 Alrighty, welcome everybody and thanks for joining us today for our webinar. I think we will get started. If we could just advance to the intro slide. And I want to welcome all of you joining us today as well as our friends here from Arcadia University. My name is Patty Deboe. I'm the president of Parsons TKO. But perhaps most importantly and relevant today, I'm also an alumni of Arcadia University. And so really excited to be here talking with and uplifting the great work of the team. Rashmi, rock and Lara. And so we're going to talk a little bit about how they are sharing data collaborating and really have come together with a quite audacious goal and roadmap for their Salesforce CRM and how they can really enable the kind of journey, sort of the full life cycle journey of folks from admissions through alumni status. Not only as an alumni of Arcadia, but I think this topic is really interesting to me because I actually play a number of roles with the Arcadia community. So obviously as an alumni, I get lots of communications from Arcadia. I also happen to have been on Arcadia's board of trustees for a number of years. And as a trustee emeritus on the President's Advisory Council at Arcadia and so sort of have this unique perspective of what does it mean to hold sort of multiple constituencies with an organization. And, you know, I think Arcadia already does a really great job of managing that but we're here to talk a little bit about how the infrastructure and data and tools and systems that you're using can enable sort of much more engagement with the communities that you interact with. So I'm really excited to have with us today. And Rush me right how to read how Rick Sean, sorry if I messed that up a little bit rush me. But Rush me is the chief information officer at Arcadia Rock Hall as the Vice President for enrollment management, and Laura Baldwin, the Vice President for marketing and communications. What's really unique today is having this really cross functional group of executives that are collaborating together on a roadmap for their CRM. And so I'm going to ask each of you to introduce yourselves briefly, talk a little bit about what your role at Arcadia is and you know the role you play in this roadmap overall so rush me if you would like to kick us off. Thank you very thanks for having Arcadia to join this conversation it's it's timely and a lot of us are talking about data and collaboration, and how to do more with less. I'm Ashmi Radhakrishnan, the Vice President and Chief Information Officer for it at Arcadia University. I've, my whole career has been higher at started as an admission as a student graduate assistant actually, and then never left higher education so there you go. I've been at Arcadia since 2019 started here about eight months before COVID so that was very interesting times. And I lead and sponsor the digital transformation initiative that is part of our Arcadia 2025 strategic plan. I look forward to the conversation today. Alright rock would you like to go next. Thank you very much. Good morning all my name is rock call I am the Vice President for enrollment at Arcadia University and the chief enrollment management officer. I've been at Arcadia, it will be three years officially tomorrow and time that's flown. Arcadia is my fifth institution within the will house of the university I guess my job is to create student cohorts, and so I guess if there was an elevator pitch. I say that my job is to quantify, qualify and diversify a talented student body and bring them to Arcadia University in the hopes of creating legacy so no small task at all so I'm happy to be joined with both. Nice to meet you all. Right and Laura. Hi everyone. My name is Laura Baldwin, I'm the Vice President for marketing communications here at Arcadia, the chief marketing officer I had the pleasure of being at Arcadia for 16 years. And also working with Patty when you, when you were on the board here and then with the President's advisory council. I've been at Arcadia for that amount of time the first five years. I was in international education so doing the marketing for our College of Global Studies, and then moved to the institutional side so I've been working at the university side for the past managing communications, marketing, creative website, and the web experience and my role in implementing Salesforce and really integrating myself in as CMO working tightly with the CIO and with rock. So three of us building really a very strong trifecta kind of bond to implement this so we're excited to talk about that today because it really is critical right now in higher education that collaborative spirit, and making sure that that when you're implementing a CRM that it's a successful endeavor. Well, before we dive in, I wanted to talk a little bit about why this topic was so interesting to us at PTKO. If we could just advance to the next slide for a moment. So at PTKO we are a digital consulting firm that works with higher ed institutions nonprofits and mission driven organizations of all types. And, you know, we really focus on helping organizations get the most out of their technology and data. We have a philosophy we call engagement architecture, which for us says that you know your outreach platform is a very holistic ecosystem, it is not just your tools and platforms but it's also the people processes strategies, and types of engagement that you are trying to enable. And, you know, one of the things that we may touch on a little bit here today is, you know, the idea of selecting a tool migrating to a new tool can be seen as a bit of a panacea as that will solve all of our problems. And many of us know that that is not true and not the case and so, you know, our approach and philosophy to this is that it's as much about the people and processes as it is about your tech and data and that's part of why I was really intrigued by the approach that the Arcadia team has taken to this roadmap that they're