6 Key Considerations for Successful Business Transformation —
With a Data-driven Upgrade Strategy
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Dave Horstein
Hello everyone and welcome to another episode of exchanges with Hitachi Solutions.
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Dave Horstein
I'm Dave Horstein, and of course I can't start episodes like a normal person, so I'm going to start with a little bit of a teaser.
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Dave Horstein
I'm going to ask our guests who I haven't even introduced yet, what is a four-letter word that is extremely business friendly, a four letter word that is OK to use in business.
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Dave Horstein
Hannah.
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Dave Horstein
Greg, any ideas?
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Hannah Farley
Umm.
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Greg Gant
Data.
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Dave Horstein
Did you got it, Greg? Yes.
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Dave Horstein
Greg's the winner for today.
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Dave Horstein
So today's episode is about data, but before I get into it, I'm going to highlight a couple things are really great.
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Dave Horstein
Recent article came out in Harvard Business Review.
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Dave Horstein
They're talking about the failures of data strategies and how you get them back on track, and they reference this McKinsey study, which found that up to 30% of employees time is spent on non-value added data work.
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Dave Horstein
What they're getting the at there is the amount of of churn that we go through as as knowledge workers in using incorrect data or data that we don't trust in how much time that takes out of our efficiency and productivity for the day.
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Dave Horstein
In support of that, a Harvard Business Services Review estimates that only one in six managers actually trust the data they use every day.
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Dave Horstein
How can you make effective decisions if you don't trust the data that you have in place?
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Dave Horstein
So the question for today is why are so many data initiatives failing?
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Dave Horstein
We're going to unravel that as well as the complexities of creating a business led data strategy, one that doesn't just float in the realm of IT departments but is tightly integrated into your business goals and outcomes.
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Dave Horstein
We're also going to explore why it's not just about having data, because of course we can continue to collect lots and lots of data, but about making data work towards achieving your business.
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Dave Horstein
Most critical objectives first, though, let's introduce our guests for today, Greg Gant, VP of Corporate Development, and Hannah Farley, VP of Advisory Services.
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Dave Horstein
Two big players and experts in in this field really great to have you both on.
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Greg Gant
Yeah.
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Hannah Farley
Yeah, happy to be here.
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Greg Gant
Thank you, Dave.
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Greg Gant
Happy to be here.
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Greg Gant
Ohh Yep.
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Greg Gant
Me too.
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Dave Horstein
Where I'm hoping to.
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Greg Gant
Sorry.
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Dave Horstein
We're hoping to start with you both.
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Dave Horstein
I'm gonna talk through the six capabilities that we preach in, in data strategies, and then I'm gonna toss it over to you both with some compelling questions.
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Dave Horstein
What I want to do though is shape the discussion around how we approach data strategies.
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Hannah Farley
Could.
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Dave Horstein
We think about these six capabilities and the organization that we should always focus on the 1st and the important thing we're talking about today is a business-led road map.
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Dave Horstein
If you're going to build a data strategy, it must be tied to business outcomes.
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Dave Horstein
The second is a talent strategy.
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Dave Horstein
So your data strategy you're really be thinking about the future state of your organization in the skill sets you're going to need to either upskill reskill or acquire in the market as you're building out your data strategy and realizing the benefits from it.
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Dave Horstein
The third is the operating model.
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Dave Horstein
How is the organization going to work and share data together?
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Dave Horstein
The fourth pillar or capability is the technology solutions themselves.
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Dave Horstein
What tech stacks?
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Dave Horstein
What solutions are we going to implement as an organization to realize the benefits of all this data?
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Dave Horstein
The 5th is data management and governance getting that together so that we have that that confidence in the data that we've we've built across the organization and the 6th.
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Dave Horstein
My favorite part is adoption and scaling.
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Dave Horstein
How do we enable the people of the organization to take advantage of the data that we have?
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Dave Horstein
Makes sense of it and take action on it.
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Dave Horstein
OCM going to start with a question for you, Greg and Hannah.
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Dave Horstein
I'm hoping you've got some some things to chime in with here as well.
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Dave Horstein
Umm for executive leaders, the challenge has always been about making decisions that drive the organization forward.
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Dave Horstein
But in landscapes like today, where we're saturated with information, the real challenge is making informed decisions with the right data.
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Dave Horstein
So Greg, from your perspective, why should a data strategy focus on business outcomes?
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Greg Gant
Yeah, it's it's a great question, Dave.
