Patrick Hawker 0:00:08.1: 

Hey Ron, my name is Patrick. I'm the director of finance systems for justeattakeaway.com. Are you bringing up my slides now or…? 

Ron 0:00:15.6 

Yes. 

Patrick Hawker 0:00:16.5: 

Yes, cool, so a little bit about who we are as a company. Hopefully, you recognize the name, the brand. Obviously, we're very big in the Netherlands. That's where we started. It's the founding company. Just a little bit, a couple of the main stats. We're 30 - well, we were 30,000 full-time employees. We've recently just sold our US entity, so that's around 2,000 employees. We were globally around £5.1 billion in terms of revenue in 2023. We operate in 18 countries, I guess now, rather than 19, so obviously a shift in the picture. If you just pop to the next slide? 

Ron 0:00:51.1: 

You have to click there. 

Patrick Hawker 0:00:51.1: 

Oh, I have to click that one. 

Ron 0:00:52.5: 

Yes. 

Patrick Hawker 0:00:53.1: 

Cool, so when we are going through the conversation today, I think context is always really important to understand the journey that you're going on within the organization. This shows a little bit of that context. Obviously, there is a huge amount underneath that as well. We were two separate companies originally, so I was actually part of the Just East company originally, so justeat.com and then takeaway.com. Both companies were at the beginning phases of that marketplace food delivery experience, and we both grew very rapidly through acquisition and just natural growth within the market momentum, and we merged in 2020, obviously when we also bought Grubhub, and since this slide was produced, we've also sold Grubhub, but yes, there has been lots of changes along the way. Obviously, the story today is going to be centered around Anaplan and how that fits in our journey. We tried to just articulate on the timeline just where our journey started with Anaplan, and how that's changed over time as well. 

Ron 0:01:53.5: 

Cool, and by the way… 

Patrick Hawker 0:01:57.7: 

Probably there is one more slide in there. 

Ron 0:01:57.9: 

Yes, one more slide to tell us about. 

Patrick Hawker 0:02:00.8:  

Okay, sorry, yes, I just forgot this one was in there. 

Ron 0:02:01.3: 

Yes. 

Patrick Hawker 0:02:02.0: 

Yes, and so just the context again, where we're going and what our vision is within the company, so if you look at the previous slide what we showed was we started out with finance, so there was an FP&A planning tool, but we've extended that into other areas of the business as well, and we really had a connected planning vision that we're trying to work towards. In terms of how I operate, and I work within our business, I focus very much on the business outcome, so it's more about people and process with system enabling what we do. I think Peter mentioned this in his Heineken presentation as well, systems are an enabler, but they're not the only driving factor, and I resonate with that completely. The process of people transformation that you need to go on is critical for that success factor. When I'm looking at how I drive the business forward, I always focus on the business outcome first, like what is the business outcome that I'm expecting to see, or how can I sell that to my executive team, and how can I make sure that I'm getting the right investment? 

Patrick Hawker 0:03:02.4: 

You can see here that, for us, the key conversation that happens predominantly in the company - and I can talk to you about this for hours, to be honest with you - is the culture of performance. Now, it sounds a little bit negative, I guess, but it's not a negative thing in reality, it's just part of our history. We grew by acquisition. We grew on the back of a wave within the industry, so we didn't have to flex that muscle in terms of how we grow commercially, and that's something we're having to tackle now, so our key business outcomes that I'm really focusing on are how do I improve my planning efficiency across all of my different domains and silos? How do we improve the accuracy across all of those? Accuracy is a super contentious one for anyone who is in planning. Obviously, you know what I mean there. Accuracy, it's a double-edged sword, right, so it can cut you, but it can also cut something down, right? It's really important. 

Patrick Hawker 0:03:53.7: 

I wouldn't shy away from there; I always step into it rather than shying away from it. Then, for us, driving that strategic growth, and that takes multiple shapes and sizes, but ultimately, its efficient growth is our key conversational tone internally.  

Sven 0:04:08.0: 

Thank you, and your role, Patrick, you didn't touch upon your role. 