building. So with that said I'd love to show you a little bit about the roadmap that the team has built and so we can pull up that visual. I wanted to ask if maybe Roshmi you could start for us and just give a little bit of an overview of this roadmap you know what is the holistic picture of what you're trying to build to integrate, you know really just about every department at Arcadia into your Salesforce plans. Sure. One of the first things that I was asked to do was to look at the needs of enrollment management because that's, that's where everything starts in a higher education so it could be seen as our front door. And we were using a really outdated CRM that was hammering the work not only the operational side but the entire marketing and the engagement strategy so one of the first things that I was tasked to do was to evaluate the needs and look at what would replace that. We took a slightly different approach instead of saying we are going to look at a point solution that will serve admission or a particular department we wanted to take a much more holistic look. So what we did was we had a session couple of sessions where we brought in stakeholders from the president onwards, and had conversation about the vision of the university. What is our culture, what are we trying to build in the three to four or five years, whether it comes to admission or our current students or alumni. And what emerged from that is that as nonprofits you know we are all doing more with less. How do we still maintain that personal relationships with different stakeholder groups, if we all have different solutions and we have, you know, not enough bandwidth to corral all those things. And that's how we selected after very collaborative process sales force as our engagement platform because that's exactly what we wanted we wanted that connected fabric throughout a student's life cycle at Arcadia. So, you know, everything else started from the point of creating that vision. That's fantastic. And one of the things that hopefully people are picking up looking at this graphic is the team has a really ambitious plan to integrate just about every department's data here from admissions and enrollment to active students and they're both academic and nonacademic student life data, your marketing outreach, operational data advancement alumni fundraising. There's quite a lot that's going into this over time and so can you talk about whoever wants to chime in here like, how did you kind of build that ambitious plan and then very specifically how did you decide what order to work in here right you can have a very intentional kind of order of what data you're going to bring on board first and. Yeah, I can probably speak more to the why, and I think Laura and Russian you could probably speak more accurately to the architecture and the how, but I think the whole intent of this roadmap, as you said, was to create an enriched student engagement I think the broad conundrum within higher education is this idea of how do you not only capture but retain student talent. On the front end that's recruitment we had to better understand the gaps rush me said it best. Where's the data, how well was it kept is it accurate, you know, is it disaggregate can you bring it together. I ended maybe a year, a few months after rush me did and very much the same phenomenon. I say that I was very much feeling around in the dark trying to identify data buckets to see where the gaps were, and how to create stronger fidelity within those systems. I think on the front end we've kind of solved a lot of that conundrum we're attracting a better student, we're yielding a better student at a higher rate. And then we have a lower attrition rate than we had in years past. You know your first to second year retention is a good sign of the health of your university. Our first to second year retention has grown because you better understand the stop gaps. As we progress the idea is to grow with Salesforce understand it better. And then in a perfect world as they graduate, they become those alumni, like you patty, who come back and give their time effort resources, and also create the legacy that we speak up in Arcadia so the whole idea of the roadmap was this idea of being student center meeting student where they are but more importantly, creating a holistic experience from first contact to graduation. And can any of you speak to, you know where you are today in this roadmap and just sort of generally how long this is intended to take because it's ambitious right it's, it's a lot of not only tactical data but also kind of adoption and and change to support the way to actually get to that, you know, number one roadmap. I want to first speak to this visual itself and it clearly says phase one because we are already shifting things. So, what we, this is our original face but I, you know, we knew going in none of it is going to be linear or and that phase one so what we are right now is in phase five. That's where we are not phase five step five, but we've also jumped around in six. We've also gone all the way to eight like Laura said in the beginning started evolving. What you don't see is the College of Global Studies and so where we are at this point is sort of really looking at our roadmap. And we realize that there is such a demand that you can't really take a linear approach so we've taken a very much simultaneous and adaptive, just a very agile approach to this entire scanning for opportunities and integrating Salesforce in there. But the roadmap hasn't changed too much because it was intentionally meant to touch about every office at the university whether this is their primary source of, you know, record or not. I was just going to add to that too because taking that enterprise approach to it when we started was so instrumental into how this roadmap was built. And I mean I think it was visionary at the time because you know we had to start with admissions. We had a CRM