Transcript

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0:02

Good morning and good afternoon to everyone. My name is Bill Hirsch. Welcome everybody to today's call. The subject matter is a little different than many of you have heard. What we’re going to be talking about is a roadmap to business process Improvement automation.

0:22

Business process Improvements, BPIs, have been a near and dear part of my life ever since I've been in the hospitality industry because it's what we strive to do.

0:33

I am going to go over a couple of introductory pieces for this session today. I hope that you find it interesting. I hope that you find the information that we talked about today useful to your Club operations.

0:50

For today's session you can use the chat button. You can raise your hand Etc and I'll try to get to them throughout the session but I will also try to make sure we stay to our 45 minute time limit. As a follow-up, our customer relations manager and the sales consultants will all be reaching out to our customers and future customers. I'll be talking to our partners after the session. The deck that you're going to see will be hosted on our website.

1:19

You will all have access to that as well in addition to a recording. With that said, I propose that we get on with the session.

1:31

The last month and a half, needless to say, has been very difficult for all of us and we've gone through this process of trying to figure out together how we evolve from this recession and from this crisis. Most of us have been on many webinars in the past couple of weeks on different subject matter. There has been true leadership in the industry from many management companies and Clubs.

2:01

and associations. The CMAAs have done an outstanding job. HFTP and NCA have been just outstanding. Troon has put together a website to guide people through Corona 19 disaster. SBA and so on and so forth. The subject matter for today's session is different than that. Today's subject matter is what happens to you after the crisis and that is in your hands.

2:30

So much of what we do these days seems to not be in our hands but this is. For today's agenda I'm going to introduce you to a couple of very important members of our team that have an impact on customers and future customers alike. We’re going to talk to Caroline and we're going to talk to Prashant as far as our team members and they'll tell you what they do. We're going to discuss the difference between renewal and Recovery to see which category you fit into and which category that you would like to fit it into. They’re two different things and they're two different tracks because it is a fork in the road. You have a choice right now. Do you want to go back to being the way you were before the crisis or do you want to take this as an opportunity to evolve bigger, better and stronger to guard against the next recession? We’re not talking about the next Health crisis,

3:26

I'm talking about the next recession, which is inevitable. We're going to talk about developing a BPI automation roadmap and plan for the following processes. These processes have been chosen specifically because every Club has these processes in place and all we're talking about today is what they can do to automate and to improve each one of these processes in order to deliver more money and more time.

3:59

that can be used on other strategic initiatives.

4:03

In all of my research, what I have found on the renewal and the recovering - all of my research has supported the fact that this particular discussion is one of the most critical discussions to take place in the club industry.

4:18

Without further discussion here. Let's jump into the first section. I'd like you to meet our team. First member of our team that you're going to need. Today is Caroline. So Caroline, please take it away.

4:44

Okay, first pitch of the day Caroline is our relationship manager and Caroline's job with Cedar Creek is to make sure that all of the customers are getting the attention that they need when it comes to business process improvements.

5:01

She's the person that manages the relationships and the escalations she talks to our customers and make sure that not only are they getting what they need from CedarCreek, but also to make sure that the planning for the future is correct.

5:17

Prashant, are you on the line with us today? Can you speak?

5:28

Okay, hold on one second.

5:31

Because I'm seeing that in this case it seems to be an issue with my muting. So did a second here, please. Ah, Caroline was right. Let's go back to Caroline. If I make a mistake, I'm going to fix it Caroline to go back to your picture.

5:50

There you go. We can you hear me, Bill? Hi everyone. My name is Caroline Cloninger and I am the customer relationship manager at Cedar Creek systems. My job is to ensure that all of our customers take full advantage of the business process Improvement automation products that they've purchased and to help them in their Discovery and Analysis of additional services and products.

6:18

Cedar Creek truly believes that all of our customers should be referenceable and that outcome depends largely on how well the products perform according to plan.

6:28

My relationship with each client begins 90 days after a new customer comes into our family. From contract and for the first 90 days, the relationship is owned by Prashant who you will meet shortly. After 90 days, I connect with each customer and I will conduct our initial assessment to learn how they're using our products and also to see if there are any areas that require escalation. From that point forward, I will be the main point of contact for all escalations as well.

6:58

As Bill is going to talk about a little bit later in today's presentation. My ongoing relationship role is to help our customers better utilize what is already in place and to help them evaluate their business processes. I conduct quarterly reviews to address how each department is utilizing their Marketplace and to determine if and where there is room for further Improvement.

