Name: Streamlining Construction Budgeting and Planning with Workday Adaptive Planning
Uploaded: 2025-11-18T19:01:12.615Z
Duration: 41 min 32 s
Description: Streamlining Construction Budgeting and Planning with Workday Adaptive Planning

Transcript for "Streamlining Construction Budgeting and Planning with Workday Adaptive Planning": Thanks everyone for joining. We'll give people a few minutes to hop on, and we'll go ahead and get started. Well, good morning, good afternoon, and thank everyone for joining Work and our partner Revelwood for a review of how Workday Adaptive Planning is creating value for our customers in the construction space. Our agenda includes an introduction to Workday and our partners at Revelwood, a brief review of how Workday Adaptive Planning complements Workday's broader capabilities, use case review and demos, and we'll conclude with a q and a session. My name is Nick Burns. I'm based out of Denver, Colorado. I've been with Workday for seven years, and I specialize in our office of the CFO capability suite. And my name is Samantha Sachs. Like Nick, I also specialize in Workday financial suite. I've been in Workday for about five years, prior to which I worked as an accountant CPA for about ten years as well as a Workday customer, and I'm based out of new, New Jersey. Our presenting partner, Revelwood, has deep expertise in optimizing Workday for construction customers. Their thirty year track record of delivering over 500 projects with experienced consulting teams makes them a go to partner, and we're grateful for the thought leadership they'll they'll be providing today. With that, I'll turn it over to our presenters from Revelwood to introduce themselves. Alright. Thank you, Nick. Appreciate that. Yeah. So I'm Theo Fidel. I'm the VP of financial transformation here at Revelwood. I've been working in for the last twenty five years in helping companies, transform their back office, in different several different solutions and vendors. Happy to be here today and happy to support the team. And I'm Dave Mirch. I'm adaptive I'm the adaptive planning practice leader for Revelwood. I've been in the FP and A transformation space for just about fifteen years now and have twelve years of background within the adaptive side both as an end user now as the implementation side, and looking forward to walking this through with you guys. Awesome. Appreciate that. I'm gonna give it over to Sam to quickly just frame a little bit about the Workday solution and how, how they position, you know, their solutions for the office of the CFO. Perfect. So here you can see really the entire platform solution that Workday has to offer. So in construction, we know that managing your people, your projects, and your financials can be complex, but it doesn't have to be fragmented. So this is an example of how our customers can bring, together their workflows from all the different areas of their business to help streamline, reporting, ensure profitability, and, enable you to really act proactively versus reactively. And today, we'll focus on Workday adaptive planning, which is one piece of our unified platform. But if you did have questions about the other areas of the business, please feel free to reach out to Nick or I for more information. Awesome. Thank you, Sam. Yeah. So I guess we'll get started. So, you know, our first use case focuses on a challenge every construction firm faces today, which is the unpredictable and often volatile nature of of material costs. Right? So specifically, you know, things like lumber, steel, concrete, all the things that you need to to do your jobs. Right? You know, these price swings can can can quickly erode project margins and derail your annual budget. Right? So quickly, we'll just talk about this. So Apex Construction is a midsize general contractor. They bid on on major multifamily project with projected profit margin of about 15%. However, in just three months, global issues caused structural steel costs to jump by 18% and lumber futures to jump by 12%, I. E. Things like tariffs. Apex's original, budget was now outdated, and the anticipated margin product dropped about 8%. Right? So a massive financial risk of these needs and immediate attention. Right? You know, when you know, some of you might say, hey. We have escalation clauses in our contracts. You know, typically, you know, those don't affect us. But, yeah, I mean, they do because, you know, these escalation clauses really don't won't cover, you know, won't get the risk of under invoicing or maybe temporary can hit your cash flow. Right? So Dave's gonna show us real quick, sorry, excuse me, how we can solve this solve for this and work data to planning. Right? So Apex needs to react quickly to the shifts in the, their project costs. They must analyze their financial impact and its volatility before it's too late. So Dave will show us quickly about how to rapidly update key material input prices in a central model, run instant what if scenarios if to see if these the new projected p and l, and then model mitigation strategies and material substitution or necessary change orders. So I will stop sharing for one second and let Dave throw up his environment of Adaptive to show you how this works. Thank you, Dino. I'm pulling that up right now. Alright. So this is just the main home screen for adaptive planning for those who have not seen it. What I'll be working with right now is a feature of adaptive, scenario planning. So that what if scenario