Patrick Hawker 0:04:11.6: 

Didn't I? Oh sorry. Yes, I'm the director of finance systems, so I look after all of our core finance applications, so that's the core ERP, EMP tooling, so Anaplan, but also our consolidation, treasury, procurement, and other smaller applications in the finance domain. 

Sven 0:04:26.7: 

And, by the way, I agreed with this gentleman. If it's taking too longer answers, then I will pause them, right, to say. Over to you. You didn't - sorry. 

Zhuwei Wang 0:04:36.8: 

Well, I don't have a slide. I guess you have to… 

Sven 0:04:39.4: 

Can you put it on the right point there? It's all right. Yes, cool. 

Zhuwei Wang 0:04:43.3: 

So, I try to keep it short. My team is sitting down there. They know when I'm getting too excited, I talk too much, so stop me if I'm talking too much. So, my name is Zhuwei. I'm the director of FP&A for BPO and transformation for Booking.com. I joined Booking.com almost two years ago, and I think a lot of you know Booking.com. It was found in the Netherlands, but we are part of Booking Holding, so we have a couple of brothers and sisters. Agoda is one of our sister companies, and Priceline is also our sister company, Kayak, Open Table. If you ever go to the US, you make a reservation in the restaurant, you use the Open Table app, that is also part of Booking Holding. Our head office is in the New York area, and we are the biggest brand of Booking Holding. Sometimes people get confused, like spoke, 'What's the difference between Booking.com and Booking Holdings?' so I sought to explain that to you. 

Zhuwei Wang 0:05:51.5: 

At Booking.com, we are an online travel agency in a way, and we provide several products to our consumers. I think the most common one that you know is a hotel, if you need a hotel you go to Booking.com and then you book a hotel. Maybe some of you don't know this, we also offer homes, so if you have a room, you want to rent a private home from someone, a private owner, you are able to do that as well in the Booking.com app or website. We also offer flight tickets, so if you want to buy a ticket there is also an offering. We sell travel insurance. We also sell taxis, so you can book a taxi in the app. You can also rent a car in the app. Those are the core business units we have, and the product offering we have at Booking.com. One other offering we have, maybe less familiar by you, is a few years ago we purchased a company called FareHarbor, it's also part of Booking.com. FareHarbor offers the opportunity to help small businesses to do online payments and the reservation system, so if you want to start your little business tomorrow and you don't have the capacity or leverage to arrange all the online payments or reservation assistance, that's where FareHarbor comes in and then can help the business to set that up. That is on the Booking.com site. 

Zhuwei Wang 0:07:30.5: 

In terms of Anaplan itself, we have been starting to use Anaplan for a couple of years now. At the moment, we are still in the midst of the transformation. It's like a continuous improvement looking for opportunity. If you look at our business model, right, we really want to make every travel, every trip a connective trip. If you look at our product offering, right, we want you to be able to book a hotel, book a car or book a taxi. Another product I forgot is we also sell attraction tickets, so if you want to go to the Efteling for the new attraction, and dance happily, you can go to Booking.com and purchase it. It's really trying to make it a connected trip, so you have a one-stop shop that you can purchase and book all the things that you need for the trip. At Anaplan, at the FP&A side, we want to leverage Anaplan to make every planning a connected planning, which has the same vision, just you take away. It's also kind of funny. Our office is actually very close to each other, like 50 meters from each other, I guess. 

Sven 0:08:52.8: 

Yes, we're actually in your old office. 

Zhuwei Wang 0:08:53.7: 

Yes, you are now. 

Sven 0:08:55.9: 

This is where I'm going to pause you for a bit as you are. 

Zhuwei Wang 0:08:59.7: 

Yes, so coming back to Anaplan, we've been on the journey for several years, and we are still continuously improving, but also, we are open-minded. We keep our eyes open to continuously look at what are the new product offerings and explore how that can fit into the business needs of the products that we sell to the customers? 

Sven 0:09:31.7: 

Cool, thanks. Any questions from the room so far, otherwise I'll continue with my standard questions. Hopefully, it gives you some perspectives as well, but if there are questions, please raise your hand and we will make sure that we ask them. Maybe a question from my side then. If you look at challenges which you faced, can you share some perspectives on that? We had some reasons as well, but Patrick. 