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Greg Gant
And I think it is where organizations today are having some challenges and and a couple things here and maybe a story.
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Greg Gant
First off, let's be clear.
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Greg Gant
The technology is amazing and we're seeing advancements in the tech and the capabilities.
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Greg Gant
And with Gen AI and with AI and with all this stuff, the CIO's toolkit looks differently today than it ever has.
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Greg Gant
It's unbelievable and the vendors and the partners and the consulting firms and there's from a tech perspective, there's a million things and typically three are where you need to focus.
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Greg Gant
So if you're in the CIO role, if you're in the director of IT role, it's a challenge for you because you can do a lot, then it always comes down to prioritization, resource control and bandwidth and how you prep your people for what's coming.
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Greg Gant
So if you're trying to do that from a CIO role, you're most likely going upstream and you're gonna run into challenges.
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Greg Gant
So to your point or to your question, the real value comes in driving a road map to get from where you are today, all the way to some.
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Greg Gant
We call it a VCP.
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Greg Gant
Some level of a value creation point doesn't need to be a extremely long term move, but it needs to.
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Greg Gant
Your road map needs to have a series of VCP's that ultimately and eventually take you to that long term.
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Greg Gant
Sort of vision that you're trying to get to and there's a reason why that's really critical to drive from the technical angle, but with Alignment at the business leader level and three things that I typically try to recommend our clients on, number one is you need to have long term vision period because there will and we see this with customer after customer after customer, there will be things that try to create speed wobbles or knock you off that that plan period, whether it's people related, whether it's business process or in the in the CIO role prep.
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Greg Gant
For keep the lights on work right, there's going to be things that pop up with your SAP implementation that all of a sudden we said, hey, we have to prioritize resources over there.
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Greg Gant
We're now in a different trajectory and that happens.
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Greg Gant
So you you need to have long term vision that is aligned with business leaders and not just aligned, but ideally driven by the value that the business leaders need to create period that helps you just have Alignment helps everybody be working from the same page.
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Greg Gant
Ultimately, it's gonna help prioritize and do investment planning.
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Greg Gant
And I mean your talent, your resources, your tools, your process, everything that needs to be morphed and evolved from a sound data strategy is going to need to tie back to prioritization, because we all know you can't do, you know we, we guide that you can't do more than three things at once with all the crazy new ways of working and everything that's changing so quickly, you almost say you can't do more than one thing at a time.
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Greg Gant
And so you got to have a way to prioritize your investments and then probably the most important side and where we see in Hannah, I'd love your two cents here where we see our customers often.
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Greg Gant
I hate to say be a little short sighted, but maybe under invest in the people side of this road map right where the only way a data led transformation works, as if your people, your talent, your teams, your business units are bought in to where you're going and that ultimately ties back to a road map with a vision and strategic alignment for your business leadership.
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Greg Gant
So that's my two.
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Greg Gant
Santana. What?
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Greg Gant
And what do you think?
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Hannah Farley
Ohh yeah, I wish I could just say Ditto to everything Greg just said, but I totally agree.
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Hannah Farley
I'll say to like just to kind of break this down to bare bones, if we have any listeners who don't really know what a data strategy is, right, like what what exactly is that?
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Hannah Farley
What does that mean and why is it important?
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Hannah Farley
I think we all know that data is really an organization's information asset, right?
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Hannah Farley
So it's an data is an asset and it is the most important thing for organizations to make decisions on.
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Hannah Farley
And as we continue to move into the future, you know, with digital transformation AI, all the things that we're seeing, it's becoming increasingly important for them to have a good handle on it, right.
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Hannah Farley
And so I think it's essential when you think about data strategy.
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Hannah Farley
I really second what Greg said in terms of making sure that long term plan incorporates technology, processes, people and then the rules required to manage right and organizations data which is data governance, right.
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Hannah Farley
We call that data governance.
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Hannah Farley
Those are super important for an organization to stay relevant, competitive and innovative, you know, emits change.
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Hannah Farley
It's it is the basis for decision making.
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Hannah Farley
Data is across all organizations and so I would say I definitely agree with Greg that the people part is sometimes maybe the last focus on that, but it should be the most important focus because we've all heard that old saying garbage in, garbage out from a data perspective.
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Hannah Farley
And so when?
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Hannah Farley
When anyone's developing a data strategy and thinking about the governance perspective, you know you can set up systems that are amazing and really relevant.
