The Human Side of AI and Automation

Hi, everyone. This is Vicky Harold, executive director of SWPP, and welcome to our webinar today, sponsored by tradim, the human side of AI and automation. We’re really happy to have you with us today and excited to have our presenters. We have headlango and Larry Smith. Larry Smith from Interim and Jim Simmons from Queus. And we’re looking forward to a great webinar today. Larry, sorry. I I stumbled over your day. Not like I don’t know you. Yeah. So we’re excited to have you all with us today. And, this is going to be recorded, and I will send you out copy of the recording after the event is over in the next couple of days. So be in looking for that. So if somebody in your organization isn’t able to be here today, you can share it with them via the recording. Also, what I mean, who that these three amazing guys are gonna be at the SWPP conference doing this session again in just a couple weeks. So, hopefully, you will be there at the SWPP conference with us and get to meet them in person. So hope you’ll be able to join us in Nashville, March fourth through sixth. And I think they’re gonna give you a little bit more information at the end of their session. Hear about some of the things that Interdium is doing at the conference. So I wanna make sure that you know how to interact with the folks on the panel, and we’re gonna use the chat So if you look at the bottom right hand side of your screen, Dawn has already figured out the chat on the bottom right hand side of the screen. If you click on the chat bubble, And make sure your chat says send to everyone, and then we’ll, let’s go ahead and put your cursor in that box underneath there and let us know where you’re listening from and what the weather’s like there. Yesterday, we did one of our webinars here for our fundamentals of workforce management web seminars. And, I said how wonderful the weather in Nashville was because it was seventy degrees and sunny. And today, it is maybe gonna be sixty five, but it’s gonna be rainy. So Looks like we’re getting more rain here. Oh, you’ve still got, sunny in Georgia. Oh, and Chris is in Nashville, and it is well, it is It’s not amazing out there, Chris. I don’t think. But, sunny and warm in Minnesota at thirty seven of Saint John’s Snow. And, again, pre cold in Saint John. Sunny and Bradenton. I wish I was there with you in Bradenton. So Florence, South Carolina is fifty eight and sunny. Alright. Looks like everybody has found the chat down there. I’m gonna go ahead and turn it over to Larry to get started. Welcome, everybody, and we’re looking forward to a great webinar. Thanks, Vicky. Hey, everyone. My name is Larry Swift. I head up our solution consulting group here at Intra diem. I’m in Omaha, and it’s gonna be sixty and sunny today. So it practically is summer here. As Vicky mentioned, we will be presenting at SWPP in a couple weeks. It will be a little bit different, presentation. So we kindly encourage you to come to that as well. With that being said, I’m going to hand it off to Jill. I just found my mute button. Hi. I’m Jim Simmons. I’m currently the VP of productivity and initiatives with Synchrony. And happy to be here with you today to talk about what Denim can do. Thanks, Jim. And I’m Ted Langos, Senior Vice President of business enablement at intradium, and I’m gonna get us started talking about the human side of AI and automation. Glad everybody could join us today. And as Larry said, we’re gonna be covering some of this if you join us in Nashville, but we’re gonna take a little different twist. So we really encourage you to stop by and see us. In case you didn’t notice, AI is coming and it’s coming at us fast. I found this survey that was done at the end of November by IBM They surveyed over eight thousand five hundred IT professionals and found that right now or at the end of November, forty two percent of enterprise scale companies are reporting that they’re actively deploying AI in their environment. It’s picked up quite a bit in the last six months top reasons why is, you know, advances are making AI a lot more accessible. There are obviously these desires to reduce costs and automate key processes, and we’re now seeing AI embedded in a lot of standard applications. There still are barriers, though, You know, there’s limited AI skills and expertise out there. A lot of organizations deal with very complex data itself in their environments, And many companies still have ethical concerns about rolling AI out, yet, even though that is the case, what we are seeing is that enterprise companies who are actively deploying aren’t slowing down. Sixty percent of these people, surveyed are reporting that they’re accelerating their rollout or investment in AI. Those are largely falling into the areas of research and development. And then a big area that we’re interested in is the reskilling and development of our workforce to be able to work with AI. The use cases, shouldn’t surprise anyone. The main use case, like, this also comes out of that survey is automation. A lot of IT