 

Patrick Hawker 0:09:59.2: 

Yes, but there is a long list. It's part of the job, right? You could have these challenges, they are opportunities, right?  

Sven 0:10:04.7: 

Yes. 

Patrick Hawker 0:10:05.1: 

So, it's how you find your way through them, how do you move forward? I think, if you look at the industry as a whole, so when I talk about the industry I'm talking about the systems landscape, especially the SAT systems landscape, my career started on [unclear word 0:10:05.1] by the way, that's a long time ago with Microsoft, so the change from where that was about 15 years ago to where we are now is just monumentally different, right? How businesses have transformed and how they look at systems, and the value proposition the systems generate through that curvature is just so massively different, so one of the big challenges I have still internally is educating, so how do I educate my stakeholders? Explaining how business outcomes and value can be created from the system. The big conversation I have right now is I'm not a cost center, I'm a value center, right? I'm trying to create value for the organization, and that's the conversation I need to be having with my stakeholders because, if I don't have that conversation, I'm only ever going to be seen as a cost center, and that's not the narrative I'm trying to project. That's probably about my biggest piece. 

Patrick Hawker 0:11:10.4: 

Outside of that, the list is very long. I think someone mentioned data earlier today. The data, it makes me cry at night sometimes, but yes, we get there. Obviously, my team generates a lot of that data as well, so that past perfect obviously because everything that is outside of that. 

Sven 0:11:29.9: 

Great, and for you, Zhuwei, can you talk a little bit about the challenge you have? 

Zhuwei Wang 0:11:32.8: 

Yes, I also realized the change management for us is also a big piece of the challenge that we face at times, and next to that data is another big topic. When we talk about data, we talk about our master data, Heracles cost centers, but we also talk about financial data because of the complete city of the company, right, we have a lot of sister companies, and every company can make decisions on their own: which tool to use and which process to follow. Sometimes it makes it very challenging how to make sure all the data comes in at the quality and the integrated way. We have to sometimes really go outside the box to think about possible solutions. We always believing [sic] end-to-end or integrated, connected, those are really the keywords we're trying to drive when it comes to planning. If you look, it's even so connected if you look at my team, right? I'm the head of some very nice BPO transformation, but I basically have three teams under me as a team with Anaplan, so I have an Anaplan lead and I have three house Anaplan model builders, and we work with Anaplan professional service for the solution architect part.  

Zhuwei Wang 0:12:56.3: 

The second part is the BPE part where I have skill for BPEs in my team who drive the transformation project, who drives business process, and their role is critical to translate the business need to the other part of the team, the Anaplan team. That's the critical part because often a tech person wouldn't understand necessarily what the business really wants, so the BPE role becomes important to be the translating to make sure whatever the team develops, right, that caters for the needs for the business. Then the third part of my team is the workforce team basically. They do the consolidation of all our staff costs. We are not a traditional company with a supply chain. Our main cost is people cost. It's IT cost. It's marketing cost, right, so it's nice to see Booking.com in the [?Ubava 0:13:56.7] or in the Superbowl, but it comes with a big investment as well. Other than that, those are the three big bucks, and for Anaplan staff cost, workforce and planning are really one of the keys, and that is why we also strategically place the team under me. Really having three teams working together to make this connected vision, talking about the same language, and we believe that will be a key success factor to drive the success. 

Sven 0:14:29.2: 

Cool, and it's fascinating to see you have two organizations here, although you are using also a solution for supply chain planning, right, but a very marketing-driven, HR-driven and IT cost-driven with also not an operating model if I assume that correctly. Can you talk a little bit about your operating model, Patrick, and also how it switched over time? Because I think, if I look to the room, I think you can learn quite a lot from the journey you had so far. 