both from a global perspective, but also I have the ability to create personal what if scenarios, which is what I'll be working in today. So you can see demo Dave. That's me. I have a what if scenario. It's a personal scenario for a offset of the existing budget version. So in this case here, I'll be jumping to what we like to call our active planning dashboards. And these are great tools because it allows us to do both the data entry, but also visualize those changes in real time. And I'll be working with the budget version, but also planning out some maybe it's tariff changes, maybe it's just cost materials in general are are increasing by vendor. Right? So this model is a direct materials, model by specific vendors that we have, throughout these individual projects. And I'm in project one. So I have my versions up top here. I have my direct, my direct materials by vendor, and I have my additional reports and dashboards down below. I will quickly jump to the personal what if scenario one that I've created. The data here is a direct copy before I make any changes of that budget version. And just to show how easy it can be to modify some of these changes, I'm gonna do some general adjustments here within vendor five, for example, by coming to f y twenty twenty six. Let's say I need to adjust that because I just got information from my purchasing team that this vendor, their prices are going to go up by 10% overall for the year. And I'm whatever I planned out as far as acquisitions, I'm gonna have those in the same place. And I simply just hit 10%, increase that value, and it goes from that previous value to the $8,700,000. And then I'll do one more change here where maybe I'm gonna change this one to be 8,000,000, but rather than doing a whatever was there originally, I might just say spread that evenly across the year, and I can easily do that and now all the blue font that just means I've made changes I have yet to save it come in here that good old floppy disk for those who remember what that actually is I save that and now I can see this what if there shows me the exact values that have changed. I can see in my my chart down below I have my original budget version in blue and I have my direct materials for what if scenario one in that green color. And I can see the changes that I made here throughout the the versions. I can then also look at my report that's tied throughout this entire model and instance to these specific versions for these time periods, and it updates in real time. So the changes that I've made, I can quickly see that in my personal scenario, these changes are gonna give me a 4% increase in my overall direct costs. And I can now take that to the next level to then dive into further problem solving, with my executive team or person team and how we can possibly mitigate those costs or run additional what if scenarios from there. And that being said, I'll pass it back to Dino and team, and we'll be looking at a a polling question or two as far as how you guys approach these issues. Yeah. Awesome. Nick, you wanna share that polling question real quick? Alright. So here's the polling question. How frequently can your finance team currently model the full p and l impact of a sudden unexpected 10% plus spike in critical material cost? And you can see on the right hand side of your panel, you should see a poll over there, and you can vote on that side. And then once we have all the votes in, Nick will share the results in real time here. A lot of people stuck in Excel, Yes. as I figured. Alright. I guess we'll wrap it up there. So it looks like, the majority of folks are stuck in Excel. We get that. That's what we see with a lot of our clients and and customers. So, we can definitely solve for that. I will move on to use case number two. Oh, that's a polling question. K. Use case number two. Alright. So next up, we'll tackle another major via variable threatening profitability, people. As we all know, it's getting harder and harder to hire people. It's getting harder to find skilled labor so that, the skilled labor source is making accurate workforce planning nearly impossible. It's not just about wages. It's about having the right skills at the right time. Our second use case, forecasting labor and mid shortages, addresses that critical issue. So adaptive can give you the ability to find the balance between, you know, I know a lot of you folks struggle with this is what what to subcontract, when to have your your own people, you know, do overtime, and then also, you know, when to look for new hires. Right? So granting you that opportunity to kinda up and optimize your labor pool. So quickly, use case number two. So Horizon Civil is a firm specializing in complex health care facilities. Their project plan budgeted for 70% in house skilled labor to maintain a 12% margin. However, a regional shortage reduced their internal capacity by 55%. This forces them to hire premium subcontractors at rates 30% or above budget. These unexpected labor cost overruns can immediate immediate cash flow pressure and brisk drop in a 12% margin below profitability. So how can Workday Adaptive solve for that solution? Right? So, it can also track capacity across all trades in real time, instantly model and financial impact on substituting in house labor versus high cost subcontractors. Then we can also run contingency scenarios, kinda like what Dave showed in use case number one for overtime versus full full time subcontractor reliance. Okay. I