processes, business processes, document flow processes are being automated near and dear to our heart our customer and employee self-service automation, which shouldn’t surprise any of us. I think everyone I’ve spoke to has some sort of initiative either queued up or in process to drive more self-service with AI, but there’s a lot of other areas this is kind of a surprising change and really is indicative of how different this technology is. It’s not just automation. It’s going across things like threatened security, detection, marketing, sales, human resources, talent, acquisition, supply chain intelligence, really if you look around your business, AI is impacting almost every aspect of business. In the contact center space, though, it boils down to two big areas. AI for agent assist, and AI for the bots. AI holds promise for both helping our agents in the future, Ai also is promising to reduce volume. Myself personally, I’m betting more on the left side. Some of us believe that actually volume may tick down a little bit, but overall, we believe that AI may actually do some of the reverse in bringing in all new volumes with new channels itself. But here today, when we talk about the human side of AI, what we really wanna focus on is this agent side of things. That’s where we see huge value, huge opportunity in in helping agents really evolve their jobs. Why is AI different, and why is this technology different than past chatbots? To understand, I think it’s helpful just to take a moment and step back and examine how we’ve worked over time. Technology is really driven and shaped how we’ve worked over time. If you all the way back to the stone age, it was all physical labor. If you come up through the industrial age, machines and technology really changed how labor worked itself, mechanized labor. All of us have lived really through the information age where The factory jobs have gone away or have diminished. They’re not completely gone, but they’ve, they’ve been diminished. And instead, jobs which our our require cognitive labor, things like analytical thinking, computer literacy, and this concept of lifelong learning. That’s what we’ve dealt with. For our, our lifetimes. But we’re also entering a brand new era. Our, our grandparents, or our children may call this the age of artificial intelligence. I like to call it the age of collaborative, intelligence, collaborative intelligence age, artificial intelligence just takes the machine side of it, and we really need to think about the human side. And what we also believe is there’s going to be a shift in terms of how people are working, just like there was a shift in the the industrial age to the information age. We think there’s a shift where cognitive labor will start to shift toward this concept of relational labor. So what does that mean? Well, it means that agents are gonna have to have all new skills skills that that focus on things like empathy, intuition, creativity, emotional intelligence is going to be an important thing as the market starts to shift and as AI does more of the thinking, and as the humans are left with more of the soft side of interacting with our customers. So the question is, how, how is, our community do we really support this going forward? Workforce Management as a lot of your workforce management professionals have focused on optimizing the labor, supply and demand. How do we think about this new shift into relational labor and really support the human side of AI. The good news is, their tools and things that we can start doing right now. We’ve talked in the past about the high cost of attrition in contact centers. It still is a problem in many contact centers. Attrition can go twenty thousand, thirty five thousand, or even more. Organizations that, you know, still experience a forty percent attrition problem, have a multimillion dollar problem that AI can help and solve. We know at the end of the day agents burnout, and this is just a great opportunity to detect those types of burnout. Just like you detect a battery running down, detect those types of burnout, and be able to stop the attrition before it happens. And that’s just one use case. We’ve found at Introdeem. The signal is in, the noise we can now tell using AI how we can get ahead of things by looking at all of this data and really understanding the health and well-being of our agents and then be able to proactively get ahead of it. Larry, do you wanna take us a little bit deeper into, the thought process around how we’ve gone through and built out our our burnout and nutrition, indicator itself. This is a new tool, and I think, you know, if you’d help, the audience understand it to be a great insight into the first glimpse of the human side of AI. Yeah. Absolutely. So as Ted mentioned, having all these data points and big data, we were able to put AI into place to not only identify potential, attrition opportunities But now it’s to take the solution on that. How are we gonna help? We’ll reduce that attrition. And it’s really through these things that are on the screen right now. Being