Transcript for "Workday GO in Practice: An HR Leader's View": Spirit is the leading provider of integrated risk management software and data. It's about ensuring that people are safe, the planet is sustainable, and that companies are productive. We are 1,300 colleagues located in 21 countries, and we are across 14 different time zones. We're here to prepare the organization for what's coming. We are a company that is growing organically, geographically, and through acquisition. We had fragmented systems. We needed a tool to be able to take us to scale and have a single source of truth. Implementing Workday was the key to giving us a resource that would allow us to scale with the growth of our organization. With Workday Go, we were able to go live in five months, which enabled us to completely migrate our human capital management system into Workday and communicate it out to our colleagues with ease. It gives us that central point for core human resource information. We're not focused on the minute details of trying to track payroll changes through Excel spreadsheets. We've got those business processes solved, and those are going through workflows. We deployed Workday Health in under sixty days, and we were able to realize a 45% year over year reduction of tickets created. And it really reinvented the front door of HR for support instead of a more antiquated process where we would be fielding so many questions. It frees HR up to give more high value added services to the organization. We're excited about Workday Illuminate's advancements and support through AI, and we're looking forward to empowering all our colleagues with information at the right time in the right place. When I reflect on how we've utilized Workday to date, it's been a remarkable HR transformation. And looking forward, we prioritize our Workday partnership each and every day. Welcome to looking forward with Workday, Workday go in practice. Before we begin, just a few housekeeping items. This is our product statement. Please note that all products mentioned in this webinar that are forward looking will be covered by this product statement. Now let's cover some housekeeping items for today's session. If you would like to request a personalized demo, simply click book a demo at the top right corner of the page. For any questions or technical assistance, please use the q and a tab. Now if you'd like to do a download or any... If you would like to download any relevant resources, please select docs on the right hand side of your screen. Also, this webinar is being recorded, and a link will be emailed to you twenty four hours after the session concludes. I am delighted to introduce our speakers for today. I'm Jess O'Reilly, general manager for the ASEAN region here at Workday, and I'm also very pleased to have Sara McKenzie with us, the global head of people and culture at Saison International. Now before we get into the conversation, we wanna share why we are so excited about Workday Go. Most customers that I've talked to that are a lean sized organization rely on multiple fragmented systems to operate or sometimes no systems at all. That fragmented back office tech stack creates risk, high maintenance costs, and unclean data that un... That really hinders AI adoption and operational excellence. Workday Go solves this problem. So what exactly is Workday Go? At its core, Workday Go provides the same trusted Workday, HR, payroll, finance, and AI solutions, but in a simplified package specifically tailored for organizations with under three and a half thousand employees. It's important to clarify that this is the same powerful Workday platform used by thousands, not a separate solution or a light version. We've simply packaged the software with deployment services using HCM and financial management best practices to ensure you go live with confidence and much lower risk. Finally, Workday Go is an AI assisted solution. It's designed to support lean teams by automating routine, manual tasks, allowing your team to focus on the more strategic work. With AI that understands your business rules and guided services to support your implementation, Workday Go helps you achieve faster time to value. Now to help you further understand, here's a really quick video on what a day in the life for organizations with team... Lean teams looks like. It's a new day for HR finance leaders. Our AI handles routine tasks while following your rules so your teams can focus on the work that matters most Because work shouldn't feel complicated, and with Workday by your side, it doesn't. Answering questions and fulfilling requests can slow you down. With the self-service agent, tickets don't pile up. If an employee asks about a pay stub or a leave of absence, the agent helps them find what they need to take action. Results right away. No ticket required. Now, to focus on your team. Workday helps you spot skills gaps and compare global labor costs. Because your people and financial data live in one place, you can see what a new hire would mean for your budget, then extend an offer to your top candidate. Finance runs better too. You can see the full financial picture, then see what's behind any number. Expenses are easy. Employees submit receipts from their phone, and there's less paperwork for everyone. Now to add new flexible work arrangements the business requested. Workday makes it simple. The same AI deployment agent that helped you go live right the first time helps you make the changes you need when you need them. And when your teams call it a day, Workday does it. Trusted AI follows your rules and keeps working around the clock on one trusted foundation with one set of numbers