will turn it back over to Dave. Stop sharing. Alright. Dave, you wanna show that in, Adaptive, Yep. please? Thank you, Dino. Alright. So, again, back in our active planning dashboard, similar view here. Again, I'm staying within that what ifs area one for my specific project number one here. And what this is showing is a very common model that we build in almost every instance in some shape or form for our clients, which is a direct labor planning model by name individual, by position type. This is just one example. We built dozens of these where it's by FTE counts and roles. If you have much larger staffing models that change much more frequently. But the beauty of this model is it allows us to just put in some base information as an end user and then modify the data from there, and all the calculations happen behind the scenes. Now you're not seeing it right here, but if I were to do a right click and row details as a quick example, you will see if I scroll down to a more current period, there is a lot of magic happening behind the scenes within this model. All these calculations for Social Security, salaries, taxes, billable hours, rates, all happening through other assumptions and drivers we built behind the scenes here. Now going back to Dino's use case, of kind of I'm I'm gonna be focusing on kind of the internal versus subcontractor question. And here, again, my chart, I'm showing a couple different things here in my original version and my personal what if scenario. My managers asked me, hey. We might need to, change some positions from internal employees to hiring from external subcontractors. What is that gonna impact our bottom line, and what's a good impact our expenses for direct labor? So I have again in blue my original budget data. We'll see our projected billings. You know, we'll be billing for these individual projects in green for the what if scenario. And then I have on the top line here on the secondary axis a average billable rate. Within this model, we have an employee type column. And within these, we have e for employee, we have s for subcontractor, and we have c for consultant. Right? That's just what those are implying. And we have within this general assumptions of if I have an internal employee, it's a modifying factor of one. If I have a consultant, it's a 1.5 adjustment as far as the rate because we expect we're gonna have to pay an additional margin on top of that to pay our vendors for the subcontractors. So I have these three new hires that are gonna be coming in in March. Currently, they're planned to be internal employees. But, again, under that use case of I may see what's gonna happen if I change these individuals to a consultant. I will simply change those to a c. Again, the blue font indicates I've made a change to this model, but I have yet to save it. I hit that save floppy disk again and it's gonna update both the model, but now you see my chart has also, modified as well. Now we have two lines here, one for my original billable average rate and then, an orange line for the what if scenario average rate. Obviously, with these three consultants on the team as opposed to internal employees, my average rate has bumped up, by a pretty decent amount as well as my expenses starting with when those, individuals are being hired. The nice thing about these dashboards is they're all drillable. Right? I can drill into as much granularity as I would like to. I could look at the average billable rate for November 2026. I just click on that. It show me it by employee type. And so now I can see I have for November 26 a for consultants, I have an average bill rate of $3.24 an hour as far as my billable rate. My internal employees, $1.76. Right? So I could easily and quickly do a comparison, for my executive team or my managers say, here's the bottom line impact. Here's what we're gonna have to modify with our with our customers to help, you know, compensate this additional expense. And I can do that live with them in a in a room using these personal one of scenarios. Again, I can even drill down to the actual employee name if I have that information within Adaptive. Again, that's totally up to the the client as far as what you want within the system. You wanna have named individuals or something more de identified. Both options are great. Both options. work. We work with you guys to make sure that this model aligns with what your needs are as opposed to what everyone else's needs are. And I'll stop there and pass it back to Dino. Quick question on that, Dave. How do you, make sure that the right folks are seeing the right things as far as the security model goes? Yeah. Absolutely. So there's a bunch of different ways that we can control security access within Adaptive. The first one is by permission sets, you know, the licensing type I can control. You know, Dave has access to salary detail information. Dino doesn't. Right? That's always the first line of defense. And then additionally, by what we call levels or org structure. In this case, we're looking at it by project. So I can control that I have access to salary information for just project one, but I can't see information for project two. And that's just based on the actual assignment of those level ownerships. Last but not least, there is a a much more granular function of security control that we call access rules, which allows me to control by, you know, user groups, by individual, by levels, specific controls based off of accounts, by, by versions, by