able to be more effective with coaching, improving training, giving surprise breaks and recognition, which we’ll talk about a little bit more. Even offering time off and wellness breaks as well. And so let’s go ahead and dive into how we’re going to do that, Ted. If you are new to intradium and trying to figure out where this fits in your text stack, the reality is it’s a new stand alone technology that sits between your WFM and ACD that allows you to take real time actions now. Go ahead and go to the next slide. And and so, really, how this works is out of the box integrations to your ACD and your WFM system. With an integration to the ACD, we are getting real time skill and cue stats to understand how busy a skill is. But also we get agent phone state. So understanding at any given moment what an agent’s doing, are they talking to a customer? Are they sitting idle Are they on hold with a customer or are they sitting in the after call work? That type of data is not new, but the reality is What we’re doing is taking that data and doing real time actions, actually leveraging that in the moment. We also have a WFM integration that allows us to intake agent schedules, understanding who’s working when, but also any predefined events on that schedule, when their lunches are, when break is. Why that’s important is we’re going to talk about leveraging idle time here in just a minute. But when we do do that, we have the ability to do automatic write backs to the agent’s schedule with no manual intervention, putting the code on the schedule as it happens. When you think about oh, go ahead. That’s okay. So when you think about the integrations, we have integrations with a suite of all the major WFM and, ACD players as you can see on the screen. So it we are not tied to a specific WFM or an ACD. But go. Yep. So now as we think about how we’re going to interact act with these real time alerts or actions, We have the ability to send alerts to the desktop, communicate via SMS text, via email, and by chat tools such as Slack and Microsoft teams. Alright. So let’s go ahead and dive into what I just said about you know, utilizing idle time. I’m gonna just paint a scenario real quick that probably will resonate with a lot of you. Let’s imagine that training has a new, compliance training that has to be completed. That probably looks like them calling WFM Planning and forecasting. Telling them the details how long it is. It’s in my LMS, it has to go to this line of business, and it has to be done in the next four weeks. Great. So now WFM does its best job at planning and forecasting by pegging these out into the future based on historical call volume. Well, what happens is we get to Tuesday at twelve thirty and ten was lined up to take his compliance training not that he’s looking forward to taking compliance training, but all the calls he’s been on back to back, they’re not asking how his day is going. So this compliance training might sound a little bit better right now. Well, guess what? Call volume is a lot higher than expected. We’re gonna pull that off the schedule. Now he’s stuck on these non stop calls creating burnouts. Now if we think about that, that also is costing you time and effort, and you’re paying for unproductive time. Oh, by the way, if Ted did take that training, do you have a way to reconcile that it actually got done just because it was scheduled for that time. Now let’s move forward, Ted, and and look, think about a paradigm shift of really leveraging that real time data to take action in the moment when there’s either idle time or as Jim’s gonna talk about, What if I am in a case of constant non stop calls, and I I see an opportunity to give a wellness break? Jim, I’m gonna go ahead and hand it off to you. And really, can you talk to us a little bit about both, you know, how you leverage this to do training and off phone activities? But more so the what really invest into the wellness of your agents. Sure. Yeah. So, you know, one of the first things we talked about internally when we looked at the product And one of the first things my manager said to me is why do we need this? We already do it. Right? Which we thought we did. But the reality was we didn’t do it well. And and I would say, you know, we were I wouldn’t call it fortune but the pandemic really put that in stark relief for us. And as anybody on this webcast knows, the constant struggle between service levels and managing your cost and things of that nature is something that you need eyes on. Right? It’s what we’ve historically done. So, you know, when the pandemic rolled around and we realized we didn’t have eyes on people, we sort of peaked a little bit behind the curtain and realized, hey, we’re not doing it very well. And that, you know, as we looked at intradium, it became very evident that it was automated real time management at scale, and that’s the big one. That’s the one thing that I don’t care how good your specialists are and how good your folks behind the driver’s radar as it relates to finding that time, you just can’t do it as