7:23

Assisting our customers to plan for their business process improvement automation is my core responsibility.

7:31

I'm also very closely engaged with all of our Partnerships and I'll share all updates about them with you through Club Cedar Creek.

7:40

Club Cedar Creek is a club for Club operators that are working with us. Through our club, we host private events and I'll share all news and updates with clients through this platform. My email and phone number will be shared at the end of this webinar as Bill mentioned earlier. If you have any questions, please reach out to me. My main mission is to serve you as a consultant. I love my job and I'm looking forward to working with each and every one of you.

8:07

Next up is going to be Prashant, Prashant runs our operations and Technical Services Department and he's going to talk to everyone a bit about his role in business process Improvement automation Prashant. Take it away.

8:25

Thank You Caroline, Prashant are you with us? I've already made one mistake. Don't make me make two mistakes today. Hold on one second. Here we go. Hold on.

8:38

Here we go Prashant. I fixed it, you're on. Thank you, Bill. Thank you, Caroline.

8:44

Hi everyone. I'm Prashant Saini. I lead Cedar Creek’s operation and Technical Services team. My team is engaged with every project and every Cedar Creek customer our team includes project managers, data analysts, and integration managers. We all work closely with our customers in every aspect of their Cedar Creek products and services from contract to 90 days post project. We are the team that helps Define and refine

9:13

all business process Improvement automation Initiative for all of our customers. We are actively engaged from early discussion and transition management to training and deployment. We are committed to deliver the desired outcome for all of our customers. Our team is committed to deliver PPI automation with the highest standard to satisfy our customers. That is Cedar Creek’s key differentiator.

9:42

There are multiple benefits from BPI automation as you will hear in this presentation. A roadmap of BPI automation will providea total cost control solution. Let me turn this back to Bill. If you have any questions for me, I am more than happy to address them via chat or at the conclusion of today's presentation.

10:06

Thank you for sharing, I really appreciate that. I think as everybody can tell from listening to Prashant and Caroline that we are focused on the future and that's what this session is about. The slide you've seen in front of you is the foundation of our theme today. It's clear that a lot of clubs are very happy to just recover and go back to how things were before crisis mode. Those clubs are ones that were outperforming the rest of the industry that have long

10:38

lines of people ready to become club members, they're retaining their membership and they are financially healthy. There are a number of other clubs that don't quite fit all of that that are looking for ways to improve their operations in order to free up both human and financial capital to make investments in their membership facing initiatives.

11:04

It's a fact - we all know this is a fact that your sales, your customer acquisition, has to be high and your retention has to be low and that's not an accident. That depends on your product. It depends on your services. What business process improvements can deliver to clubs is the ability to reallocate human capital and economic capital to those specific initiatives.

11:31

When we talk about a traditional recovery, to me the greatest analogy is that if you have a broken arm, you go to the doctor your arm is set and fixed and Recovery means that you can use your arm to the same degree that you did before the operation. If we're talking about renewal, we're talking about something much greater. We're talking about creating processes that are better than that will ready you for our next financial, again not health,

12:01

But our next financial crisis. The Health crisis is a thing in itself and it's certainly something we hope never again to see in our lifetime, but we can count that there will be another economic downturn and our position is that we're trying to ready clubs for that event. I mentioned to you before that we were talking about six specific processes that every Club in America is engaged in, specifically Supply Chain management