by levels, by dimensionality, by, you know, anything I could ever dream as far as combinations of all those things combined. We have a few scenarios where our clients, they need to see a full p and l for the entire company, but I can only see personnel data for my department. And that will be something we would manage via, you know, access rules where I can give you full view of the entire company p and l. But from a salary detail information, I can control the access in a much granular level. Perfect. Thank you for that. Alright. Now we're gonna run a second poll. Nick, if you wanna jump in and run that for them. Alright. Polling question number two. When a critical skilled trade becomes understaffed, how quickly can your financial model accurately calculate the total cost variance, including overtime, premium, subcontractor rates, or even scheduled penalties on for the job? Alright. If you would like to vote now. Alright. Seems like we're getting the same kind of, sort of mix of, things here. Most people are, you know, either monthly, quarterly, or stuck in Excel and hard to hard to get those accurate numbers out. So that's awesome. Alright. Okay. So we will now jump to use case number three. Let me just reshare my screen here. Okay. Things back in order here. Alright. That's pulling question two. Alright. Use case three. Right? So preventing cost overruns. Right? So, you know, for our final use case, we address the ultimate goal of finance and construction, which is obviously to protect your profit margins. Right? But we can't make money. We can't keep business going. Right? So by preventing unexpected project cost overruns, cost overruns aren't just frustrating. They are directly undermine company value in the future in future bidding strategies. Right? It affects the whole business. Right? This scenario is preventing project cost overruns shows how proactive financial management makes the difference. Right? So we look at the use case. Right? So we have, Michael Thompson here from Summit Infrastructure. Summit Infrastructure is a contractor focused on tight margins in infrastructure projects. They They recently want a highway expansion bid with a planned 8% margin. Historically, some of its projects often, experience scope creep and then poorly documented change orders, leading to costs that aren't captured until month end. Accruals are finalized. In the current project, delayed reporting means that the finance team only sees a crucial $500,000 variance three weeks after the costs were incurred, making it impossible to submit timely client change orders or adjust resource allocation. 30% margins is now projected to drop just 3%. Yeah. And, you know, like, both of my sons work for a very large heavy highway contractor here in the Philadelphia area, and they, you know, I know they run on a 2% margin, so I know things are very tight. You know? And they depend on change orders and depend on, things like that to actually make money and profits. Right? So, you know, we'll show you here how Workday Adaptive Planning can help you with that. And, you know, integrated project data instantly from operational systems. You know, you can provide variance reporting that flags any deviation no matter how small from the budget or the moment it happens. We can also enable rolling forecast that automatically update project completion costs. Alright. So I will turn it back over to Dave to share how he's gonna solve for this in Adapt Absolutely. And. as I'm pulling this up, you know, you know, Dina touched on the connecting to, different data sources. Now, obviously, you know, whether it's your ERP, HR systems, and your FINS and HCMs of the world, any other tools you may have from a project detail, spreadsheets even, whatever it may be. We have a methodology to connect with those data sources to update on a recurring basis so that the data and adaptive is always current with your other source systems. And we're not gonna show the actual push of data into Adaptive just now, but this is a common scenario we have where we have by projects. We have information housed in an external system that has my project manager. What is the project? Who you know, is it a investor versus government type project? What's the start date? How much is it gonna cost me? What is my bidding amount for these projects? And all our information that may may be out there can easily be fed on a recurring basis. More often than not, we do this on a a nightly basis. That way, when you guys wake up in the morning, get logged in, everything adaptive is current. Of course, it can be updated to be on a much quicker, different occurrence than that. If you need it in real time, you can always run it manually outside of those scheduled tasks. So this is just showing that, you know, we have the ability to pull in multiple values at once here. I'm not gonna go through each one of these individually. For consistency purposes, I'll be focusing in on project one, which is, you know, what I've been looking at the last couple use cases. Just to show you real quick, this is how we're we've structured this instance where you could have it by departments or or, or in this case, we have it by more of a business unit project based structure because that's the main function of my reporting and forecasting methodology here. So down within all these, I have these individual projects. Let's come down to select project one to filter out all the noise that I don't really need to look at at this time. And