effectively as a system can. So what we found when we implemented was a anywhere there was big chunks of idle to take care of we took care of it very quickly, right, and and interim you described having that pipeline ready. We got, very aligned to our L and D team are training. We got it all set up. And once you open that fire hose, it goes through very quickly. It gets it to the right people at the right time. And then brings them back as necessary. However, interestingly enough as we determine we were doing our our pilot the particular group of agents that we were working with were pretty stressed at that point in time. And, we came back to intervene and said, I don’t know if this is the right group of people to test with because there’s not a lot of idle. And, Interim came back and said, you know what? We like it. We’re gonna take that challenge because we’re gonna show you even in a low idle situation, how effective the system can be at getting those things done. And so we turned it on and sure enough that pipeline kicked in. Right? The little trainings, the the the quick and easy hits, that would be very difficult to manage at scale. Well, interestingly enough, and you kinda talked a little bit about some of the wellness, one of the things we did as we launched the product, to make sure that we had the appropriate engagement and attention was we added an additional break to the agents, one five minute break per month, because they were so busy. Right? We knew that, and we wanted to make sure they were looking for the pop ups. And I will tell you that was the best feedback we got about the pilot. When they loved the product, they loved its efficacy, but they really liked the fact that we gave them those extra five minutes, and it was such an easy hit. Because they needed it. And they were finding a way to take it. So being proactive and doing all that, going back to systemically, Right? You dial it in, you turn it on, and you let the system do what it needs to do. One of the things that I got questioned about a lot as we were ramping up to our launch was when will we know if it works? And the way I described it was it’s like autopilot on an airplane. You turn it on. You know if it works or not immediately. Right? It’s flying the plane or it doesn’t. Now you gotta gather some data. You gotta fly to make sure you make it to the right destination, but that’s one of the things we like. Does that immediately you saw it go into effect. And, we were all gathered around our desktops, watching those trainings go in and and high fiving each other. So it was a great experience. That’s great. And and Ted, I know to put not to put you on the spot, but you are a user as well. Can you talk just a little bit about the agent engagement and you your MetLife, receiving the JD Powers by investing in your employees? Yeah. So back when I was at MetLife, we went for a JD Power award each year, across various lines of business, and each year prior to us deploying intradium, they would come around and say, hey, you do a good job in workforce management. Great forecasting. You know, great processes that are documented, but, Ted, you know, we keep hearing from the agents how they’re not getting their coaching sessions, and training gets canceled, and I basically shrugged and said, well, it’s service level. You know, we have performance guarantees. We, we have to hit service level. I deployed EnterDEM, a year later, JD Power came around and, ultimately said, what happened here? You know, we’re hearing a completely different story from the agents. They’re getting their training. They’re getting their coaching. The mood is a different, scene. And at the end of the day, I said, we deployed this automation into DM. They weren’t familiar. With the company, but I was like, it it allowed us to deliver three times the amount of off phone activity compared to any year prior to that. Regardless of how good or bad service level was, it finds time, you know, minute after minute after minute. And that’s the key. It’s on all the time, finding that time all day long, harvesting those a little bit and allowing us to really invest in the employees that, you know, year after, that they came through the second time They actually, held us out our workforce management organization as best in class because we were able to fill that last spot and really commit to our employees in the investment. That’s a big thing for JD Power. It’s not just the external experience. There’s a question all the time. If you go for certification in terms of your investment into your employees, your, you know, our, our view is your, your best asset. So, yeah, thanks, Larry. It’s a it’s a good story. I’m still proud of it. After I loved it so much. I joined the company, but it’s a great story from the front lines. Yeah. Thanks, Ted. So just just moving on from that, So we talked a little bit about training. We talked about wellness, the breaks. But imagine what’s possible. Think about all the things that you’re prescheduling or quite frankly, you’re not getting done today because