that wasn't going to make it too much longer. The roadmap had to start there, but really having that foresight allowed us like Rush me was saying to, to be able to pivot if we needed to or go backwards a few steps if we had to work and learn and make things better. Yeah, that's fantastic and I one of the things y'all had mentioned to me before that I would love you to share with the audience today is, you know, as you were the origins of this project as you were sort of building that enterprise there was some pressing need on the enrollment side, but you actually went out and sort of got inputs from pretty wide swath of the university community could could one of you talk about that process. I'll start and then rock wasn't there at that time but that we have sort of continued that sort of collaborative. And I think that's a really good approach to this particular project, including one of our very important grant work where we incorporated this work into that grant for student success. What, while we were building this plan, what we also know that, you know, like any other nonprofit especially higher at this time, resources were going to be a major issue so there was a lot of conversation about reallocation so how do we get started I think a lot of organizations get stumped at the first steps like how do we get started because it's not a small undertaking whether in terms of commitment to time. Money, just not just getting started like how do you sustain it and what we did was we took that as an opportunity to engage other senior leadership and saying, you know this is not just about admission the foundation has to be so strong that we can scaffold, you know all the other areas and was amazing under our president's leadership was people came with not just ideas and input but with the money from their budget so it was truly a remarkable getting off the ground experience for me to get the tone for how we're going to move forward. And without the input of resources and other support from across the board from the provost to different areas. We couldn't have started and rock, we move things around between admission and it, we just built such a much stronger bond, because of that. So, you know, it was an interesting story but you know it means it sounds in hindsight something that is like great but at that time it's very stressful it's like how are we going to make this happen. Yeah, the question of funding is is one you've mentioned a couple times or me but I think probably when people are very interested in, you know, all organizations are cash strapped right now, and you know I think through the pandemic that has also been particularly in the institutions and additional burden on people's budgets and resources so I imagine there was a lot of work to talk about the value in the ROI of this project, you know, to get people to sort of willingly see parts of their budget which is kind of an amazing accomplishment so it does when you want to talk a little bit about like how you did build that that business case and improve that ROI to your peers. Even after I landed, you know, I was asked to kind of give a broad assessment of where or what the largest gaps were. And, you know, from a data perspective, I think, you know, we had to better understand our acquisition cost and what it meant to acquire a student. I often said that to recruit a student it takes about 18 months, about $1500. If you get it right, you do it one time. If they stop out for any reason, you have to then start the process to recruit them again, while recruiting another class of students to come in. And so that push and pull on resources that's the first thing we had to figure out. Why were they coming and leaving so early and what can we do to change the trajectory of that. We understood that through some of the data disaggregation that year to one to two, maybe they just didn't like us, you know, for whatever reason they wanted to go back home, want to see a different university the fit wasn't right. If we got them to stay past year two, we knew year three to four it was more of a financial argument, maybe always say a kid is one medical bill away from dropping out a kid is one car bill away from you know taking a break. And so we understood that part of it and so then we were able to look at our financial aid leveraging model and packaging in a different way to where we didn't front load age so much to get them in the door and hook them, but we spread the same amount of aid out over 40 years, and it allows them to endure continue. So that kind of approach to reading the data understanding the data, implementing changes to our processes in real time. I think that's what really helps us understand. You know the healthy ecosystem of the university. Ideally, you recruit a month you retain a month they progress through they become alumni to give back. Right now, I think within higher ed and this is just my opinion, not the universities. I think there's a certain level of disruption that's taken place. That's causing not only a paradigm shift, but also a shift within automation and technology. And I think it's difficult for universities to really say on the front cusp of that. But like Rush me said, she and I. I mean technically she recruited me here. And so she and I have a great relationship, and immediately we understand the importance of connecting down silos creating synergies, essentially stronger fidelities within the system to allow us to pivot in real time. I think Arcadia, the biggest Achilles sale when I landed was and I told the president are really time is too slow. Think of it like Uber compared to taxi. Remember you had to call a taxi three hours wait you know back then you talk on a telephone. If you go to Uber app, you have a swarm of cars within 10 minutes, they get to you. I've argued that sometimes it benefits us simply to be first and out the gate as a small university surrounded by a number of bigger universities. It was