12:31
and procurement process, beverage management and inventory process, invoice management and invoice payment processes, labor scheduling process, and lastly cyber protection process. I mentioned these earlier and I mentioned them again and now we're going to get into each and every one of these sessions. Let's start with supply chain. A lot of people don't use the word Supply Chain
13:00
for Hospitality. They don't use it for clubs. They don't use it for anything aside from large manufacturing, but that's not exactly accurate. Every single person on this call is responsible for supply chain in one way or another.
13:21
Supply chain, simply put, is who you buy from, what you buy and what you pay. It sounds so simple. It isn't a process that takes place 365 days a year, 366 this year. It's a process that takes place every single day and it's a process that almost every single club would benefit from some automation.
13:46
Now we have a GPO, group purchasing organization, that we have selected that we believe is best suited for the club industry and that is Entegra, but that's not necessarily true for every Club. Some clubs use Club procure, some clubs use Avendra, there's three or four or five major GPOs, Aramark and Sodexo. The reason I mention it is that we align with all of them.
14:15
Okay, we align with all of them. But in a process Improvement, my recommendation is to find one that suits you best. It's about negotiated suppliers, products, and pricing. There is no quality depreciation. The idea that that if I buy from a company that it's going to depreciate my quality is just not accurate. You get to buy what you need to buy to run your Club the way that you need to run it.
14:44
There's a lot of supplies that you can buy through group purchasing relationship that will have a net result of savings that can be used elsewhere for your clubs. It also helps you to document your supply chain in order to manage your liability. By no means is this intended to be scary, but you should know that all of the suppliers that you're buying from are all licensed. They're all certified. They're all following statutory requirements.
15:15
All have insurance. This is what supply chain does and lastly when you're using supply chain, it delivers metrics. It delivers business intelligence that somebody at the club and somebody at the club management company can use in order to leverage better negotiated supplier programs. Now again, this sounds easy. It sounds like something that everybody is saying that they do to different degrees and you all are because it's a business process.
15:45
It’s when you combine the supply chain process to the procurement process. Now you have your whole process because procurement process means that you're now controlling how people are buying the products. Are they having sales people come into this store room with their clipboard? Are they making outbound phone calls? If somebody is just simply coming into the storeroom and doing the purchasing. What a procurement process does is that it helps a management company
16:15 or club owner or Club operator to control what it is that they're buying to make sure that you're driving compliance.
16:25
It also provides a high level of accountability and a significant reduction in over or under stock product positions. A good procurement automation solution will provide you with detailed budget information at the time that you're placing an order so that you will never be over budget without knowledge of it. This is what automation actually can do for you.
16:52
It improves efficiency. It improves quality consistency and it addresses cost and accountability. The net result is an improved business process using automation can reduce costs and can reduce time that can be best used elsewhere. A lot of people have already found out that by deploying these business process improvements, that they do have to have additional people.
17:22
We’re going to come to additional people. The bottom line here is that if I can reduce the amount of time that it takes to do some processes, I’m able to reallocate those resources to more beneficial uses. I have people that can do analysis for me that can help with procurement and Contracting.
17:46
This is a key area. The supply chain is the foundation of everything that is involved in a lot of these business processes.
17:59
The second area that we're going to talk about as far as a process is beverage management and inventory.
18:06
You all know that there are inventory processes that range from thumb to eyeball and spreadsheets all the way to electronic scanners that record what's being received.
18:21
The Delta between doing something manually and doing something using automation, the Delta between a current state and the future state, is significant. When we talk about beverage management process, it's all about a time and a cost reduction, again for reallocation. There are statutory compliance requirements, payment.
18:47
We work with a company called Fintech. Fintech is our partner. Many of you have heard of Fintech. In order to get the data, the payments convenience. We also have a relationship on procurement as you probably know with BirchStreet that helps in more efficient ordering. That's the procurement side through order guides.
19:08
Within Fintech we can take receiving that is recorded through FinTech and integrate it into inventory. This is just examples. This isn't a commercial, these are just examples of what you can do for automating your beverage management process and connecting it to your inventory process. Companies that are not using handheld scanners for transfers… Companies that are not taking advantage of the automation.
19:38
that exists to connect your ordering to your receiving to the incrementing of inventory in your platform to connect with consumption triggers like POS, create a gap between what could be and what is. That's why it is such a prime area to look at from a business process Improvement. It is control, control, and control. Understanding what goes into each one of these processes and making sure that you're doing the best that you can to lay it out on a road map. Is it this year? Is it a priority? Is it 3 years? Only the club in the management company can really determine that.