you’re not hitting service levels. Now, really thinking about intra diem in real time, it’s opening up new capacity to fill with whatever you’d like. It’s not increasing cost, but rather the opposite It’s reducing pre plant shrinkage because now you can take those items and push them during idle times and really take advantage of that. Alright. Let’s look at one more example of of really some of the things they introduce Dean’s doing. So let’s talk about coaching. I wanna talk about two different things. A lot of customers will dedicate thirty minutes a week, thirty minutes every two weeks, thirty minutes a month, to coaching where they put it on on the schedule as preplanned shrink. Again, try trying not to cancel that, that may or may not happen. But again, it’s costing you money. The other big area is, especially with a lot of companies hybrid or work from home, what happens when I’m an agent and I need to do a a ad hoc conversation with my supervisor order vice versa, I just saw that Jim had a poor quality score on the call he was just on, and I wanna talk to him now. Typically, what I’m gonna have to do as a supervisor is go get a hold of, real time and try to get ten, fifteen minutes plugged in with them. Again, it could be in five minutes. It could be in two intervals. It really you really don’t know. So now if we we move forward and we start to think about this a little bit different, Imagine being able to empower your supervisors to really be in control of when they do coaching. Now, again, that sounds scary, but let let’s take a step back. There’s rules configured behind the scenes that’s really looking at the opportunities. So As you see on the far right, we give the coaches, application to essentially toggle on and say I’m available to coach right now. And this is who I wanna coach with. This is for how long, and I prioritize that. Now the minute they turn it on doesn’t mean coaching happens. It means that now the rule running in the background is looking for availability. So as they find the availability, it’s gonna be an ad hoc coaching session and we will put the segment automatically onto the agent’s schedule for how long we spent. Jim, can you speak a little bit about your interactions on how you guys leverage this today. Sure. And and I gotta say this was one thing I was most excited about. I probably don’t look it, but I go back to the day when we were literally using walkie talkies to say I’m taking Bob off of the phone and and, yeah, doing some coaching and and Larry assumed I got a low quality score, but I always thought I’d be putting in. But, no, I was very excited about this. Be because it is that sort of autopilot mode and anybody in the space right now in the contact center space knows it’s really very difficult to sync everybody up especially if you’re in a hybrid or a remote situation. Getting managers synced up and engaged with their agents, it’s just a a challenge at this point in time. So going back to the at scale, situation is the fact that the system is monitoring all of those pieces and parts, and it’s looking at Jim’s schedule and knowing that you know, my manager wants twenty minutes, but my breaks coming up in ten. So now might not be a good time. It takes all that into account and does it automatically. I would say probably, you know, what we look at is a what we’re seeing is an extremely high accept rate Right? Which is another thing that I think is very powerful about the product is it prompts the agents for some of these things is now a good time. Right? And we give them a little bit of onus to say now isn’t a good time or I’m getting ready to do something. Right? And so that really is something that’s a little bit different I think about the system as it opens that window. But when it opens it for coaching, they they go right through that. So it’s been a great experience. Great. Ted, any thoughts? Yeah. I think, just thinking forward when I I talk about, you know, us exiting the cognitive labor into this relational labor move. Some people think that you know, things like onboarding, training, you know, compliance that AI is gonna solve these things and make it easier. Maybe we’ll have a less training, less coaching. I think just the opposite’s gonna happen. At the end of the day, the job is gonna get a little bit easier for some of the more difficult things by using AI But as we shift into this relational labor era, coaching is gonna become more important than, ever. Relational labor means relational with the customer and with your supervisor, being able to coach in small bits to keep people you know, up to speed with what it means to be empathetic to leverage those human traits. I think is is just gonna be that much more powerful. This two firsthand at MetLife was a great, great asset as well. You know, if I go back all the way to we’ve we’ve for decades of prescheduled everything. And, and at the end of the day, that just is not nearly as effective as using intraday variants The irony of it is you can get a lot more out of coaching training, time delivered by using the