibility to build your own rows and columns, it's a very powerful planning tool. So, that's what's coming up next. 

 

Steve Lenz 0:24:04.9:  

Very exciting, very exciting. So, last night, we also talked, lessons learned, some things you may have done differently. Any highlights to share with the audience? 

 

Billy Shipley 0:24:17.7: 

Yes, I think, obviously, having a good implementation partner. One of the things we probably didn't do great is, Slalom is great, but when we built these first few models it's a six-month statement of work, so on and so forth. But then at the end of the statement of work, I was like, 'Well, I can't do this myself, right? So, will you guys stick around?' So, there was another three months and another six months. So, we've had Slalom on the payroll for five years, and really just this last six months, we moved them off because we built out the COE, we did that. So, that transition for us was a little slower but really just didn't know what we didn't know. One of the other things, I mentioned the coach quarterback focus group and the reports that's going away at the end of this. The other thing is, when people do bring models, model ideas. I mentioned you've got to hit at least one of the three pillars is you also have to bring a model builder with you. So, that's how we got to 17 because if you're like, 'Hey, I have a great idea, I want to build this like.' Well, give me someone that can be trained. Before we start your model, they have to finish and Anaplan Level 2 training, and then work with Slalom to do it, because at the end of that, you can take it over and maintain it.  

 

Billy Shipley 0:25:45.3:  

Some of the examples on the consolidation are accounting folks. 'Okay, I just asked my consultants to build it and it's done.' Like, we have a new general ledger account. Well, I have to call Slalom and add a GL account. That's the kind of stuff we should be able to do ourselves. So, that's just one thing. Again, making sure you have a good foundation before you start, because you get excited, you start doing some of these things, and it's painful when your model lays dormant. So, we've stopped that. 

 

Steve Lenz 0:26:16.2:  

Excellent. Good, alright. Well, I'm going to flip to Q&A. Sophia, is that right?  

 

Unknown Speaker 0:26:23.9:  

So, if anyone has any questions, please raise your hand, I'll get the mic to you. 

 

Steve Lenz 0:26:32.5: 

Best question wins a hat, I think. 

 

Audience 0:26:35.5: 

That sounds good. Sorry, I missed the beginning, so I don't know if you spoke to this a little bit. You start with your honeycomb; you have your wonderful honeycomb up there. When you first started out, did you guys have a clear vision, that's where you wanted to go or an idea that's where you wanted to go, or was it, let's start with a couple and see how this plays out? 

 

Billy Shipley 0:26:56.5:  

The short answer is no, and I don't know… I mean, depending on your business, it's certainly something to consider. We were really excited about having… We needed something to do our budgets outside of Excel, and then as we learned more, and then really having my chair as corporate planning in SEM, all of those business functions, everything that rolls into it, we've just learned a lot, and very quickly, the sales team got a hold of, 'Hey, we just took 17 departments and put this in corporate. How can I do my 250 branches and put that in one spot?' So, I think we just learned as we went, and of course, Slalom and Anaplan are very supportive, but we started out very, very small. 

 

Audience 0:27:52.0: 

Hi. Two questions. One is… 

 

Steve Lenz 0:27:53.3:  

You can only ask one. 

 

Audience 0:27:55.6: 

[Laughs]  

 

Steve Lenz 0:27:56.1: 

Okay, two. 

 

Audience 0:27:56.5:  

Okay, start with one. I'm curious, as you've expanded the scope of the Anaplan implementation, have you built out a playbook for the roles that Daikin would play, Slalom would play, and Anaplan would play across use case expansion? 

 

Billy Shipley 0:28:16.6: 

Not documented, laid out like a playbook, but we have certainly evolved. So, the fact that we have - again, if you bring a model, you've got to bring someone that's trainable, if they're not already trained. We have that expertise in-house. We have the Daikin COE, so those folks can talk across and do that. So, we've probably taken from the model builders, boy, we're probably 40-50 per cent, Slalom another 30-40, and I'd say Anaplan's maybe 10-15. We are looking at some of the new applications you guys have out of the box to look forward to, but we've evolved to do much more of our own stuff in-house. 

 

Steve Lenz 0:29:01.6: 

Second question. Go ahead.  

 

Audience 0:29:02.5: 

Thank you. The second one was tied to the use cases across functions. I'm curious, how do you govern the metadata behind the scenes? Because there is finance, supply chain, a lot of what you laid out. So, what's the metadata governance and who runs that? 

 

Billy Shipley 0:29:20.7:  

That's right. We'll start with, again, the COE Anaplan experts report to our VP of data management. We have, I think four data hubs right now. Finance… I'm going to miss one. Finance, logistics, sales… Oh, HR. So, we have four different data hubs, and really those two people sitting inside that master data management group, they manage the security and the control. We've stubbed our toe here and there. We had a new guy start and shut everything down for a day, but that was on us. He just did…  

 

Steve Lenz 0:30:02.3: 

Is he still with us?  