very much a David legalized situation. I think a lot of our success last cycle, we get out first, we got out better we understood the data, and more importantly, our relay and response time was so much better than our competitors, even the bigger ones. It allowed us to win the race so I think collaboration in that regard is just, you know, non negotiable, it has to happen and hopefully you have the kind of relationship that the three of us have where it's fairly seamless, even when there is no money on the table, you make it work. Yeah, and to that point to, I think, to rock's point about being a small institution for us to be able to pivot together and realize what some of the resources were that we, we really weren't accounting for some of that happened to be you know there's a learning curve to a new CRM. There's skill sets that you need to put in play that go between it has to be kind of cross functional between the teams. There were times that we had to look and say okay who's responsible for what how do you build that as part of the roadmap. So a lot of those conversations from the very beginning, although we had to start it for admissions. You know the reality was, we could look at it holistically and say, Alright, how is this going to benefit us in the long run. And then how are we going to afford step 347 as we move forward. That's a really good point and the question of funding is sort of particularly tied to this one of ownership and responsibility like you mentioned Laura right like, so maybe you can speak a little bit to, like, where you all landed on that in terms of ownership and responsibility I think Salesforce is often seen as you know something that people who send email will use and that often can land in the marketing department or maybe the advancement team. So, so how does that kind of governance work at Arcadia. That's a great question and I think the, the traditional tension is between control and enablement right when you look at the, at the units like Laura and mine. We are working an entire organization. And while we want to make sure that we are streamlining those efforts and have consistency. This is also not about control. So the approach we took at Arcadia was one of the enablement so knowing that somebody embedded in rocks team are the most knowledgeable about admission who can anticipate the need better than they would ever do within it right same with the with the lowest team so and with student success. The leaves the functional leaves are the ones who are going to make or break the project sure it is important. You know marketing is important, but the functional units, their leadership is incredibly important and there is a lot of meetings. And you are you also discover as you go through the processes that are stakeholders you never accounted for. And some of them are the ones that we need to bring in because there is being no conversation about data there are data black holes. And to create that holistic profile, you really need not only to bring data and you need to people and process to be wrangled and brought in and have this conversation about why, how, and what the accountability is. It's really a culture shifting process it is is not I would not call this implementation if anybody has gone through any your implementation. It is just as intense it is very turbulent at times. It's very important that we were inclusive around the decision making and a lot of the decision making that you know we were looking at it may look like it falls to marketing like do we go with marketing cloud or part dot, but the reality was it has implications with all of us and our teams and the resources that we needed. So, you know, implementing the layers that come with Salesforce also was something that we had to get through together to ensure that there was full workflow continuity and consistency as we were implementing. Great. And one of the things that you all did that I think is really impressive and sort of speaks to that enablement and empowerment of the end users is come up with a new model for data governance. And that's actually public so we'll have someone share that in the chat so you all can go take a look at what the Arcadia team pulled together. But can you talk a little bit about like how this governance model came to be and how that's you know kind of enabling collaboration across the teams. Absolutely I can talk about data all day long so. So can we so let's do it. Yeah, I have a rabbit hole somebody has to pull me out. Just like the CRM. There are other origins there are few origins is few fires and data was one of those fires, and it was closely as also associated with risks to the institution. So the governance became very critically important before you can even start a really good information security program. But beyond that, if you look to two years down the road you in order for us to ever mature in the data analytics sphere you really need the governance you need the trust of the community. Otherwise you can build great dashboards and data systems and the community will never trust you and won't trust the data and there's no point to it. So we started our data governance similar to how we started our Salesforce project to white stakeholder engagement we interviewed about 25 different stakeholder groups individually and created this very expensive report about data assets and who the key players are, and then had a core group so the way we are organized as we have a core group which is very representative of the major folks like admission registrar etc who are the major contributors and and holders of data, and we call them the data. Yeah, you know they are the core group. And then we also know that there are people in each of the units who knew the best and the most about their data and where we're sort of accountable to maintaining that today that's our data stores circle and then there are people who actually interact with data and input data but are not the