so you can make decisions with confidence. This is your HR in finance, simplified. So, Sarah, you've worked in large organizations and now lead people and culture at Saison International. What changes when you move from large enterprises to something that's more lean, and maybe you got a little bit more flexibility in how you approach things? Jess, thanks very much. And, first of all, thank you for the opportunity to speak with you today. Yeah. It's a really great question because I I... I've gone from an organization, you know, back in the day when I was working for Johnson and Johnson, about a 140,000 odd employees, down to today, you know, the area of focus that I have for for our global organization across Brazil, Mexico, Singapore, India, and we've got some presence in in France. Like, it's a much smaller team, so we're looking at about 2,000 headcount. This is a 140,000. So you can imagine, you know, when you're when you're a large organization, you will have a lot of process and governance, and you'll also have a lot of systems and centers of excellence. And things are really quite well established. Mhmm. And people understand the rules of the road in terms of how to operate. The organization I'm with today is very much a start up culture. It's backed by a a a 75 year old Japanese, non banking financial company, which is Credit Suisse on Japan, very well known brand in Japan. But here in in Singapore as the global headquarters outside of Japan, it's a far more agile. So, a far more agile organization. So we have to think about what are the minimum structures we need to have in place in order for us to move and move quickly. Mhmm. We've grown our India business from literally, like, a handful of people five, six years ago to, over, you know, 1,500 employees in India alone. It means it ranked 38 out of 9,000 MBFCs in India. So we've grown very, very quickly, but it's been achieved through being very agile. Mhmm. So agility is key and then starting to understand what do we need to put in place in order to continue that level and speed of growth. And so when you first started in this role, what what existed? What did you have to work with? And what's been the journey so far? It's so funny you say that because I I can remember literally asking someone in my first couple of weeks. I said, can you share with me, like, a a global headcount report? And the person turned around to me and said, the last time we collected it was in September, so let me come back to you in a few days. They went away, and they went around and and reached out to a few people. And then I got an Excel spreadsheet that came back to me literally two weeks later. Oh my god. Said, you know, here's all you... And and then I asked the team, how do we manage the global head? What do you mean manage? So there was literally nothing. It was Excel spreadsheet Wow. Collected from multiple entities, with no consistency in terms of what data was on that spreadsheet unless we specifically asked for it. So I'm not gonna ask you about, like, performance management, succession planning because just even a global headcount was a was a challenge. Wow. Yeah. Yeah. Yeah. Yeah. Yeah. I was gonna say a far more complex spreadsheet and answer the performance management question. Yeah. Yeah. Exactly. Yeah. Yeah. Very Wow. Very, very different. So when you walk into that environment with all of that amazing background that you have of, you know, the governance and just the operating models from your j and j experience, your Dyson experience, what would you say are the kind of the first three fundamentals that you go, okay. We wanna be agile, and we want all this leanness, but we need something in there, from a foundation perspective. Yeah. I I think you have to I think you have to take a couple of steps back and sort of say, well, so what's the objective? Like, what what do what do we want from that people and culture point of view? What is the business trying to achieve? So we... When I first started, it was very clear that we had these growth aspirations, this continued growth aspiration, taking, you know, the d n I... DNA of this amazing Japanese multinational called Saison Credit Saison and saying, how do we expand our footprint globally? Yeah. And how do we do it in a way that's, thoughtful and meaningful, but at the same time, builds on the, I guess, the track record we've started to create for ourselves? So when we looked at the the actual, you know, core values of the organization, one of the key things was around, entrepreneurial mindset, and that's a very important part of Saison's, organizational kind of culture. We want everybody to feel like they're an entrepreneur and that they have the ownership and right to drive and come up with projects and ideas and investment opportunities and really drive that. So that meant we really do wanna put a very bureaucratic system across everybody saying you must do this, this, and this. So we needed to sort of step back and say, okay. If that's the cultural aspiration and we wanna grow from a talent perspective, what do we need as a starting point? So we realized we wanted to, for example, have some global consistencies, and some of these global consistencies might be on culture and leadership. Yep. So it might be, what does good leadership look like? Yeah. It might be, how do we measure what good leadership looks like? It might be what does good performance look like because our employees wanna grow and and learn and improve and be developed. Like, those things remain true. Yeah. Okay. So in order to do that, we probably need some sort of foundation of what does good performance look like, a performance management