Patrick Hawker 0:14:56.9: 

Yes, I mean this is really interesting. Like Zhuwei was probably just saying there, they are completely the same as I would like, so our core P&L items are people. That's the biggest one in there, and then obviously technology and marketing. Marketing is actually very big for us, right? So, very, very similar in that respect, and I think you also spoke about the acquisition and all the different products and skews that you guys offer within your organization. Again, we're really similar, and we've been on that change journey as an organization as well, both from a strategic and a tactical presentation as well. For those of you who have used our app before, the first thing you think is similar to what - Booking.com, right? The first thing you think is takeaway, right, and most likely a pretty greasy one. So, fortunately, we've been on a big transformational journey over the last five years, so since the merger of Just East and Takeaway we pivoted away from that and we went from a takeaway delivery company to a food delivery logistics network essentially, so really focusing on connecting the consumer and the restaurant partner, or the partner in this case really to a logistics model and then allowing the food to be delivered. That was a big pivot on our side because originally was a marketplace, so it was a consumer/restaurant partner. You are changing that dynamic, and now it's a triangle, right, so that's the first big pivot we had.  

Patrick Hawker 0:16:16.7: 

That happened about four years ago where we really doubled down on that investment strategy. We then changed that again two years ago where we went from being an every food moment to every convenience moment. We partnered with companies like Amazon, etc., where we're doing all of the deliveries for that last mile logistic piece, right, so you can see like pharmaceuticals or electronics. I can't remember the name of the electronic store in the Netherlands, Blue or something like that, right? Those types of companies that are really partnering to do more than just food, and that's a big cultural shift for our consumers as well. Anaplan is just one of the systems in my landscape anyway, and obviously making sure that all of our systems are able to be agile enough to continue to move and change. You'd had seen on our roadmap, right, we reimplemented our entire finance model? 

Sven 0:17:05.7: 

Yes. 

Patrick Hawker 0:17:06.6: 

That was a conscious decision. We sat down. We discussed it. We said, 'Right, we're going to reimplement the entire thing.' That was the only real solution we had to the place we were at, and that's fine, as long as the solution can support you to get there, and you can build that vision together. That's kind of the premise of the journey that we've been on and how we're continuing to use it. We are also building a lot more use cases. The most exciting one for me right now is - and, again, I go back to my previous slide where I spoke about performance - the main performance area that we're really focusing on as an organization is how do we drive efficient order growth within the company? What I mean by efficient order growth is not just buying the orders through marketing or vouchering, but actually growing that through healthy growth, so investing in the right opportunities, either that's with a partner or whether that's through subscription, or whatever that loyalty is that you're buying within the marketplace, that is healthy growth, it continues to build loyalty on the product. 

Patrick Hawker 0:18:08.9: 

That’s a big conversation, at the moment, and we've just launched a - sorry, I will keep moving on - but we've just launched our first round of that global demand planning solution that we've done. It's only the first step, to be honest with you. The way I explained it to my execs is we've just scratched the surface, and we need to dig deeper and harder and in less time. 

Sven 0:18:29.4: 

Yes, and I think you made a very valid point here, right? I see some other clients, KP and [?Yimoga 0:18:34.6] in the audience as well. Don't be scared to reimplement your entire model, right, because sometimes your business has changed that much that there is a lot of legacy involved in your old models, and continuing building on that old legacy model is going to serve you much more pain than just building it from scratch because you know what you want now better, right? So, a very valid point you made. Zhuwei, can you maybe tell me a little bit about you talked about booking, but the specific use cases you currently have deployed? You touched upon finance. Are there other use cases where you also are Anaplan for? 

Zhuwei Wang 0:19:14.4: 

Yes, so I just want to make a point to follow up on what you said, you know, don't be afraid. I think it makes sense to us as well, right? We have used some models in Anaplan that we have planned. We have a consolidation model. We have revenue. We have workforce, right? When I talk to the team, there are so many things we want to do from a consolidation point of view, right? The question becomes, do we want to enhance it, or do we want to start from zero? Of course, the latter is always a bit scary, but, in the end, we decided to rebuild from the ground up. Actually, it brought a lot of benefits taking that approach whereas what we see like in our workforce module, we try to make some enhancements. By experience, what we notice, sometimes you are building enhancement on top of enhancement on top of enhancement, so your enhancement number ten it's successfully implemented, but enhancement number one doesn't work anymore, so that will require a lot of extensive user acceptance test to make sure those things will not happen. All in all, what I'm trying to say is there is no right or wrong here, but it's important to make that corporate assessment and don't be scared to also assess does it actually add value to me if I build it from the ground up? Sometimes it does. 