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Hannah Farley
But if you don't have the processes and the governance, those rules that we just talked about and you don't have the people on board who have understand the expectations around how they're supposed to work and input data in a certain way and pull that data to analyze and you know make business decisions on, then it then your strategies are not really gonna work right.
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Hannah Farley
So it's a lot of that alignment that Greg spoke with spoke to earlier.
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Hannah Farley
So yeah, second everything he says.
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Dave Horstein
I love those insights and yeah, it's the all of that is so important and I think it's easy to overlook a lot of the discussions I get pulled into around data strategy.
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Dave Horstein
They're starting with the technology and it it really is through a series of discussions where we unravel the true business drivers that organizations are trying to get at with their data strategies.
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Dave Horstein
With that said, how do we actually lead organizations or the OR leaders within organizations down that path of building a business-led road map?
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Dave Horstein
What does that look like?
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Greg Gant
Yeah, maybe, Hannah, I'll.
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Greg Gant
I'll take a stab and then I'd love your additions here because you you see it with customers as well.
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Greg Gant
I think, Dave, it's really simple, but it's just like a great golf swing.
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Greg Gant
It's about 94 steps and all of them change it every different step, so it's it is a little tricky.
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Greg Gant
A layout I try to guide customers with a simple five step hey start here, then here, then here, then here.
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Greg Gant
I'll kind of walk through that very high level and let me know, you know, if any other questions bubble up #1.
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Greg Gant
And I think Hannah would agree with this.
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Greg Gant
It starts with defining clear business outcomes, and there's a lot of ways to do that.
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Greg Gant
We at Atachi, we leverage a workshop method that we call OGSM objectives, goals, strategies, measures.
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Greg Gant
It's a very quick way to gather Alignment on where you want to go.
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Greg Gant
You have to have very, very clear vision on where you want to go.
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Greg Gant
So we start with business outcomes.
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Greg Gant
I think the the key there is it has to be aligned, right?
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Greg Gant
That's something that we see missing when we do dive in with customers from time to time is you may have some business outcomes identified and you may have those up on a whiteboard somewhere and even in a room with some of your peers, you may find that everybody says, yeah, those look great.
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Greg Gant
And if you go connect one on one with individuals afterwards, they go.
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Greg Gant
Yeah.
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Greg Gant
Well, Greg, Outcomes are his things and I'm not sure about that.
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Greg Gant
And I don't really understand kind of where he's trying to go.
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Greg Gant
You gotta you gotta wipe all that out.
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Greg Gant
And you do that by some of Alignment style workshops like an OGSM.
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Greg Gant
There's about 20 different ways you can do that, but you need alignment.
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Greg Gant
That's key, right when you have Alignment, when you have business outcomes, you can move into Step 3, which is current state assessment, right?
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Greg Gant
Where are we today?
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Greg Gant
And a realistic view.
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Hannah Farley
Umm.
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Greg Gant
It's very easy to bring egos into this and I sort of chuckle a little bit because we see it with customers often where they say no, here's our current state.
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Greg Gant
We're actually in a pretty good spot and say, well, OK, good, good, good.
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Greg Gant
Let's let's take a neutral look at that and identify where the opportunities are so that I mentioned the word opportunity because when I see that with customers, I like to angle it a little bit different and say, hey, let's not look at this as a self assessment.
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Greg Gant
Let's look at this as an opportunity vision board.
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Greg Gant
How do we go in and start saying?
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Greg Gant
Here's where we have opportunity to create and realized value within our organization through a data strategy.
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Greg Gant
Lastly, you know kind of moving into step four and five, it's all about the strategic vision with the roadmap framework and for us we you know a lot of customers, a lot of organizations call that a strategy map.
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Greg Gant
How do you go from where you are today with that opportunity and current state assessment based on your outcomes.
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Greg Gant
Dot dot, dot and start drawing the map to say OK, here's our initiatives that start to align.
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Greg Gant
Maybe we need new initiatives.
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Greg Gant
Maybe we need to reprioritize INITIATIVES.
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Greg Gant
Here's our timeline.
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Greg Gant
Here's who owns those things.
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Greg Gant
Here's our resource plan and you start to treat that like an internal portfolio.
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Greg Gant
This is where a lot and it's OK.
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Greg Gant
This is where a lot of customers need help.
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Greg Gant
They need help operationalizing a vision and current state and how to do everything in between.
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Greg Gant
And then step five I think is all about that people plan, right?