system. Mhmm. Right? A consistent set of leadership behaviors, a consistent understanding of what the levels in the organization looks like, and for God's sake, something that's other than a spreadsheet. Right? Like, a way of actually understanding Yeah. Who our people are. Yeah. Because, ultimately, we wanna create global experiences for this wonderful talent, you know, whether they're moving from India to Brazil Yeah. Or Mexico to Singapore. Mhmm. But we can't do that unless we understand information about them and who they are and what their dreams and hopes are. Yeah. So I think those having a viewpoint of that as a starting point then meant we could take a few steps back and say, okay. Let's start with the basic building blocks. And that means we need some kind of system that brings that talent ecosystem together Yeah. And enables us to manage those processes within it. Us. Beautiful. I love that. And I I love that you've used the word agility a lot in entrepreneurial nature. So I guess that then probably brings us to how you made decisions on what that foundation would be. So I think this is probably, what, about two years ago now. Yeah. So, yeah, do you wanna just share with us a bit about your considerations as you looked at the technology landscape and, yeah, first first perceptions of, Workday Go as well? Yeah. Yeah. So it was quite funny because, I had previously spoken to the team about, you know, have they considered different systems. And because our our team at the time when I first started, they were really kind of operating very much in independent markets. Mhmm. And that's kind of been part of the strategy, which is to embed some amazing talent in a particular market and say, okay. Off it. Use the expression. Go. Right? We didn't even plan that. Didn't plan that. Right? But go go go out and find the opportunities and grow the business. Go. So, really, there was a lot of sort of siloed thinking, in the organization at the time. So the opportunity really was to take a step back and say, okay. Have we explored an HRIS system? And the the team had approached different vendors and said, oh, we've got 25 people in Singapore. Like, would you be able to... And, of course, they they weren't thinking about the economies of scale. Mhmm. So it was a very different conversation. I reached out to Ryan on your team, and and I said, look. I know we may be a very small organization. But, you know, when I first started, the the India team had already said we urgently need an HRIS system, and we've got a much smaller headcount outside of India. So I I said to the CEO, this is our opportunity really to have a global platform and build the foundation in place. And at the time, there was some exploration of other vendor providers, that the India team were looking at. But one of the things that was very clear to me Mhmm. Is that there are multiple reasons why you would wanna invest in a high quality premium in my mind Mhmm. Product if some sort of, arrangement can be made that it would be cost effective. Yeah. Yeah. And so they were the two things I was thinking about. Mhmm. We're a small organization. We don't have the budget of these Fortune 100 and Yeah. And c's. So what can we do? And the the two things that were, well, the two two or three things that were of good... Key concern for me, a, was security. Yeah. Because employee data, people data is incredibly precious. Oh, yeah. And we have to protect it. And so we can't just use any system of the state that hasn't been tested, right, that doesn't have, the footprint and the heritage that demonstrates that they've been successful for a long period of time. Yeah. It was something that was making me feel a little nervous. Like, what system could we potentially access? The second thing, was also... You know, affordability, obviously, was another thing. But the third thing was if we can give our HR folk Mhmm. Right, the experience of an implementation of a system like Workday. That's an amazing thing for HR professionals to put on their resume. Yeah. That's a great way of looking at it. It's a great development opportunity from HR professional perspective as well. The other thing was obviously global footprint in terms of we were in some unusual markets, not just Singapore and India and Japan. And Japan, our, a parent company, but also, you know, pretty much leaves us independently to manage outside of Japan on, our own. They were very curious to understand what talent management system we might be considering. So they've actually approached us now and said, now that you've chosen Workday, we'd really like to to to come on-site. And that was also another one of the influencing points when we looked at the different options, I said, okay. What is a system that if we pull our combined employee headcount together, which today is around 7,000, if we pull everything together, what potentially would be the best platform to use? And, of course, you know, Ryan and I had great conversations. He was able to say, well, maybe there is something that we can do to support you as you grow your organization Amazing. Along with Workday. I I love the marketers at Workday. They come up with some fantastic ideas. And when it comes to Workday Go, the thing that's always resonated with me is this concept of your forever platform. I eat my own... Drink my own champagne, though. So I wanted to get your perspective, like, as a HR professional, How real is that concept of a forever platform when you're growing and evolving? You know, you've got divestitures. You've got acquisitions, mergers. There's so much that happens in organizations over time. And in my opinion, the last thing you wanna do once