natural ebb and flow supply and demand than trying to to preschedule all this activity. So at first hand, I, you know, I’m still amazed at the fact that there’s that much variance within the day to ultimately facilitate it, but it works. And it’s just a more efficient way of operating. So Yeah. And and you you bring up a good point. You know, a lot of our customers will leverage the WFM coaching packets. You know, first, if if you’re unaware it’s it’s How is this coaching different than what my WFM provides? Think of it like this, like Ted just said. We’re finding time to do these activities. The content is housed in your WFM coaching package. So they marry up really well to play and compliment each other. We’re the time finders we’re not the contact founders. Yeah. I also just a quick last word on this from me is is it says coach now coach now. I always thought, hey, you can just use this as well for connections. If you wanted to put two minutes over to the right and you just wanted to do a quick connection, and that’s a really healthy thing within environments is being able to use the automation to find the right time, but then the automation goes matches the supervisor up with the agent. Let’s have a quick two minute coffee break. So great, great tool, not just for coaching, but just think of it as making connections. Absolutely. And and Larry, I I would add just one point. I think again, going back to the the years I’ve spent, you know, a couple decades plus in the industry. You know, there was a point in time as we led up to, the past few years, maybe five or six years ago, and I think it’s still a you know, something that folks strive for is that perfect plan. Right? The perfect forecast, the perfect net staffing matrix, and the perfect staff. That’s zero all the way down your NSM. And the reality is it never happens. It might look good on paper and then you open the doors that day and something goes goes awry. For the good or the bad. Right? The plan doesn’t necessarily look identical. And I think it takes a lot for us, especially those of us who’ve been in the industry for a while to wrap our head around the fact that really, it’s that constant back and forth. It’s a supply and demand, scenario, and they’re always influx So having something in the middle that recognizes quickly what that flux looks like and making sure that it’s working effectively to manage that supply side, the agent side. Right? Effectively is a new way of thinking. And and I honestly, I think it’s the future. I I, you know, I have to say there was an a moment where I realized even if I got that perfect plan, it was only gonna happen that one day. Right? It’s a unit born. Right? You did it that one time, and then the next day you’re back to square one. So, it it’s a way of thinking. Yeah. I I like to say When you install this, you go from firefighting to fire prevention. Right? You go from the back of the bus to the front of the bus. You can proactively getting from the stuff, you take advantage of those ebbs and flows. Alright. So, just a quick plug here. If you’re interested in learning more, Interdium actually does what we call the forefront world tour. We go to various locations and really get to collaboration with thought leaders and really understand and dive a little bit deeper in what’s possible. With Interdium. As you can see here, we have, four, locations coming up, Dallas Toronto, Atlanta, San Francisco. Jim, I know This was a big proponent with you as you were looking at investing into, intraday automation. Can you talk a little bit about that? Yeah. They’re they’re a great experience. Of course, I I got the invite to my first one as we were looking at the product. And, yeah, I’ll be frank with you. Get a little hesitant, right, and is it just the big sales pitch, and it it really wasn’t. One of the things I really liked about it was the networking and collaboration. So, you know, I did my fair share of pulling current users aside and, asking them, you know, over a cocktail or two maybe. Alright. Give me the scoop. What’s this really like? And, you know, folks were honest. They talked about where we would need to make sure we looked out for for any pitfalls. But overwhelmingly, the consensus was the product works and and they liked working with it. Awesome. Hey. Good question. We’re gonna go into QA, but, Jim, first to ask you. How this compared to other agent assist, products that you’ve used? You know, I think honestly the biggest one is that mindset that I talked about, I think, you know, I find that, a lot of times when I look at some of the other products available we’re still talking about how do you plan better? Right? So I, you know, I feel like, anybody who’s been doing for a while. The planning side, you you kinda get locked down. So I think conceptually, I think the fact that it works well and integrates with the other systems very quickly and easily. For me, makes a big difference. And then the just the utility of it, in general, it’s a it’s a pretty easy desktop application to get folks used to. And, you know, that’s