 

Billy Shipley 0:30:03.6: 

He is. He's awesome. He's fantastic. Just a little ambitious, let's say! [Laughter] So, it's very much locked down and it's sitting in IT. 

 

Steve Lenz 0:30:16.6: 

You got any more? That's it? Okay, alright.  

 

Audience 0:30:21.3: 

Hi, Erin from Netflix. A slightly different direction of a question for you. You briefly touched on that your parent company is based in Japan, and I'm sure for those of us at global companies, we are always working through cultural differences, differences in priorities. You talked about hyper-focus on planning. As you've had technology prioritization conversations, how do you manage with your parent company about where you can invest, how fast you can do it? What's the relationship like there? 

 

Billy Shipley 0:30:54.5:  

Okay, great. Well, I've mentioned SAP, and Anaplan was honestly small enough when we started, we could do that on our own, but really do it and prove it out. So, now, as I mentioned, we're going across North America, and then we're going to go across the globe. It's the next logical thing. So, because America is number one in Daikin, we have a pretty big blank check. It's just been easy for us because of the growth in the North American HVAC market. One of the things, their chairman of the board… Let me get… There's eight chairmen in the company. We have one sitting in our building. So, he is focused on North America, and then obviously, sharing our challenges with data management. He's actually the one that, you work through all the right channels, 'Hey, can you help us get SAP going?' I didn't mention this, but we're also doing Salesforce. We started Salesforce four months ago. We just have so many very old systems. It's been great, but really a lot of that is driven by our growth. Very supportive. 

 

Steve Lenz 0:32:22.3: 

I will say I've seen Billy navigate tough conversations with his team, with your parent in mind, in terms of what is going to help them sell that to Japan, and you're a master at that. So, he's underselling his ability to navigate multiple cultures and decisioning processes. 

 

Billy Shipley 0:32:44.5:  

Well, thank you, Steve, I appreciate it. I really, really don't enjoy it, but I think I'm really good at it. So, that's fine. They keep paying me. It's good. 

 

Steve Lenz 0:32:59.2: 

Alright. One more. 

 

Audience 0:33:02.5:  

Thank you so much. Great session. I'm from Texas, so a big fan of your AC systems. A thought for you. Have you had any complications on level of detail in regards to planning? You spoke a little bit about, we do planning to the nth degree. Complications in relation to how actuals come in versus the level of detail that you want to forecast that and trying to level up, but also trying to be more specific. 

 

Billy Shipley 0:33:30.4: 

A little bit. The one thing that we're trying to do is really link. So, when we do this SEM and we get this advanced planning system, bringing it back to the financials is going to be interesting. Really, where I think… I'll give you one of our challenge we have not been able to execute, and I think it's really the power of Anaplan. In short, I think we work through it. I think it's pretty great. Obviously, we have our trial balance. We have every row, every account, but when we do our forecast, we don't budget every single general ledger account, right? We've picked the right levels so the business can tune it up. We also have models where we take - and really, it's by row - we take the last three months' actuals and apply a factor to it, and so they have something to start with. 'Hey, tune up your forecast, tune up your budget.' So, those models exist. The short answer is, I think we've done a really good job of making it easy for those that are doing the forecasting and planning. Where I was hoping to get further along is in manufacturing, financial planning. Our VP of manufacturing, accounting has an 80-tab spreadsheet, and we're going to have to pull it out of his cold, dead hands someday, right? So, he's been using it and he's been in that chair for 16 years. He just loves it.  

 

Billy Shipley 0:34:58.5:  

But the thing is, he's doing his financials and he's turning in the first tab of that spreadsheet, but scrap or purchase price variance or all of those 80 tabs, commodity prices, he's got it all laid out. If you just build your manufacturing data hub, because you have it all, but you have somebody supplying each of those 80 tabs and then you can review it and tweak the final. I really just think that would be so great for him to build that out, but he's comfortable in his spreadsheet. So, I think we just have to keep showing that it's winning, and then get those wins. If anything, we just haven't gone far enough into the details so that his job really gets much easier. 

 

Unknown Speaker 0:35:46.7:  

Fantastic. Thank you, Billy, for sharing your connected planning journey. It's so fantastic to see that you started with finance and then add HR, sales, and supply chain, and all that. It tells you the power of Anaplan, the ability to add everything within your organization from end to end. You're servicing 250-plus branches and entities, and you have been acquiring companies and continue to acquire companies. So, we tailor our solution, essentially, to anything that you want, and so it's great to see that connected planning journey. So, thank you for sharing that with us, and thank you for being here. We have one more session. We had Netflix. We had a PET session. We have a manufacturing session. Next one, a university. So, please join us at about 3:15 for the next session. Thank you very much.