you've done the implementation is to have to, you know, rip a system out, put a new one in. I think where your energy should be is evolving a system as you evolve. So what does a forever platform mean to you? Do you think there's some... Something there, or am I just drinking my own champagne too much? No. Look. I I couldn't agree with you more, and I think it's really funny. We're going on a journey at the moment with our technology systems, actually. So, again, we... You know, because of this startup culture, we we picked a Gmail environment and Microsoft environment, and we picked a number of different platforms. Yeah. And and one of the things the CEO has said to our our team is, like, I wish I'd actually just picked one platform at the beginning Yeah. Because it would have been much easier because now we're kind of in this... You know, this country wants to use this, and this country wants to use that, but we can't. So in actual fact, you know, we've got the real lived experience within our organization. But I absolutely think, you know, if we start this as the base point, right, this enables us to very easily, to your point, integrate new organizations in because we know what they're integrating into. Yeah. I I I think also for us, it was around... You know, we we launched our first, you know, performance management approach, performance management global cycle. We are in the process of launching a global compensation approach. Right? Yeah. All of these things that we're slowly building in our HR strategy and our HR road map, they are things that we will then start to evolve Workday to support those, you know, steps forward as we go. And I think that's the ideal solution for us because we're not ready to use the advanced module, the advanced conversation module yet. But when we do wanna use there. Then then we have it be... We can turn it on. Right? Yeah. And then do that implementation at that time. But it doesn't make sense for us to be too overly focused with that at the moment. We we needed to focus on, okay, let's create a job architecture and make sure that there's consistency globally in terms of how we level our employees and then build the next step from that. Lay on to that. Yeah. I I think it... It's a... I I am very relieved now that we're not on spreadsheets anymore, but it's also... It's it's proven itself in multiple different ways. People ask questions. You know, we're organizing a seventy fifth anniversary event in Japan, and and, you know, head of communications is like, can you tell me how many employees are blah... And I was like, let me just run one report. And then rather than waiting three weeks Yeah. Or whether somebody's trying to find somebody, you know, in the organization. When our tech ecosystem isn't connected, they initially find somebody's email through Workday Yeah. Which is crazy thing Workday is actually operating as our That core system was there for us. So... Yeah. So Yeah. And I love what you say. Like, I think in the decision making process, it's that security governance area. It's the how do we scale with the global operations that are today but will be... But I loved your middle point around, like, this is a tool that'll help to uplevel my people as well. Like, that's something we should be thinking about as leaders. So you've made the decision. The next step of that is the implementation piece, right, which in my opinion, I think we talked about this before. Like, sometimes implementation is about going slow to then be able to go fast. Yeah. You're now through that big cycle. Do you wanna just share a little bit about your experiences, your learnings when it comes to decision made implementation time? Yeah. I I... And, again, like, I think if it's... But I... And I've spoken to a few people actually in in the HR community around their experience and and, you know, have... Whether they'd had separate tenants for some of their subsidiaries or one global tenant and how do they approach it. But I... I'm kind of relieved that we went through the pain point because we went through a bit of a pain point at the beginning, which is not necessarily anything to do with Workday or the implementation partner, but I did remember there was something about job architecture where, as a team, we would need to figure it out. Mhmm. So there was a lot of conversations around, okay, how do we create this framework, and why is this framework so important? Mhmm. And I'm glad we went through that process because now on on the other side of that, it's much easier to build, I I guess, change strategies around what you're trying to evolve, with that framework that underpins. I think, it's very easy to get caught up in the implementation process around trying to perfect something. And I think for us as an organization, and and I probably am speaking to a lot more small organizations when I say this, we still have a lot of stuff that's not quite clear. Like, we're still operating in a lot of gray. Right? It's not black and white. You know? This requires disapproval. So what Workday and the implementation forced us to do was to create some process. Mhmm. And so now we're on that journey to say, okay. Let's let's make sure we've mapped those processes now that we implemented them. Let's look at those maps and say, is that the right process? Mhmm. And so... And that's okay. Like, I think from from us, it's around, okay, let's do the bare minimum that we need to do. So this is the scrappy, agile Mhmm. Way, which is what our our partners were able to help us with. Mhmm. Get the system standing up. Yeah. Then say, okay. Now when I look at the, you know, many notifications on work day that hit my inbox, and