I can see this first is this first, schedule up top is my my work in progress, schedule. This is the original information that I put in. Right? The based on the original contract or original estimates. Again, similar to the personnel model, there is a lot of detail happening behind the scenes here. But for the more common user, they may not need to worry about all that information. Right? So if I scroll back to a more current period here, I have my start date in August. I can see now the majority of my data post approval is now starting and coming through, billing, construction cost, percent completes, all that, fun stuff associated with this project. Now I may have an issue where I have to do change orders. And, again, these change orders can also be fed from your external systems if you maintain in a procurement system, for example. I used to run a procurement department back in back in my early days, and it was a common thing for us to have those change orders built within that system that we can absolutely connect them to adaptive. So I have an existing change order right here. Again, I'm in my what if scenario, and I have a report down below here that I'm not I haven't shown quite yet. Everything is the same in every column, as far as budget versus what if scenario at the current time. And I built in a start date for the project. What is the date of this change order I expect? What is it for? This is just a simple text field. I have my change order amount, and then I have the approval of pending. Right? And this is a field that we can specifically give access to to a specific individual or the project manager that's assigned to this project, in this case, Gina Farmer and being the project manager. So maybe only Gina has access to change this field. Now right now, my web scenario, this is still pending. Nothing in my revised contract, my estimated cost, nothing here has modified at this point. Now I'll go over to November 2025 just to show that because that's where I have this change order date being applied to. Percent complete, everything is the same in in both scenarios. Now if I go through my my my review meetings with my project team, we decide, yes, we're gonna move forward with this change order, I can simply hit this drop down and go to approve, save that change. Again, my sheets are gonna update. My report will update in this case. I'll scroll over to November, and we can see here I built in some flags. I don't have these color coded by red, yellow, green because it doesn't mean mean it's bad. It's just I wanna call it out so that someone who's visually looking at these reports can their eyes can go directly to where they to where I want them to go without having to scan back and forth this report. So I can see that I have my change order estimated cost of 250,000. We've built in a calculation to say, okay. Based on that change order, to maintain my gross profit margin, in this case, 55%, I need to actually impact the revenue of this contract by 555 and change. And that's what we're seeing up up down below here in this $2.55 $200,005.05 5 number. That is showing my revised contract price because of this change order of additional cost of 250,000. I need to maintain my profit margins. And I can easily add new change orders or modify these, again, using my personal what if scenario here. I can hit this plus sign that says add row. I can then I'll keep that start date the same. Maybe I have an additional change that's gonna be happening in December. I wanna say December 16, which is my son's birthday, and I'll say, you know, need to acquire new equipment. And let's just say it's a it's a big piece of equipment, 500,000 pending. I'll save that. Again, it's pending. So now nothing else has changed. If I go to December, we're not gonna see anything different than what I had in November. So this is the same that we had in November. But, again, if I go back here and say, yes, I've reviewed the details. We are go with this changer. I'm going to approve it. I hit approve. I save it. I'll let my chart refresh. And I'll see here again my callouts for my visual, you know, putting into the right direction, my estimated cost of 500,000 as well as the respective contract, revised contract price that I'm gonna propose to the customer on this, or the entity that's paying for all this all this work and go right from there. And I can see now with all this information, I've modified not just my contract price and my costs, but now my trending percent complete to date has also changed. I went from an 80% completion in November to just, you know, you know, just under 79.8%. I've added additional contract, modification with this change order in December, and I've dropped down to under 86% versus the original 86.6%. So not, you know, not major changes here, but, again, it's able to identify quickly that there has been changes made so that if I'm presenting to an executive member or a board member, I can easily drill back through and show here's what has changed from the original proposal to the revised proposal and walk them right through those changes back into the details if I so choose. This information is all interconnected. Right. If I hit change orders, it's 500,000. It pops up this explore sell option. I can see where it's coming from. I can see the you know, I can actually see the individual row that's being impacted by this. I can hit explore. It'll take me into the sheet itself. Once I get into here and pop this up, this takes me right