Zhuwei Wang 0:20:48.2: 

That is that part. I just want to add. On the questions that you had, our vision is really we set about connected planning by really today, I have to be honest, our Anaplan looks more like a financial tool, and that also comes with its challenge, the change management, right? If one of my marketing directors, who only talks to EVA Air every day talking about sponsoring, and then you suddenly ask them, 'Hey, go to Anaplan to plan your FT marketing budget,' they are all going to say, 'Yes, I don't know, it looks very financial to me.' At the end of the day, right, when we talk about, for example, FT planning, I do want the business to be involved directly and put their input into the tool. Then, once that is done, then the finance can then pick up. Well, today I think a lot of companies still do is the finance go out their offline alignments with the business and put into the financial tool, but maybe it's convenient for them, right? People can always argue Excel works better in a way, more agile in a way, but they sometimes forget to see the bigger picture, having a tool, how much added value it has to a bigger picture. 

Zhuwei Wang 0:22:10.2: 

For us, we still have that vision to have end-to-end planning connecting the business with the finance, with the power of the Anaplan tool, and that comes with a lot to be added in our roadmap, the UI, the workflow, and user-friendliness. How can you make sure that a call center owner puts the FT movement in the tool, and then the tool can, in real-time, give them the outlook of the financial impact without them understanding how the logic, merit and all those things work in the backend? That's one of the visions we have in our mind, and we're striving for that. I think, besides the financial planning, Anaplan is also capable for a lot of other things. We were talking about business cases. I just learnt recently that Anaplan has a business case model that can really help us to handle the business case end-to-end, including the financial part, but also the non-financial part, so those are the areas. Workforce management, our customer service is also using Anaplan for workforce management outside of finance. Those are the opportunities that we really see in our organization and want to further follow up on that. 

Patrick Hawker 0:23:35.5: 

Cool, great. I'm just going to add one point actually, so 100 per cent I agree with everything you're saying, Zhuwei. I would say, in terms of the reimplementation, don't look at that as an IT problem. It's not an IT problem. You've got to look at it from that process and people perspective. The real opportunity for us was challenging all the status quo that people had, and until you unbox it all and ask people to actually sit down, 'Give me that narrative from a problem statement point of view?' like describe to me your persona within the business and what you're functionally trying to achieve as an outcome, and then let me design the solution around that problem statement rather than like you said, the multiple enhancements that have happened over a legacy of period and then you've got inherent status quo that you've built up over time, and you're like okay. 

Zhuwei Wang 0:24:17.3: 

Yes. 

Patrick Hawker 0:24:18.3: 

I need now to unbox that. 

Zhuwei Wang 0:24:18.8: 

Yes, I fully agree. I think it's also kind of human nature. Before booking Anaplan, at my companies, my job always involves more or less financial planning. One learning I had in my 17 years of experience is, it's always easier to blame the tool. 

Patrick Hawker 0:24:35.7: 

Yes. 

Zhuwei Wang 0:24:37.2: 

Right? 'Oh yes, Anaplan doesn't work,' or 'This doesn't work. It's not my fault,' you know. People tend to play the victim mindset, and what is our countermeasure to it, right, at the Booking, it's nothing else like, 'Oh yes, it doesn't work, it's the tool. We have to revamp the tool.' 

Patrick Hawker 0:24:58.6: 

Yes. 

Zhuwei Wang 0:24:58.4: 

And I always tell the team, 'The tool is that. You are not that, so don't blame something that is not a person, but if you are the person, you can maybe help us instead of just blaming it, right?' I have to thank my team as well. We want to be fact-based. We established a whole ticketing system and the process. In the past, it's like you are BFF, you are more closer to one of my model builders, you come to the table, they help you more, but it's not going to work anymore. Everyone has to log a ticket, and we are going to assess, we are going to tell you how we're going to fix it, and you will be surprised after a half year you look at the ticket, like how many tickets are really technical issues and how many tickets are really related to a knowledge gap? I have tickets, 'Yes, I cannot go to the Anaplan website,' 'Yes, well, because your internet did not work.' That's not an Anaplan issue, right? It's really about fact-based and the visibility, but through this, you also train the people to be on the journey with you instead of playing the victim mindset and they are actually on board to be with you and help you think along how we can make Anaplan even better. I always believe more brains are better than one brain, right, so to get those inputs is very valuable for us. 