ones who makes decision on the process and ultimately responsible for data for their unit. But at the very top, we need a data trustees we needed the senior leadership to take ownership of the accountability of the fact that they are responsible for the data security, and the, you know the data integrity for their data is not that every vice president is going to go and look at what's happening, but they, they, they can at least know who the data stewards are in this area and be supportive of it so it has been an incredible process that is the area where we have an incredible director of institutional research, you know, who, who co chairs there so you know sometimes we bring people from other areas along with the IR to, to lead the process. And what, what has happened in the last three years is we've really grown in our maturity, and we're doing our assessment right now so move to the next maturity level, but we've created data assets data dictionary, and sort of been very very helpful as we move through the project because we've added data stewards divided by brand new data assets we've added to the data assets, and we can finally say that we now have a student 360 profile of data, but if anybody's interested in more details on on the governance, sort of how to get started or what works or didn't work, happy to talk about that. That's fantastic. I think, you know, this comes back to the point I made at the beginning that you know the tool is not going to solve all your problems and so both like this culture shift you all have done around data and I really love the kind of very clear roles and the different layers of roles that you've identified for the folks that are working with data whether they're the day to day users the data stewards or the executives responsible. That that certainly is going to enable something like Salesforce or whatever tool you're implementing to really give you much better information. Right. We know that we have a handful of the departments represented here and maybe we want to speak a little bit about some of the others but I wondered if we could talk a little bit about like, what are the biggest benefits or opportunities you see for each of the university functions in terms of building this 360 degree view of a student. You know, I think it's very different when you think about what is enrollment get from it versus advancement versus it or, you know, student success teams. So maybe we can kind of think about this in order of the roadmap and rock if you want to start and talk about, you know, what do you hope for for your team. I think you know as far as why I said, it's that classic conundrum of strategy the culture, and how do you have them kind of support each other. Oftentimes when people hear that that catchphrase that term, you know, strategy culture Trump strategy every time or culture eats strategy for lunch. I think that's true because strategy is kind of, you know, data informed, you know, you're kind of introducing a new idea, a new take a new spin on something. So I think within this enterprise within this effort the hope for me is to have the data and the strategy help inform and shift the culture to make it better. I think within this leadership, you know, you're lucky when you have leadership like Laura that stable that represents the university and they have seen change come and go. And then you have leaders like me and rush me who kind of land and have to work with Laura to figure it out in essence make it better. And so you have to marry that idea of strategy and culture together and hopefully create a strong alignment and partnership on some fidelity that creates scalable change. I think higher ed again is in this tenure state of decline declension however you want to look at it, because we created these silos out of bad habits, turnovers and leadership turnovers within talent. I think it's forced people to retreat and play small. The idea of strategy new ideas new data new data buckets dashboards is to create transparency hopefully the transparency alleviates doubt and fear and opens up conversation, and then become generative I know that's a bit lofty. I'm the so Cal kid here who's new to the beautiful Commonwealth of Pennsylvania, but the hope is to create this idea of harmony between strategy and culture and create scalable measurable change that is student centered that helps create a healthy ecosystem within the university. That's fantastic yeah sorry Laura go ahead. Yeah no I was just going to kind of bounce off of what rock was saying because working so closely, particularly with his team and implementing the CRM through the IT team. You know, we were able to really optimize the customer journey so really looking at the user experience, holistically, and saying okay we were going through our rebranding and launching a new website at the same time so how does a CRM. How do we actually even test the messaging that we're working on it was such an incredible tool for us to get to learn. Once we got past the learning curve. We could walk through the entire system and and really evaluate the user experience of the brand from the very beginning when somebody's engaged we know that they're engaged. We were working all the way through what was working what wasn't could we pivot. What's this messaging working was it effective. We've never looked at billing before. How was billing affecting how people were moving into the next level of where they needed to be. This is one of the main key indicators really showing through in the CRM so from a marketing perspective. It was that that ability to automate some of the things that we have been working on and working with the enrollment team on, but then also being able to say okay. This is what we know. This is looking at some of the behaviors tying it into the website. Now how do we take this data and have it paint a picture and tell a story. Build an algorithm so that we can say, hey this person is actually really