20:25
The next two areas that I'm going to talk about have everything to do with accounts payable.
20:33
Invoice management - the process of matching an invoice to an order and to a receiving ticket all ties in to invoice management or AP management. The accounts payable section is labor-intensive. Now the benefits of automating the invoice management part is you've got two parts. First of all, you have the three-way matching.
21:01
The three way matching ensures that you're getting compliance to your contracted price. I pay for what I order and I order for what I've contracted. If you're not using a business process Improvement that includes automation, this is a gap in your system. The invoice data ingestion is the one that is most interesting to me.
21:26
I would estimate that well over 90% of the clubs in the United States and that’s just an experiential anecdotal number, but well over 90% are still in putting invoices one at a time. Now, that's not necessarily a bad thing. Here's what the bad thing is, or here's where the opportunity is. The people that are being used to input the data
21:52
are some of the highest and most skilled people at a Club. You're taking these people that are in the accounting department. They are highly intelligent and highly trained. In baseball we call them the skilled players and we're using them to enter data into the computer one at a time. Now, it is true that some of the larger suppliers, US Foods, Sysco, Edward Don, etc. do provide their invoices to an EDI.
22:23
But the majority of invoices that are going to a club… 2000, 3000, 4000 a month are being sent by paper or email and somebody has to pick that up and input that data.
22:40
In order to improve this process, our recommendation is to explore different options including Outsourcing using a company to import your input data through a template with an automatic upload is more cost-effective than you can imagine and more importantly it allows that high skilled, trained person, that valued asset to do other things
23:10
that might help you in more and more of your strategic initiatives. When we think about invoice ingestion. Yes, it has to interface directly into procurement. Yes, it should input directly into your Club management system or your Erp and that technology that automation is readily available. Now before you can begin and say, “That's what I'm interested in” you have to do a little homework.
23:38
You have to find out how many invoices and how much time it's taking you and who's doing the data input and how important it is that will all come to when we talk about the roadmap. The second part about invoice processing is paying those invoices.
23:56
There's a couple of different models that are used when it comes to paying invoices.
24:03
If you have not initiated any Improvement automation or outsourcing, it means that somebody is running a payment file, they’re processing checks or paying through ACH or automatic payments. On the checks side, again I’ve seen properties with 2,000 or 3,000 checks a month and this will sound really silly but the checks are being printed, stapled to something, sent to somebody in an interoffice envelope with a little string tie sent around a couple days go to somebody who looks through it signs. It puts it back in an interoffice envelopes sends it back to the accounting department where it's folded and put it into an envelope with a stamp it on the nail. Now, I know that not all Clubs still do it that way, but I can tell you from experience.
24:52
I'm not too far off the mark for how it's done. The Ability to automate this process, the ability to outsource it to accompany that either pays all of your invoices or that pays a partial amount and generates funds back to you that you can use to fund the rest of the department or another initiative are two different ways of looking at this business process Improvement.
25:20
In any event, total cost Control process is what you need to be thinking about when you Start to think about business process Improvement Automation in the same way that you're thinking about how do I improve my Clubhouse over the next several years? What do I do to my parking lot? What do I do to my FF&E over a period of time? It has to be a planned out process based on priorities the same way that you treat your physical plants.
25:51
The next item is one that every club in the world does, every business in the world does, if you have any employees at all, which is labor and scheduling. Labor and scheduling is a little tricky , it’s just as tricky as anything in the club industry because each Club is different, but I can suggest or propose that if you were able to have your metrics your guidance to match up to your membership demands and your demographics, and this would be a guide to schedule
26:31
I would offer that they're very few clubs that could not save significant amounts of human capital by right-sizing their Staffing based upon their metrics, not our metrics because each Club is different - how many covers and what time of day and how many hours do I need for each of the positions is the basic premise of Labor Management and scheduling. It's a guide that delivers BI and it delivers reporting. It also allows employees access to the scheduling so that they can understand how the scheduling is taking place.
27:13
It takes forecasted covers, forecasted time blocks, catering events details right off of you. If you're beos your dining room turned your Lounge service takes everything into consideration. And then you as the club operator as Club management company assigned values based upon your specific club requirements so that you're not understaffed - never - and that you're not over staffed, ever.
27:42
The idea here is to right staff and then to use that savings for other strategic initiatives.
27:50
Is this critical? I think it's absolutely critical for every club in the world right size Staffing to eliminating overstaffing, supporting BPI Initiative for total cost control savings.
28:08
