 My experience is that a data-driven algorithm-driven culture starts at the top, but the CEO and the C-suite actually has to be the engine of driving that. It's very hard to have it bottom up and have an organization where the executives are still having their emails printed out by assistance so they can write a response on them. I've seen that a few times but it's increasingly rare. So the culture has to start at the top. I think it also is a board-level responsibility to make sure that this culture of data-driven decision-making is happening and that touches the demand side of things with marketing and sales. It also impacts the supply chain of the business as well and these things should really come together and use customer knowledge and customer centricity at the center of that. I find that many supply chain organizations really don't understand customer needs and understand that much about the customer and if you can connect those dots, it's a very powerful combination. I think one of the first things a company needs to do is either using external resources or their own resources, really assess how their business is looking and how state-of-the-art it actually is relative to its competition and what its roadmap looks like over the next five or ten years. That may then result in the acknowledgement that, hey, we have some business opportunities that we can apply analytics and algorithms. We have some that don't really make much sense. One thing that most companies are very reticent to do obviously is to create something that could cannibalize one of their core businesses. But it's that core business that's going to be the most threatened by competition and by data and analytics for the most part. So I think it's very important for companies to zoom out and really think strategically about the role of customer centricity, the role of data analytics, and the role that algorithms can play in terms of reinventing that relationship, whether it's a B2B or a B2C, I think that matters.