 Hello, I'm here with Eric Montero with Sunlife at the Collision Conference. Eric, you just got off the stage and you spoke to a group about transformation and how Sunlife has been transforming. Transformation is a challenge for many organizations and it's one that you readily took on in the insurance industry. Can you talk a little bit about what you were trying to achieve with your transformation? Yeah, for sure, thank you. It's also a challenge for us, by the way, but we're working through it. We're really trying to achieve three main objectives. The first one is to really digitize a lot of our existing processes. Actually, I should start with where we're trying to achieve is our purpose, which is to help clients achieve life and financial security and live healthier lives. And we realize we needed a digital transformation to get there. So within that, there are three main objectives. The first one is this idea of digitizing existing processes. As a 150-year-old company, we have lots of them and many of them aren't what they should be. They aren't what clients expect them to be. So really chipping away at every one of them and digitizing those moments is the first one. The second one is to be much more personalized and proactive with clients. So we realize clients appreciate and value that we know them and react as if we know them and understand what they're going through. And the third one is to find new business models. It's an industry that's going through a lot of change as all fintech. And we realize we needed to have some of those new business models in place. Yes. I'm sure that there were some challenges through that whole process. And you're a 150-year-old company. So can you share a little bit about the lessons learned and some of the challenges that you saw going through the transformation? For sure. I'll start with the challenges and I'll talk a little bit about lessons learned because really that's part of the solution to the challenges. The first one is we have a lot of legacy. We have legacy on our platforms. We have legacy on our systems. We have legacy on our processes. We have legacy on our talent. And overcoming some of that has been a challenge throughout and one that we're still working through. The second big challenge is prioritization and funding. It's not like most industries that has lots of resources laying around and so to really drive a digital transformation you have to prioritize resources from other parts of the business and kind of getting through that. In fact we believe that one of the things that we've done well is actually be able to reallocate resources. Now some of the lessons learned I'd say that help us get there. The first one and honestly the most important one is start with a client. Transforming for the sake of transforming just isn't going to get us the outcomes we expect and we would have ran out of steam in the digital transformation. If you start with a client and particularly in our case our purpose with clients you really energize the organization. It's much easier to prioritize those particular initiatives because they go straight at the heart of what we're here to do with our clients and for our clients. The second one is to work much closer with the IT organization. So the reality is IT needs to be a part of the solution otherwise they're going to be a part of the problem. And given our legacy platforms infrastructure systems they need to be a part of the solution. And we've developed I think what I'd say is a very good partnership between the business and IT. In fact in many of those initiatives you can't tell who's who. The shift to Agile, the shift to a much more digital approach to running some of those initiatives. You get into an Agile room and I do a lot and you go to a scrum to see what's going on. You can't quite tell who's on the business, who's on IT and that's perfect. And I say the third lesson learned is a lot of testing learned. We can't and we try to basically define a roadmap for five years out and say what is it going to look like and try to get all the tees dotted and the eyes crossed and the eyes dotted ahead of time and you just can't. You have to test and learn. A good example of that and you were just commenting on this a little bit earlier. When we started with this insight that clients have a bigger need than just getting the claims paid on the health space. You know they have a lot of needs that happened before. We don't know that, right? And therefore we had to actually go and test and try it out. Same thing when we launched Ella. We didn't really know what clients were going to feel. How is it going to feel to them to have a digital coach? Tell them what they should be doing. And so instead of actually going off and doing a five-year rule and mafriela and deploying all that, we said, let's just launch it. Let's launch a minimal what we can now call a minimal lovable product. That's right. So let's just define and launch a minimal lovable product and then learn from it and then evolve. Excellent. Excellent. You know it's interesting you also talked about LUMINO and how that product is in the marketplace. You have a lot of partners that you're working with in that collaboration and really looking at, you looked at where you played but recognized from a customer perspective you needed to go back in terms of what clients really needed before the actual reimbursement process to be able to really understand how they were making their decisions and recognizing that they needed help in that regard. Can you talk a little bit about that? Of course. And you're absolutely right. And this is a great example of what I say start with a client. That's what I mean. We call them clients not customers. Because client is a vision of client for life whereas customer tends to be a more transactional thing for us. So we're starting with a client. It's a distinction by the way. Yeah, because we want them to be clients for life. And for us, it started with a client meant we actually talked to a lot of clients. We had a lot of design thinking work where it wasn't just research and surveys, but we actually sat down with clients and talked to them not only what do they do but what are they feeling? What are they going through? How do they make decisions? And it became very clear to us that getting paid for the claim is important but they had lots of angst and confusion and questions when they were trying to decide what should they do. If they have call it a diabetes problem or a wealth management problem or a mental health issue, they're very confused about what to do. And once they figured out how to get help then deciding where do I go, which provider, which one is better, which one is worse, what can I afford, what can't I afford and then we helped them with that and so on and so forth. So we realized that we could play a much bigger role for them if we started much earlier in the journey. But again, it came straight from clients. Excellent, excellent. So I want to thank you Eric for taking the time and thanking Sun Long to be able to better enable clients moving forward. Thank you for the time. Thank you. Perfect.