The last process to speak about during this session is Cyber protection. Generally we don’t look at Cyber protection as a process but it is. It absolutely is. If it's not a process today, that's your first step in this. If you just simply every now and then or you've got an in-house IT person who tests vulnerability and you don't have a written process... you don't have a written procedure. I strongly suggest that you get one.
28:37
It is a top priority.
28:40
The Cyber protection process for everything that you read, you know a lot about this. I'm sure that everybody on this call is knowledgeable about the need for it. Cyber BPI automation protects the liability in the exposure of all of your board members and your executive team, which is significant. It protects the exposure of liability to your board members and your executive team.
29:08
You have to be looking at the vulnerability through a penetration testing in order to really see whether or not your systems, the Integrity of your membership, their password protection, their financial data, access to your financial files. You have to make sure it's all secure. A lot of people don't necessarily understand that most attacks are done internally. Okay most attacks still today
29:40
are done because an employee opens up a document that allows somebody to phish and hold you hostage. Think about your members. Think about protecting the Integrity of your membership privacy, and you'll understand the importance to document a process. And if you have a process, talk about improving it. Contracting with the right company to conduct the penetration testing, provide remediation reporting,
30:11
document everything that you're doing for protection, but most importantly, aside from CYA portion of this most importantly is protecting the Integrity of your membership data, you membership personal data. I can't think of anything more critical to a club than protecting Privacy Information for its members. Those are the processes
30:38
that I would consider that every Club should take a look at and put onto a road map a three or five-year roadmap so that they can begin to address it in the best possible way based upon their priorities. We look at a three-year map and this is what it generally entails. It entails looking at it, analyzing, developing Solutions, Etc. So let's let's go through these seven critical steps one at a time.
31:09
So that you could begin to understand that this is not a Monumental task. This is a task
31:17
that should be driven from the board down or from the executive team up. Now following this call, I mentioned that we would have Outreach to every participant on the call. Our sales Consultants will help you to put these to help you to prioritize when you think that these would best be suited for your club based upon your individual priority.
31:44
Caroline as the relationship manager will reach out to every customer to make sure that they understand and that they're able to provide a roadmap. I cannot overemphasize the importance of a roadmap approach to BPI automation. First identify the process and prioritize.
32:03
If you look at the processes that identified before you should be able to rank them relatively easily based upon the way that you would like to see the Future. There's nobody on this call that doesn't have the depth immediately to look at that list and say this is the one that I would benefit from the most. If I was to prioritize, this would be my priority. Okay, everybody has that knowledge. Everybody has that depth, but in developing the plan, it’'s essential that you develop your prioritization.
32:39
Once you prioritize it instinctively now, we have to get into a little bit of the analysis to validate that the right priority conducting in-depth analyses of the process is essential for their Improvement.We’ve got to process mapping, approval routing, and time cost outcomes. Got to put everything together in this is what's most important.
33:08
Is it a process in and of itself. Vendors and research internal team assignments and external resources all need to be involved. This is not a one-person show. I would discourage you from sitting down and saying this is it. This is my priority without engaging all of the stakeholders because frequently through my experience there's a lot that the stakeholders know and there's a lot that vendors know. So let's take a look at what your current state is
33:38
in order to determine what the future State could look like and how that future State could allow you to reallocate Your human and your Financial Capital. The next steps Solutions and vendors.
33:56
Looking at you over vendors, Cedar Creek or any of the other numerous vendors that are out there. We are stakeholders. We're participants. This is collaborative. This is mutual.
34:11
Use the vendors to help you to determine what is going to be best for you. Most of the time previous experience from your internal teams will help you. Your internal teams have had a lot of experience with different systems, different processes. Engage them using best in Industry vendors that are connected to your industry, that understand your industry, that understand the business process,
34:40
that work with partners that have deep, deep substance will help you to conduct discovery of the different solutions and suppliers that are out there.
34:53
The next item, the next part of developing a roadmap is selecting the vendor. Don’t do this after talking to one vendor. Talk to the best in class and listen and learn what they have to do because where the vendor selection will play a large role in a roadmap is how each one of these components get connected to one another. I can't tell you the amount of companies that I've helped to unravel
35:22
haphazard vendor selection. I've got A company doing this and B company for that and C for that. I've got all these different pieces that don't get connected, that don't talk to each other and then a company comes in that uses a Marketplace approach and the light bulb goes off and says this is where they need to be. They need to be in one place.
35:45
So while pricing is a component, always, buying the least expensive or the most expensive is not going to be an indicator of success. That I can promise you. Okay? I think that everybody would agree in people are probably saying, “Yeah, I know that. Move on.” The fact is you've got some really powerful statements. Pricing is a component. It is not the determining factor in selecting the best vendor for yourself.