Patrick Hawker 0:26:31.2: 

Yes, I know Sven is getting itchy because he wants to ask a question about it. I just want to add something on to there as well. 

Sven 0:26:33.9: 

Please go ahead. 

Patrick Hawker 0:26:35.5: 

Right, it's 100 true, right, so ways of working are like a huge part from my team and Seb, who is in my team by the way, he hears me banging on about this all the time, which is like how you create that visibility and following the, in my case I've worked in product and tech and everything else, right, so for me it's all about those agile and lean methodology principles that you can apply. Create visibility and create that shared case of ownership with each other. We have an OKR framework that we're building out for next year where each stakeholder and system owner needs to work together on a set of OKRs that then can then follow through in your prioritization and planning. Yes, similar like obviously having ticketing systems, create visibility of the work, have clear roadmaps. We use sprint planning for how we prioritize those outputs as well, which it allows you to have a more tangible conversation the why you're doing the work as well, not just doing stuff for the sake of doing it, right? 

Zhuwei Wang 0:27:28.6: 

Right, you can speak now. 

Sven 0:27:34.0: 

Okay, great, thanks guys, so thanks, and if I listen to all the presentations of today, it was Peter talking about the different enablers, and that only one of the enablers gets the blame, right? I think you have to look at all the enablers, and if I look at the [unclear word 0:27:53.1] story about basically a DCF as a business case, right, so you are producing tons of business case and those are the main complex business cases there are with the smartest, brightest people who are super good in building those business cases, why do we do it in Excel? Why do we have all this exposed somewhere sitting in an Excel model helping you? Maybe because we are approaching the end, I'm really curious also about your future and about your roadmap. Can you share maybe, not from a commercial perspective, of course, but can you share it also with the group where you want to go to as Just Eat and as Booking.com? Patrick, maybe you can. 

Patrick Hawker 0:28:32.4: 

Yes, I think we've already shared briefly what's our vision at the very high level, but for me, the strategy breaks down into different milestones. We have a near-term, short-term vision that we want to try and achieve, and then a longer-term three/five-year strategy that we want to build out upon. The main focus is that connected planning vision that we want to build on, and I don't know if I pointed it out very clearly, but at the heart of that we have our order forecasting, so that, for us, is what we drive our organization on. That's how we want to create the conversation. In every meeting around the business should be based on that conversation, so everything else that needs to connect and pull from that and learn from that. This is interesting, right? It's a really exciting space to be in right now because versus where the industry was ten years ago, right, where there were a lot of things were done offline and very manual, and AP versus the key, and every single invoice. They used to get paper expense claims that you'd then go key in, right, so that was just the reality of organizations, so it was accepted. It's not accepted anymore. It has to be automated. It has to be within the system. It's a basic expectation of the organization that you should be there. 

Patrick Hawker 0:29:48.2: 

The reality is a little bit different. It's a lot of challenges to get there, and I think we're working forward. The mindset that we have is very much of a very fast feedback loop. We want to be very aggressive, and I think Seb knows this about me, but I push hard because I want to get the product live based on the problem statement that we originally articulated, but then with an agreement upfront that we're always going to have that feedback loop. Give me that feedback loop. Tell me where the next good value opposition can be for me. Okay, I've done this first round of value, if the next thing is to go right rather than left, then I'm going to go right. If I thought if I was going to go left, well, who cares, well, that just my ego, let's go right. 

Sven 0:30:33.6: 

Yes, cool, thanks. Does it work for you? 

Zhuwei Wang 0:30:37.9: 

Yes, I think I agree to a lot of things Patrick said. It's kind of funny. I need to mention this. I met Patrick first time a few days ago, we had a call, and despite that we are so close to each other, that evening I get an email from [unclear word 0:30:53.6], you get ten per cent discount. [Laughter] I never get that from… [laughter]. I always wonder if you had something to do with it. 