something, again, historically, I don’t we don’t haven’t done a lot of your agents aren’t spending a lot of time with that technology. So I think it’s been built with that in mind. Excellent. Now one last question. And then as if you guys have questions, start putting them in the chat tool. But Jim, you know, we talked a little bit about you know, these areas of high occupancy and being able to leverage that. Can you talk a little bit more about why you believe you’re getting the benefit in that area? Yeah. It goes back to the fact that agents get very busy. Right? So what happens again? We sacrifice things like coaching, things like training, things like their wellness. Let’s face it. Right? We we go, hey, you gotta take these calls. We’re it is what it is sort of scenario. And, you know, at the end of the day, managing those contacts in some way, shape, or form affects everyone’s bottom line. So you have to manage that effectively. So finding those little portions of time to do the things that are important to the agent like the training, liked the coaching, and just a breather. Right? We’ve incorporated, your partner Thrive into the mix as well. And, you know, we’re looking for times when agents may be overly stressed. And a nice quick easy way to deliver those thrive, wellness resets is through the interdium product. So, you know, let’s face it. A lot of times, if you’ve done your job very well as a WFM specialist, the agents are walking on that knife’s edge, trying to manage service levels and their own sanity at the same time. Excellent. Ted, I’m gonna hand it over to you to, read through the QAs that came through. Yeah. So the first question we’ve got is, do you have any stats on resource reallocation using intradium, such as what you have seen in decrease in planned actual out of c shrink or increase in agent utilization. ROI stats, Jim, I don’t know if you you’ve got anything you’d like to share. I’ve got a couple of numbers, and Larry, you probably have more. Yeah. I I yeah. Obviously, I can’t speak the specifics. I can tell you they were, very good numbers. We put in I will tell you this when we picked up the product, like any business, we were told, okay. If you’re gonna purchase the product, you need to make sure it’s got an appropriate return, and the business dictated what that was. We exceeded that benefit that we baked into our op plan by roughly three x. We looked at it. I will tell you, we, you know, in some of the obvious areas. We looked at idle, initially, We looked at our shrinkage management and control, and then also for, our average handle time. So there’s a lot of different use cases in there. I would say as we look at some of the, some of the wellness stats and things like that, those are a little bit longer turnaround time and you gotta dig a little bit deeper. In the form of surveys and things of that nature, but it it hit the right marks for us. Yeah. I I know just to add, and Larry, you probably have broader numbers you can share with the team, but we had a very similar experience. We had a bar. We had to hit. From an ROI standpoint, and ironically, it’s the same number as Jim. It was three x, what I had signed up for at the end of the day. Terms of ROI, and it does. It manifests across the areas of shrinkage. I did not bank on handle time because even though I had use cases that reduced handle time. I didn’t wanna go back and have to re prove it each year, which would have meant turning it off and turning it back on. And so shrinkage idle time, after call work, there’s a number of areas that you can build strong, strong use cases on to, you know, recognize the ROI. Larry. Yep. And just just as a broad kind of thinking about what our customers see, on average, it’s a six to ten percent cost reduction in labor savings through the things that these guys mentioned, whether it’s handle time, whether it’s reducing shrink and improving occupancy, The nice thing is as we look at a full solution suite of what we’re capable of doing, we’re possibly impacting all those major drivers that go into planning and forecasting. Yeah. So another question. Were you able to reduce any, WFM workload resources after implementation of what was manual tasks? Of scheduling, rescheduling, non phone activities. Again, absolutely. I I would say for us internally, yeah, we we spent a lot of time squeezing a lot out of that staff. Right? So we were able to clearly document of benefits. Again, I’m I’m not able to share the specifics, but I can tell you it was it was very measurable And it was primarily in the form, to be quite frank of just having overworked folks. Right? So, you know, we we did see a reduction. We went back. We talked to the leaders in WFM, and those are the folks who are responsible for delivering that staff and service levels. As well as the specialists. Right? The folks who were doing all those nuanced things and said, how do you feel about it? And overwhelmingly, they were advocates of the product for the reasons we described. It it ensured service level delivery, and it made sure folks didn’t