I know how to put them into one folder, Now we look at, okay, what makes sense? Yeah. Okay. What what do we need to modify and streamline? And is that approval going to that person, that person, or that role, that role? Does that make sense? Can we pull that back? And we we've made a few tweaks on our performance management cycle, and we'll continue to do that. Yeah. That's the, I think, the key part of the implementation. Yeah. And I feel like we've moved from a technology perspective. Like, gone are the days where everything's hard coded and customized, and you can't pull things apart. You know, the the beauty of the technology landscape, particularly with AI, is we should be able to change a process or, you know, really fast track things when they move and evolve. And, I do believe a lot of people get caught in that perfection element implementation. So I love your story of just going, let's get the base foundation in and, you know, we can evolve if the process needs to be 10 steps, not 15. Let's reduce that over time. So Yeah. And that brings, I guess, me to my next question, which is, like, business value, time to value. I sometimes see organizations make mistakes where they they go for perfection, which means the path to value is so much longer. Mhmm. How how did you feel around being able to make those decisions fast and get the foundation in? Did you feel like your story of business value to your executive committee was easier to do because of that, or what was that whole, you know, proof of value conversation like? Yeah. I I think we're... Like, that's where it's... I was, I think, very lucky in our organization. Our CEO very much champions this mindset of, build the beta version. Don't try and build the... Like, like, we're always testing. Testing. Testing. Testing. And so you can never go to a a leadership team meeting and say, I'm sorry. It's not perfect. That... It doesn't matter. Yeah. Like, the the the focus is let's try it and see how we go. Yeah. Right? And I think that's the difference between, you know, when you're working for, you know, the large scale multinationals. It's like, okay. But we could perfect it a little bit more this way and do this, and we might need to delay the launch by another couple of months. Yeah. No. It's like, no. No. Let... Let's go, and it doesn't have to be perfect. And it... It's a we'll forgive, and we'll figure it out together Yeah. Sort of mindset. Right? Yeah. That's perfect. So, again, like, I think we are still going through a lot of the iterate... Iterative process. And that's fine because it also enables us to have... Having that iterative process means we'll always be able to, you know, improve Mhmm. What we're doing and and, you know, we just launched our leadership behaviors this year. Okay. And and it was only... It was about three... Two two months ago, actually. And this leadership behaviors, we're now asking all of the senior leaders to have a leadership goal. And in that process, we're changing the performance management system. Right. So we're changing... Okay. Maybe we don't need milestones as part of the goals and subgoals. We can eliminate that. So how do we create that leadership goal aspect as part of the Workday framework? Love that. Yeah. It's such a good example as well of, like, once you've got the foundation, your evolution builds on top. Yeah. How how does that actually tactically or practically work in your team from a... Just an operational perspective? Do you, now have a team that can... Once you've ideated what that looks like, they can go and build it in in the system, or do you rely on partners? Like, what's the kind of Yeah. Practical development of this evolution as you keep going? Yeah. It's it's actually been a very interesting journey for us also. We... So we started realizing that there was gonna definitely need to be a a core team that was gonna help, you know, make sure that... You know, because it's it's not always gonna be perfect where you have data that's coming in that maybe is missing elements. And so we need to have a a a team that's gonna not only manage design and implementation of modifications to Workday, but also the governance of the system. Yeah. And so we started identifying early on that like, a a digital, HR operations leader was going to be needed, and I was very excited. We had a... One of our organizations was closing down, and so we looked at talent from within that pool that actually could step up into this role. And we've got an amazing leader by name, Disha, who's heading that part of the HR centers of excellence. And, we've built a small team based in in Bangalore and, and a a lovely guy called Ketan who joins us with a lot of workday experience. So we're now, again, using that team to start to define, okay, what what do we need to, I guess, govern on a a monthly basis? What what do we wanna test the data on and make sure that we're seeing high quality data, and accuracy and, and timeliness of of changes that are being made. We also used, through recommendations, a number of contractors that we transitioned. So as we... Hi. I can see you brought them in. Yeah. Yeah. And we had EzyCloud. I think EzyCloud is our partners who did a great job and, explained to us that we'd probably need support through that implementation of hypercare period. Yeah. So we had a few contractors that came and joined us through that journey. And now we're continuously evolving and saying, okay. So what does that team need to look like? And we need to now pivot that to being more permanent headcount that's gonna continue to build, with us and help maintain the the platform for us. Okay. Yeah. I I think every HR leader's goal