Patrick Hawker 0:31:08.1: 

It was the AI. AI was listening. 

Zhuwei Wang 0:31:11.4: 

I did order. 

Patrick Hawker 0:31:13.3: 

Yes. 

Zhuwei Wang 0:31:14.6: 

Always the 10 per cent. For us, as I said, I agree a lot of things what Patrick said. For us, it's about this connected planning vision, right, to really connect the business with finance, make it one integrated process. From the finance angle, if you look at the financial planning side code, right, that most companies, I think, follows, you start with the strategic plan three to five years and then you take the year one, you know, you develop your annual planning and then during the year you have the cost and speed update of the forecast, and then, in the end, you have the actuals, right? That is on a high level how the cycle works. When we talk about Anaplan, we want to capture all that in the tool itself, right, so in the tool, it facilitates you to start with your high-level strategic plan three to five years, and then you do the annual planning and the forecast. Then you connect with all the other systems to get your actuals in that can create analytics that allows you to provide your stakeholders a comprehensive for analytics at a faster speed with minimal manual work. When it comes to a forecast itself, the way how I envisage our North Start would be is today, if I look at our forecast, it takes minimal amounts to achieve for actual forecast. Annual planning is longer, you know, five/six months perhaps. 

Zhuwei Wang 0:32:48.6: 

The question is really how can we bring efficiency into it with the power of Anaplan, or the machine learning and the futuristic capabilities? My vision, I wake up in the evening from the dreams, if that happens, one day is if we go to a forecast, you open up the system - I'm a controller, I open up a system that the forecast is right there ready for you. You just need to do a review, make some top-down adjustments, you are ready to go, right? That's easier said than achieved, but I really hope one day we can go to that level. That idea behind it is to bring efficiency so the controllers can really focus on business partnering instead of submitting systems; creating Excels because that's right there for you. You really need to have the time to get yourself involved in the business to make critical decisions with the power of the numbers you have in your hand because that's the power of FP&A. It's not about how fast you can deliver a report, how fancy the report is, but how insightful are the numbers you have in your hand to help the business, making critical decisions that help the business to grow our revenues or cost savings. That's really the ultimate North Star that we're striving for. I'm not saying it's going to achieve that tomorrow or next year. It really, it will take a lot of work, but I still believe in it, especially now getting this new peak of whatever new product is on the way for Anaplan. I have a lot of confidence it will help us to get there. 

Sven 0:34:34.9:  
Thanks, and thanks a lot, and I have one question to conclude, and I'm going to ask you to answer it real short because I've got some message that we have to be done here. If you had one advice for the room here, what would that advice be? Zhuwei, maybe you can start.  

Zhuwei Wang 0:34:53.9: 

Yes, so I think one of the key factors, to have an amazing team, and I know my team is over there. I have an amazing team who did an amazing job, so I just want to applaud and thank you for all the work they have contributed. [Applause] 

Sven 0:35:12.2: 

Cool, great. 

M 0:35:13.8: 

I'm not going to argue that.  

Patrick Hawker 0:35:18.3: 

So, I've got a fantastic team. I'm super fortunate to have the team that I have. They are both systems, but they are also business oriented. I couldn't have asked for a better setup, and one I inherited in a lot of cases. What's the one? It's a balancing act. Everything is a balancing act, and it all depends on the organization that you're in, what stage of that maturity that organization is in. What are the key challenges that you're trying to address from an ex-co point of view or a senior leadership perspective? I think just having your fingers on the pulse of the company, and just being able to really work with the business. I guess, my biggest word of advice is it's not us and them. It's got to be together, you and the business hand-in-hand working through it together. You can't disrespect any part of it. They all need to be done together. 

Sven 0:36:12.4: 

Yes, and thanks a lot guys. I think it was really insightful. There was not a lot of interaction with the public, unfortunately, with these guys, but also not interacting with me, right, so it was their conversation. I hope you enjoyed it. I'm really grateful that you were on stage today, so thanks a lot and see you at the drinks, at least.