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Greg Gant
So if we're going to have a project and portfolio initiative, don't leave your people out of it.
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Greg Gant
How do we make sure that we're creating the awareness, the desire, the knowledge, the ability and all the reinforcement plays that are needed to make that thing come to life?
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Greg Gant
Because without it it's just good slideware.
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Greg Gant
So we try to go through that religious really quickly.
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Greg Gant
Again, business outcomes down into your kind of Alignment.
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Greg Gant
Current state assessment drive that vision.
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Greg Gant
Build your road map and framework and then make sure your people plan is there to support every phase of the way.
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Greg Gant
That's my.
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Greg Gant
That's my CHEAT SHEET, Hannah.
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Greg Gant
What do you think?
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Hannah Farley
If I could have five, you virtually right now, Greg.
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Dave Horstein
And is all about the high fives lately.
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Dave Horstein
I love it.
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Greg Gant
Umm.
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Hannah Farley
I am I am.
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Hannah Farley
This is my favorite, so yeah, absolutely.
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Hannah Farley
What Greg said, a couple things like I'll, I think I'll tack on to that and Dave, you hear me say this, Greg, you probably heard me say this a million times when we seek customers start with the the technology right and and not just technology from a data perspective, but we see this all the time.
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Hannah Farley
I've seen this for 20 some years, right when we see them focus on that and thinking the technology is going to solve all of their problems.
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Hannah Farley
You know something?
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Hannah Farley
I just wanna quote that I love is you can have a technical success in a business failure.
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Hannah Farley
It doesn't matter how good the technology is if you haven't done all the things that Greg just says, right, so then you're investing in some technology.
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Hannah Farley
But if you haven't done the legwork to go and make it successful, create the reinforcements and the accountability on the behaviors that you need to see to make this successful.
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Hannah Farley
It isn't gonna work, and I think a big foundational part of that, too is that Alignment.
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Hannah Farley
And so when we go into a customer for any type of work, umm, one of the first things we do is is start to understand the Alignment and maybe asking leaders separately because you get leaders in a room and you say hey, are you guys all aligned?
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Hannah Farley
And I would say 90% of the time, they all raise their hands and they're like, yes, we're totally aligned.
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Hannah Farley
But then when you go and have a conversation and dig deeper, tell me your thoughts on this.
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Hannah Farley
Like what?
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Hannah Farley
Give me your interpretation of these business outcomes that we're hoping to achieve right.
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Hannah Farley
And then when I start piecing those things together, I recognize there's actually misalignment there and we need to get back in the room to make sure that we're doing it.
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Hannah Farley
So I think, Greg, exactly right.
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Hannah Farley
I would, I would say I would caution people to to not take vocalized Alignment at face value, right.
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Hannah Farley
And dig in to make sure there is true Alignment, because sometimes people think they are aligned and may not recognize that they're not right.
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Dave Horstein
Yeah.
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Dave Horstein
Yeah.
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Hannah Farley
And that's one of those things that you can get pretty far into a project and the project will be rail if then when you go back and recognize that leaders weren't totally aligned for those things because that Alignment, like Greg said, helps you define the business outcomes, it helps define everything else that he's talking through, right?
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Hannah Farley
The road mapping, making sure that you've enabled your people to adopt and all of those things to ensure success of your data strategy.
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Dave Horstein
Of the Hannah I on the verbal Alignment, I was probably about 334 months ago now in the room with C-Suite and VP's and my my job for the day essentially was to make sure that they Alignment done some important decisions moving forward.
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Dave Horstein
And The funny thing would be, I would hear all these conflicting statements about priorities and then would the executives would say, OK, sounds like we're in agreement here and move on.
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Dave Horstein
And I had have to say, hold on pause.
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Dave Horstein
I'm not picking up on this Alignment.
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Greg Gant
Umm.
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Dave Horstein
Let's hash through it again, and so sometimes that that verbal alignment is just conflict avoidance, which could lead to very poor business outcomes.
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Greg Gant
Yeah.
0:17:48.230 --> 0:17:58.980
Dave Horstein
But on that note, Hannah, what what happens when we don't have Alignment at the executive level and we build something like a business-led road map for a data strategy that's supposed to shape the organization?
0:17:59.540 --> 0:18:0.640
Dave Horstein
What sort of impact does that have?
0:18:2.230 --> 0:18:2.880
Hannah Farley
Well, I can.