is to elevate from, you know, the transactional administrative duties of HR to that strategic business partner. I don't know if that's a Nirvana state that you can actually get to or whether, you know, it feels like that's just, could be something with with the strategy that you've deployed. So when you think about this, where you started from with the spreadsheets and where you are now, and not to say we're ever at the top of Everest, but I think we get closer and closer, How would you talk about how the system has helped to elevate that team that you have and the engagements you have with the business? Oh, yeah. It's completely, completely different. And and mind you, like, I I I... And I joked, you know, previously about on a scale of one to five with zero to five. I joked. I think we're still in the early stages. But even saying that, there there is a there's a huge difference between where we were and where we are, and we continue to make really big strides in terms of what we're implementing. I I think one of the key things is that we will look to, start to be far more insight driven because we actually have data. Mhmm. And, historically, we didn't have any data. Yeah. Right? And so there was zero insights we could offer the business around what was happening with our people. Right? Now we have this... A global platform, and we're still on a on a journey to make sure we're getting rich data Yeah. From our employees into the the system, but certainly after first performance cycle Would've been was a huge milestone. Was a huge milestone. As I said, like, you should've seen a spreadsheet that was working on before. But... So that was a huge milestone. So that rich data is fantastic, which means we can have rich insights. That's changing the capabilities that are needed for the HR team. So immediately, as opposed to being very sort of transactionally execution focused team, they're now having to use and understand how to use that data to provide insights in terms of what's going on. Nice. And that's incredibly powerful. So that's the journey as well that we're we're on. We're talking about, you know, now we've built this team, as I I mentioned before, with the the the digital HR operations focus. We're we're talking about having, you know, an employee dashboard, like a talent dashboard Yeah. That we'll be able to present to the exec... Now for large organizations, large multinationals, they're like like, duh, like, what's he... But for small scrappy organization that's, you know, holding from ground up, you know, our CEO was sitting in Starbucks, you know, nine nine... Nineteen years ago, like, starting the company Yeah. On his own with a laptop. So Amazing. From us to go from there to not having a system to now we're starting to think about how do we build these capabilities from a analytics and insights perspective is very exciting. And it's exciting from a... Again, developing the HR talent. Yeah. Yeah. Yeah. Yeah. I feel like, one of the things you shared is that the lean team, but with the global perspective. And I think that's only gonna consistently grow because you guys are so entrepreneurial. Yeah. We talked to a lot of HR leaders around, like, when you see your people data, the mobility capability... Like, the mobility opportunity is huge. Yeah. I know that's a big thing for you. Like, how have you seen that, you know, change now that you've got a lot more perspective on your people data? Yeah. So I think, again, like, we're still at the beginning stages of that. I think there's gonna be... You know, I'm excited to be able to stop looking when I'm trying to, you know, understand talent profiles that I don't have to go to LinkedIn to look at them. I can start looking at workdays there. But, but I think what's exciting is that, again, we have an organization that's got so many opportunities internationally, for example. Yeah. And so whether we we need somebody who's gonna help us in Mexico or or somebody... You know, if we're looking to build out, you know, opportunities in Europe one day, the ability to turn around and say... And we've got a few, talent that have moved from locations like, you know, Brazil and Mexico to Singapore. We've got another two ton that have come from India recently this year Yeah. To to Singapore. So, again, actually being able to showcase those opportunities so employees have visibility of those opportunities that are circulating and also to express their dreams and aspirations for that movement, whether it's... You know, I'd I'd be open for a short term assignment or a long term assignment. Historically, we would not have visibility to that. Very cool. And that's a very exciting to do. Man, I'm so proud of what you've achieved, but I feel like there's still a lot ahead of you. How would you, like, define what's those kind of next big big rocks as you evolve that Workday growth strategy? Yeah. Interestingly enough, we had a a call on, again, with one of your team the other day just to talk about that exact point. I think, we are now looking at, you know, what's... We're having this kind of visioning session with the team, and this is across the entire leadership team looking at what might we look like in ten years' time as an organization. And Wow. Is that a scary or exciting bit of both? That's a bit of both. There's so many unknowns, but, like, well, what could a dream look like? I think Yeah. Which is... You know, it goes back to our our vision statement of creating opportunities and enabling dreams. Right? So we're looking at what a dream could look like and then to bring us back and say, okay. What's our midterm business plan? So we're now thinking about, okay. In three to