to that sheet I was just in, and then that's that specific row. So if I wasn't in this dashboard where this is all here and just in the report, I can easily walk back into it. K. And I'll stop there. I'll pass it back to, you, Dino. before you before you go off, I'll, well, let's, you know, these are and I hate to tell everybody these are unscripted questions, and I'll put my colleagues on the spot. So so, you know, so whether somebody's using Procore or Jabber or they're using Foundations or CMICs or ERP or or something else, like, integration is always the big question. Right? So how what are some of the different ways that put potentially, you know, Mhmm. Workday. Adaptive can integrate? I mean, I know it it's I I heard it out there. It's it's, you know, source system. source, you know, agnostic doesn't matter, but what are some of the ways that they can solve for that? Yeah. So, yeah, just to put in perspective, I know Workday as a whole has done thousands upon thousands of these. I, myself, been involved with over 300 of these, and we have yet to run into a system where we weren't able to connect in some fashion. There are certainly some tools like FINS that obviously we are able to connect directly via native connection, into, that ERP system. Other systems we might be utilizing their APIs and, you know, might be doing a CCDS or a JDBC connection, or SFTP type connection, as well. We wanna keep it kind of simple from a crawl, walk, run perspective. There's also newer functions in adaptive where we have things like a lot of data warehouse type information coming in where maybe all this information might be in in these all these different systems, but the, you know, the client of ours has aggregate everything into a data warehouse, a fabric or, some system along those lines. You know, Snowflake is not another example. Adaptive has these new cloud service connections and pipeline connections that allow us to pull directly, you know, specific data tables from these data warehouse cloud services and pull them right into Adaptive. And the nice thing about this is when we pull we're always pulling into Adaptive, into these staging areas. I always get the question of, is adaptive going to mess with my my other data in other systems? Absolutely not. We're we you can, but the native functionality is never pushing back into these source systems. We keep them separate. We're always pulling into adaptive, into what we call staging areas, and then doing any manipulation to change naming conventions or whatever we might have to do to get into the adaptive view of the world. That way, those changes happen outside of the original systems, and then adaptive access that new repository for that information. But you know? So, again, just go back to your original question, Dino. Pipeline connection, CCDS, JDBC, SFTP servers, Excel spreadsheets. We still use a lot of those, obviously. Just, you know, there's a lot of, you know, other systems out there. You know, FINS, HCM, NetSuite, you know, the whole nine yards. So Yeah. That's great. Thank you for that. I appreciate that. I guess we're from there, we'll, if you could stop sharing, we'll jump over to our third polling question. Nick, if you could fire that up quick. Alright. Awesome. How long does it typically take your financing to identify and quantify major cost variance and a critical change or a scope creep, those types of things? You could just answer on the right hand panel. Alright. Seems like a lot of people are kinda in the same boat, monthly, quarterly, you know, stuck in Excel. Same kind of answers. And and don't feel bad. These are these are the same types of, answers we get from most of our clients at the time. So, alright. So I will share my screen here again. Back to, Alright. We're at the polling question here. Alright. Q and a. I guess Nick, Samantha, anybody wanna jump in? And any questions we got in the chat or anything coming, if you wanna jump in and give us think we got about five minutes here for questions. Can you speak to how challenging it is to kind of quantify the implementation effort and the maintenance effort for something like this versus folks who are doing this in Excel today? Is this something where there need to be additional resources, or how do you think about managing something like Adaptive? Yeah. Yeah. I I can I can just take that to start with what do you know? So I think almost every one of our clients is coming from an Excel based world into adaptive, at least from the the first time going through these implementations. And what we try and do, very successfully is to work individually with the use cases to not just copy and paste what you have in Excel into adaptive, but to kind of break it down into individual components to find out what are you doing from a best practice perspective about how we would utilize things in adaptive. While a lot of things in adaptive are transferable from Excel, there are certainly things that may work in Excel but would be done better differently within adaptive. And that's our role as the implementer is to find those things to help you grow within adaptive from a best practice perspective. And the idea being in adaptive is it's a for finance by finance type instance for you to do to to work in. I myself come directly from finance. I have zero technical background outside just using Adaptive as an end user. And so the goal is that the finance team just takes it and owns it long term. It's very easy to pick up and learn and