0:18:2.930 --> 0:18:14.440
Hannah Farley
I can tell you a few stories here, but you know, for this one, if you don't have the alignment and you get down the road and you and you start the implementation, I will say that I people.
0:18:17.140 --> 0:18:19.850
Hannah Farley
People respond to the people that they report to, right.
0:18:19.860 --> 0:18:34.120
Hannah Farley
And so if you've got someone who a leader who may not be aligned at the other leaders, but they are prioritizing the work of their people, that's not going to align to the overall project and the business outcomes and the goals essentially, right.
0:18:34.230 --> 0:18:40.180
Hannah Farley
I would say at times that can accidentally happened, but I've been on multiple projects where bets become an issue, right?
0:18:40.190 --> 0:18:42.600
Hannah Farley
We thought we had Alignment, we really didn't.
0:18:42.650 --> 0:18:48.980
Hannah Farley
And you see it when you start to execute when you're kind of too far down the road to backtrack on it.
0:18:49.30 --> 0:19:2.530
Hannah Farley
And then when you recognize that the people who are actually marching and executing and carrying out these things, the people who need to go and adopt these changes that you're implementing that are so lucrative and important for the organization is to stay competitive.
0:19:3.0 --> 0:19:6.190
Hannah Farley
They're not executing the right things, and they're not executing well.
0:19:13.390 --> 0:19:13.600
Dave Horstein
Yep.
0:19:6.660 --> 0:19:13.930
Hannah Farley
That's been Alignment comes into play, and when companies start to really lose their return on investment that they were hoping to get right.
0:19:24.120 --> 0:19:24.460
Dave Horstein
That's right.
0:19:13.940 --> 0:19:27.680
Hannah Farley
And so that's why Alignment super important to have you know very early and make sure it's thorough Alignment because people listen to their bosses who prioritize their work, right, more so than somebody that they may have a dotted loan to or not connect to.
0:19:27.830 --> 0:19:39.60
Hannah Farley
So if if Greg's got a team of folks and Greg and are are peers and we're, you know, working on a project, but we're not totally aligned and Greg's trying to go implement this strategy.
0:19:39.210 --> 0:19:41.280
Hannah Farley
But I'm telling my people something different.
0:19:41.290 --> 0:19:42.40
Hannah Farley
Like you know what?
0:19:42.110 --> 0:19:42.480
Hannah Farley
Yeah.
0:19:42.490 --> 0:19:45.700
Hannah Farley
What Greg says is great and all, but we're gonna go prioritize these things.
0:19:45.850 --> 0:19:49.470
Hannah Farley
They're gonna do what I'm saying to prioritize, and they're not gonna go execute work.
0:19:49.480 --> 0:19:51.0
Hannah Farley
Correct needs them to execute right?
0:19:51.590 --> 0:19:52.170
Dave Horstein
Absolutely.
0:19:51.10 --> 0:19:54.140
Hannah Farley
And so how successful do we think Greg's project would be at that point?
0:19:55.330 --> 0:19:56.110
Dave Horstein
Not at all.
0:19:57.320 --> 0:19:58.440
Dave Horstein
You just reminded me, Hannah.
0:19:58.450 --> 0:20:1.810
Dave Horstein
I I did dig while you were talking about this stat.
0:20:1.820 --> 0:20:2.700
Dave Horstein
I like to throw out there.
0:20:2.710 --> 0:20:3.750
Dave Horstein
It's from Forrester.
0:20:4.350 --> 0:20:13.140
Dave Horstein
80% of data strategy implementations and counter cultural people process or organizational resistance as the principal challenge.
0:20:13.750 --> 0:20:16.180
Dave Horstein
80% of data strategy implementations.
0:20:16.270 --> 0:20:16.990
Dave Horstein
It's about the people.
0:20:18.400 --> 0:20:19.390
Hannah Farley
Absolutely.
0:20:19.640 --> 0:20:31.210
Hannah Farley
Again, because the technology can be great, but it's it's kind of like when you're implementing a CRM system, but you know, people don't necessarily have to use it and they can default to their old ways.
0:20:31.220 --> 0:20:34.750
Hannah Farley
And so those rules and the governance around it are extremely important.
0:20:34.800 --> 0:20:40.150
Hannah Farley
But if you think about governance, it's not like working a system where there is one specific way to do something.
0:20:40.720 --> 0:20:44.180
Hannah Farley
If people don't adhere to the rules and the regulations from.
0:20:46.190 --> 0:20:52.420
Hannah Farley
A data perspective and in terms of like what they enter and how they and pull the data in, how all of that is analyzed.