have to spend a significant amount of their time trying to connect all of these dots, which frankly would have been impossible, to the level that the product does it. Yeah. And and I would say, you know, if I was to answer that from my personal experience with deploying it, our workforce team was already fairly thin. So while it absolutely removed, activities from their plate, they, there were activities that I would call lower value activities. And so I was able to really focus on activities that were just a higher return. You know, just rescheduling, training, rescheduling, rescheduling, canceling things is not a real high value activity. So it really help the workforce team in terms of growing. The team, you know, learned how to leverage the automation, but then if we also focused on really getting our our forecast more accurate, more creative ways of how we could do ship bidding in the future. There was just a shift of resources from low value to high value activities. And that’s very common to hear. You know, as you think about a FTE save, it’s typically not in the workforce. Management area. Although you’re re removing a lot of those, you know, you often hear, you know, real time analysts. Well, the reality is real time analyst today, our real time transactional workers reacting to what’s going on. Like you guys said, very manual tedious processes and low hanging things. Now what our customers do as you they move into intraday, automation is those same analysts truly become analysts now. They’re able to help optimize intraday and long term, planning and forecasting. So I’ve got one more question that we over to me, Larry, and and Jim, what does the integration look like with timeline and tech lift? I I’ve got an answer for it, but I’ll give it to you guys. Timeline and and tech lift for integration? Yeah. Obviously, everybody’s environment is a little bit different. And we did a little bit of a slow burn. I I think, you know, and it depends on exactly how you define it. But I think we were roughly three to four months getting everything all the groundwork laid, making sure that all the plugs were connected, went through our testing and and checked all the boxes, keeping in mind we’re a financial industry. So there’s always an extra level of security that that’s required. But I don’t know if that’s typical Larry, but that’s about our experience. Yeah. No. You’re you’re you’re right on. We we typically say ninety to a hundred and twenty days. And the reality of that, though, is a lot of that is ensuring you have dedicated resources on the customer side. We’ve had a large health care insurance provider just deploying four thousand seats in forty seven days. So, again, we’re we are doing the majority of the heavy lifting. It’s more so opening firewalls getting access to, you know, your AC and WFM. If you have the resources available, we can go super fast, but usually we like to say ninety to a hundred and twenty days. Ted, Yeah. Same same thing. I’m gonna sound like a broken record. It’s about the same thing. So alright. I think we’ll flip over and and tell you guys all to to join us at SWPP, Larry. Yeah. So so as we mentioned at the beginning, we will be doing on Monday in the afternoon. It will be different than this, but it will be diving a little bit deeper and exploring some more possibilities of where we see a AI and how, you know, humans can help with that. But more importantly, if you’ve not joined us before, our event at the City winery. It’s a great time. The Monday night from eight to eleven. Would love for you to join. You see the QR code there on your screen. We can keep it up for a second. Go ahead and go there if you wanna register for the event, and we’re really looking forward to seeing everybody in soon. And then finally, if you wanna reach out to any of us directly, Here’s our QR codes. Happy to talk to you about anything just even in the industry or specific to introduce. Yeah. And I Alright. Well, thank you so much guys. We really appreciate it, and we’re looking forward to seeing you all in in just about ten days at the SWPP annual conference. Lots of great information shared here. And as you said, the session you’re gonna do at the conference. It’s gonna be a little bit different than this so they can come again. If there are any other questions, make sure to put those in the chat real quick. But, otherwise, we will close out today’s webinar. Again, this is recorded, and we’ll send you the recording if registered, and you can share that with anybody else in your organization that may not have been able to attend today. Somebody’s asking if we’ll share the slides. What do you guys say on that? Yeah. Absolutely. I have to figure out some way to get it to you because they are it’s a large slide deck. Yeah. We we can PDF it to to get this size down there. Alright. Well, thanks again to Larry and Ted and Jim for being with us today. And we will look forward to seeing many of you, I hope, and at the SWPP conference. And have a great day. Thanks, Vicky. Look forward to seeing you. Bye. Bye bye.