36:16
Transition planning. I think perhaps the biggest BPI for CedarCreek would be transition planning. We began to understand that the success.
36:32
To failure line, where we would consider success or failure, depended a large part in large part on how well the transitions took place. All of our staff are now trained, not certified but they are trained in the transition management scientific study. It's not a waste of time.
37:01
It's not a waste of Money. All of the stakeholders that are engaged in a process are not engaged from early stages through to actually gain traction. Then there will be failures in the system. If the people that are doing the listing of the property have not been engaged with the Strategic reasoning behind an initiative
37:26
then the transition will be very difficult. Transition is more than a 90 day program. Transition is collaboration. If I could put collaboration and transition into one word, I would use that. It involves everything. One of the expressions that we use is that the beginning of a new process represents the end of an old process.
37:52
Well, that sounds simple. It's not. If I ask somebody to use an automation system for purchasing, it means it's ending the relationship of the sales person coming into the door to write their order. This first step in transition represents the highest period of time for employee fitness, employee voluntary and involuntary termination, and workman's comp claims.
38:22
Fact, that first period of transition when you come in and you give everybody heartburn because they have to do things differently today represents the biggest single time of employee absenteeism, workman's comp, voluntary and involuntary terminations.
38:41
How to avoid it - engage people from the beginning. Transition planning happens to be something that we consider ourselves expert in. This has to Part of your business process Improvement automation roadmap for everything that you're trying to improve.
39:03
Now how does that affect the deployment - which is obviously after you've contracted, you’ve moved forward, you have the time… Understand that deployment is a process. A lot of people, clubs, you name it, and a lot of businesses believe that when they sign the contract, the next day the deployment is done. They have this unrealistic idea of how deployment is done. Deployment is also collaborative. It's a stage that the transition plan
39:32
serves. This is where anything that you have not done properly is going to come up with a crack. So while you're putting together your plan, make sure that you've got the appropriate timeline for the information gathering, the transition plan gathering, and what your expectations are for a 60 to 90-day post go live support that includes successful deployment.
40:00
Successful deployment is the outcome, it's the result of planning and execution. It's not an accident. It's not a plug-in play for the most part. It's a business process Improvement that requires collaboration, planning and executing.
40:18
Lastly, measure and modify continual Improvement.
40:21
We all learned this for years and years. For business operations continued improvements. What were your objectives? Are you accomplishing your objectives? How did we measure? How do we evaluate? For every single business process Improvement plan, you need to have a review period that takes place annually. Is this working? Is this optimal? Are we following through? What can we do to make it better because it's an evolution?
40:53
Again, it's not a One-Shot deal. You need to be viewing the story of your plan so that you can put back at it and say, “Boy, we are better than we were three years ago.”
41:09
Unfulfilled objectives can have tons of causes but you need a plan. I think that everybody on this call would certainly understand the concept of plan your work and work your plan. It's the same way with this either outcome. It's the same identical thing isn't enough. As I go to my last slide, my summary slide, my last piece on here. We will see if there's any questions.
41:37
My chat wasn't working last time. I hope that it is now.
41:42
Nobody's chatted. Nobody's got their hands up. The next thing is that will take place though. Is that next week, everybody that's on this call will be asked for their feedback. Please give it. They'll also be asked whether or not they would like to arrange a meeting with myself or with Nicholas and their sales consultants and their relationship manager to just have a private one-on-one
42:11
conversation about what this can do for their club with their management company. I think that it's a critical time for us. Going back to the initial premise of renewal versus recover, we're all going to be buried in the reopening of our businesses and reopening our clubs. I hope that some of them resonated with new enough for you to take back to your boards and back to your executive teams and say, you know what? Let's start talking.
42:41
Talking about how we can prioritize to free up the most skilled people on the probably the most skilled highly paid people on the property. How to free up the cost that we wasted. How to manage our assets better to free up the value of our beverage and food inventories so that we can start to align and prepare ourselves to be better.
43:11
So, I just want to thank everybody that was on the call today. Another good turnout. My name is Bill Hirsch again. You can see it at the bottom Bhirsch@cedarcreeksystems.com. You can see Caroline's at the bottom. You can see Prashant's at the bottom. Leave that screen up. I would encourage you to please call or email and let me know a feedback from this meeting and how we can help you.
43:40
Thank you very much. I want to thank our partners for being on the call with us today. And I look forward to hearing back from all of you. Any questions - you can chat. Last chance to chat.
43:54
If it works. Last week, it didn't work. I have no reason to believe it will work this time, but you never know.
44:01
Well, thank you all for joining today, and I look forward to working more with our customers and partners. Thank you very much. Bye bye.