very small learning curve, from the Excel into the Adaptive space. So we don't expect any net new hires when there's a post adaptive implementation. It's generally just being absorbed by savings of time elsewhere, for the finance team to jointly own it. And from an ongoing maintenance perspective, generally speaking, there's not much maintenance that has to happen. Obviously, if you're adding new structure to the organization, you're adding new GL accounts, Adaptive has to be updated to maintain those things as well, but that can absolutely be automated via integrations. And generally speaking, the maintenance would be minimized by a proper architecture and design where it's extremely scalable. Again, that's part of what Revel comes into play is to help identify not just the best modeling, but the most scalable models for that matter. And outside of that, we we offer several different ongoing support packages and advantage services packages that our customers take advantage of so that, you know, we wanna make sure that you guys are self sufficient as possible, but there's always gonna be those bigger question marks you might want to phone a friend or deep dive with one of my team members to figure out. And, again, we we don't ever go away. We wanna be there as your partner long term, both from a implementation, but also post go live support and hyper care type setup. Thanks, Yeah. And. I would add to that, David. You know, it's I think the ease of use with with solutions like Adaptive and how it easy is for finance teams to pick it up, right, I think is what has changed a lot in the marketplace today in these FP and A tools. Right? You know, gone are kind of the days where you need that dedicated IT person to kinda help you out to run it, write code in the background, and do all those types of things. And I think, you know, it's very important and, you know, to realize that, you know, these can be implemented and run by by finance teams. Appreciate that, Dina. We have another question and totally understand that there's variability depending on what a particular client is trying to solve for. But the question is how quickly on average are clients experiencing value from an adaptive deployment? Are these something that take an extended period of time, or is it something that we can, affect change pretty quickly? Yeah. I'm happy to start on that one. Yeah. So, I mean, the thing that's great about about FP and A tools like Adaptive is that, you know, it's not like, an EFP system where it's taking you six to nine months to go get it implemented, and we're going off on a black box. We have this huge design and waterfall, and we're working through it, and we're coming back and testing with you. FP and A tools are actually very quick, right, to implement. You know, the the great news is once you get the data loaded in and set up inside the tool and get it tied out, you know, you can start reporting within weeks, not months. Right? So you start to get that quick time to value out of the tool. And then as we iterate over time, you know, we can actually optimize and we make it efficient, more efficient, your your FP and A process. And, Dave, I'm sure you have something to. say. about it. too. Yeah. Absolutely. Just just just to add to that, you know, obviously, you know, value itself is is realized extremely quickly as soon as we're able to connect to the the source systems and start reporting analysis out adaptive. I always use the cliche term with my with my new clients, and I always try and, you know, tell them that it's called adaptive for a reason. It's adaptable. Meaning, you may never be fully done in adaptive because you're always adding new things. You're always improving. You're always modifying, saying, yes. This is this has been how we've done the last eight years, but now in adaptive, maybe I wanna look at it this way. Right? And so you have that opportunity to kind of play around in in the adaptive playground so to speak, before you connect it to the to the systems. I have clients that I implemented four or five years ago. They call me up and say, hey. We have this new entity we just purchased. It's a complete different business line. I need help. Right? Or how do I how do I approach this the right way? Or just, you know, they wanna modify their entire process or maybe they they change ERPs, you know, and they need to reimplement the the integration with that. You may never be fully done with that because you can always grow it and adapt it over time. Yeah. And that's it really speaks to adoption, I think, of the tool too. I think a lot of our clients really see really good adoption across the tool just because it's so easy to use, and it's a a great tool in the marketplace. Alright. I think that just about does it there. I think the last step is just next step. You know, please reach out. You know, no no pressure here. You know, if you guys are interested in hearing more about Adaptive, we're happy to to jump on a call and, you know, either show you a demo or just talk through some of your use cases, what you guys are doing. You know, so there's my, scan my QR code and reach out, if when you can. And thank you, everybody. We appreciate your time from on behalf of Workday and Revelwood. Appreciate you spending some time with us today, and we hope you have a really happy holiday. Thank you. Alright. Anything else? Nick, any final thoughts? We're all set. Thanks so much. Alright. Take care, you, everybody. guys. Appreciate it again.