0:20:52.510 --> 0:20:56.700
Hannah Farley
Then again, it's kind of the garbage in garbage out thing, right?
0:21:9.400 --> 0:21:9.900
Dave Horstein
That's right.
0:20:56.710 --> 0:21:17.690
Hannah Farley
And then every effort they've taken to get there is null and void, and sometimes it will have people come to us and say we need this new technology because our old efforts didn't work and it wasn't because the technology was bad, it was because they didn't enable their people and developed the behavioral reinforcements to create accountability around making sure that governance model worked.
0:21:18.450 --> 0:21:19.250
Dave Horstein
It's so important.
0:21:20.420 --> 0:21:22.230
Dave Horstein
Well, I'll tell you what, Greg.
0:21:22.240 --> 0:21:29.490
Dave Horstein
Hannah, I think this was a really great overview of the importance of having a business-led road map for your data strategy.
0:21:30.200 --> 0:21:37.590
Dave Horstein
I, as always, I have three things that I wrote down, great insights that I extracted from you both that I want to make sure our listeners take away.
0:21:47.80 --> 0:21:47.240
Hannah Farley
Yes.
0:21:49.210 --> 0:21:49.370
Hannah Farley
Yes.
0:21:38.20 --> 0:21:51.50
Dave Horstein
The first thing Hannah, you were alluding to the fact that data is the most valuable asset in organization has and I know you mean outside of its people, but for the sake of this conversation, it is the most valuable asset and it really is.
0:21:51.60 --> 0:22:0.540
Dave Horstein
I think uh, you know, ten, 1520 years ago, data was emerging as as an asset as something that organizations were starting to take more seriously.
0:22:0.710 --> 0:22:11.780
Dave Horstein
And what we're finding now is it's not enough to leverage data appropriately just to survive or sorry, just to thrive, but to survive, to remain competitive in the market, you have to be able to have actionable insights from the data that you have.
0:22:13.110 --> 0:22:27.120
Dave Horstein
This second thing that I wrote down, Umm Greg mentioned that the real value comes from a business-led road map that shares not just long term vision, but a grounding in tangible value creation points.
0:22:27.420 --> 0:22:34.970
Dave Horstein
So he's talking about how we've got to be able to make sure we have that Alignment, that vision of where the organization's going as it becomes more data driven or data enabled.
0:22:35.160 --> 0:22:37.140
Dave Horstein
But we have to have tangible value creation points.
0:22:37.150 --> 0:22:44.470
Dave Horstein
We have to know what sort of ROI is we're measuring, whether they are actual dollars or or experience optimizations.
0:22:44.690 --> 0:22:48.210
Dave Horstein
So we can measure the progress along the way and make sure that we don't have to pivot.
0:22:48.860 --> 0:22:52.490
Dave Horstein
The third thing, Hannah, I loved this statement.
0:22:52.640 --> 0:22:55.510
Dave Horstein
If you don't have Alignment, you won't get the ROI.
0:22:56.60 --> 0:23:6.190
Dave Horstein
So, as Greg and Hannah, both of you alluded to, this the return on investment for any of these data initiatives is depending on people adopting them and being able to make actionable decisions on them.
0:23:6.420 --> 0:23:9.590
Dave Horstein
If you don't have that Alignment, people are going to go back into their silos.
0:23:9.690 --> 0:23:25.70
Dave Horstein
They're going to listen to the people that they report to, the leaders they report to, and you're going to have miss mismatched adoption and leveraging of the data that you have, Greg, Vice, President of Corporate Development, Hannah Farley, Vice President Advisory Services.
0:23:25.80 --> 0:23:28.150
Dave Horstein
Thank you both for joining me and and taking me through this discussion.
0:23:28.160 --> 0:23:29.390
Dave Horstein
It was incredibly insightful.
0:23:29.720 --> 0:23:33.210
Dave Horstein
Thank you to our listeners for hanging with us and and learning as we go.
0:23:33.420 --> 0:23:40.830
Dave Horstein
If you liked what you heard, be sure to check us out on the web at global.hitachi-solutions.com and we will talk to you next time.
0:23:42.620 --> 0:23:43.250
Greg Gant
Thank you, Dave.
0:23:43.800 --> 0:23:44.330
Greg Gant
See you, Hannah.
0:23:44.50 --> 0:23:44.560
Hannah Farley
Thanks Dave.
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