five years' time, what would we need, as an organization? And as a very simple example, you know, in the last two years, we we started with, you know, a few market heads of... In HR. And now... And then I joined the team in two years ago. Now we have three centers of excellence. So we have our awards head, it was talent head, as well as the operations, head. I think in three three to five years, we must... We'll start to think about compensation and deepening our compensation expertise. So maybe that advanced compensation module will start to make sense. We'll start to think what are the longer term incentives we we we wanna think about. We will start thinking about how do we define, talent movement in the organization, and how do we incentivize it but also give visibility to it. We're starting to look at, you know, more evolved enterprise learning and development. Right? So what are our compulsory courses? Right? Like Nice. What does that look like? How do we create consistency in a a global code of conduct and build those foundation pieces into Workday. So there's so many things. Mhmm. We're now looking at, you know... And talking to Phoebe about as well as, you know, advanced compensation and and all of these other different components, which means when we've built those building blocks, you know, over the next three years, just layer it. We can layer it, and then AI will be able to help us, you know, because we'll have a far more, sophisticated, clearly mapped out, you know, sort of HR infrastructure in place. Yeah. Wow. The future's bright. I'm excited for you. So if we think about Rewind, you're in the shoes of a CIO, CHRO, CTO who's got this big decision to make where you were two years ago. What advice would you give any of these people? Yeah. I think the first thing is, like, don't assume that, Workday isn't an option. I think a lot of them think that, oh god. You know, it's like they're only serving the Fortune 100 or Fortune 500, companies, and we're too small, it doesn't make sense. I I would absolutely reach out and have a conversation because I think, you know, even if you're small but your growth plans are in place to to have a a a reasonable sized organization, That Workday is a wonderful foundation block. And I and I... As I said to the team as we're going through the implementation process, the system has been used by thousands and thousands of customers. They... You know, the the system has been designed to accommodate various classic HR practices. Right? And my viewpoint is, like, we're not unique. The the the the people problems have always been the same people problems no matter where you go. Right? Yeah. The people challenges, the people opportunities are the same. Growth, development, learning. Yeah. Right? And and so a platform that enables that that understands that customer base is is something that you always want to sort of move towards. I think, you know, security, like, if you're going to look at... And particularly in this day and age, you know, with everything that's going on in the world of AI, security and having a tried a true and tested system, and a partner of of of Workday is... Cannot be underestimated Yeah. In terms of when you think about how do you protect something that's so incredibly valuable. Mhmm. As an organization that works in non banking financial services, you know, God forbid we would have a situation where the employee data, is breached or compromised because what does it say to our customers about how we manage it? Yeah. Again, this to me is so critical. But, yeah, I would say don't, don't assume that that that these opportunities are beyond your size and scale. They are right there, but ready for the taking, and and you can grow with the system that you implement. Well, I feel like Sarah has just absolutely encapsulated the message that we wanted all of you to learn through this Workday Go, experiences. Absolutely don't rule Workday out. We're really passionate about how we can be relevant to organizations that are smaller in size that have big ambitions. And I just love the sharing you've given around building that foundation so that you can evolve and we can grow with you over time. So I've learned so much. I'm actually really excited to come back about a year from now, if you're cool with that, and we'll talk about the evolution of where you've gone from now. But thank you so much for your thought leadership. Is there any parting words you wanna share with the audience as we wrap up? Yeah. Like, build for the long term, not for the short term, I'd say. Like, think about... You know, it's okay to go slow, to go fast exactly to your point and and think about what are the the the bare essentials and the framework you want in place so you can actually evolve your system easily and quickly as you get more complex. So, yeah, go slow to go fast. I think it's great. Was was in there. I saw from you. And stealing from you. I also love your point around. Don't, like, don't push for perfection first up. Right? Get it out and then evolve it over time, I think, is also key. So thanks, Sarah, for sharing with us today, and thank you for all of you for joining us. I think it would only be fitting that we say, let's go. Right? So let's go. Go. Thanks, guys. Thanks, hon. Now don't forget. You can book a demo on the top right hand corner. Our team would love to talk to you about how we could be relevant for your organization in a similar way we have been for Saison. Also, there's a survey that'll pop up at the end of this session. Please fill it out and give us some feedback as to what was helpful so we can continually evolve these sessions for you. Thank you. See you later.