engaged and we should really be focusing on them using part on Salesforce. Of course this roadmap, took time, and we did have to backpedal a couple of times, but the realities around my hopes for my team now, ours that we're far enough along to say okay we have this rich data. The next step is really putting that into action and as dovetailing right in with what rock was just saying. So things particularly for sort of your current students right that you're integrating all the students success content and registrar information. Practically what can students expect to be different or see different in the ways that they engage with the university when they're there. You know I think, I don't know if probably the experience is similar, no one person at the university so a traditional approaches one advisor one academic advisor sort of, you know, Israel is the one who contacts the students, you know, if there's an issue there. So what more and more of us are realizing is that you need a whole team approach you know this whole saying of unique needs a village. The thing is the villages were supporting the students but we never really articulated that in any system so we could track what was going on with the students but what we took up was a very holistic we call it the whole life advising this is one of the other things is we actually married the foundation of the technology that conduit of technology with the goals like with rock or Laura or other areas. So for student success, we started with the journey so once, once you're all excited about bringing a certain then what happens, you know, do they, do they carry that experience forward what is on voting feel like from a student perspective. Once they land here and you know what of first year is one of the most difficult years for students to assimilate into a new culture leave so many things behind and Kobe has changed so many things. So the student success hub comes in the approach we took was before opening it up to students to interact directly we wanted to make sure we had the cultural and operational pieces in place so that's what we're working on so when I talked about the data black holes. When you track the data black holes it will take you to operational and people issues and that that's really where we start we spent a lot of time in saying okay, what is the outcome you want you want this student to feel to have the most frictionless as they move through the life cycle and to create that frictionless experience are there are the points of conflict for the student is that at onboarding it's right before or is it through it all and who are the key players so all those things we are now actually enshrining within the CRM and also tracking what we're doing with them because one of the most difficult questions to answer, like rock said our retention improved. It does not contribute able to any one factor, but if you don't track what you did to intervene to make things better you never know what work or did work so you're always throwing things at the wall and hoping that it'll work. And we don't have that kind of resources or capacity so that's one of the approach we took we are still in the very early stages we are still looking at it from cohort to cohort. But we've, we've had to revise a lot of things and bring people in and culture is big I had to keep saying that but you need a willing coalition at the beginning of your project this complex for us to build on top of so that's what we've been after we've been after a willing coalition that is cross functional to be the early adopters and then we are learning and working with them to fine tune things and moving to the next group and the next group. And we will have to accelerate some of our moving forward but we at least have the foundational data and a lot of the processes figured out. We think I'm sure that when we summarizes. Yeah, and I would say and sharp compliment to that you know with the student population that we serve. We had to better understand mode of delivery. I think implementation of self force. It allows us to be more omnidirectional and stance and approach, we can communicate via email via a mobile phone, good old phone call to mom and dad. We've created engagement spaces for prospective students, current students alumni parents throughout the course of the journey. So again, getting back to this idea of this ecosystem and how can you best cut down on the relay time. I think this idea of mobility is really still in its infancy as rush me said we're learning as we're growing and we've been talking about this idea of game of finding the process in some regards you know when it comes to registration. You send out a blast to a kid and say hey, five questions and under 60 seconds you get three right, you'll get your registration materials. If you miss three you got to go to the office and meet with your counselor and really kind of incentivize and better understand students where they are. And know a lot of what we do it is that classic question you know the carrot v stick. I think old models are kind of the stick they kind of drive students to the end goal. I think with this idea of Salesforce mobility being omnidirectional, we have the ability to entice them a bit more, and in essence use the care to lead them and we think that's a better journey, and leads to better outcomes. And you all have started to touch on this but we've got some great questions rolling in that I wanted to share with you. And so one that I think builds on what rush me and rock we're just sharing is, what are some specific things you can do now that you couldn't before in fundraising admissions. How have things changed or do you expect them to change as a result of those capabilities and we haven't touched much on the fundraising and advancement side so I don't know if I know we don't have your colleagues there with us today but I don't know if any of you would like to comment on that. That would be great to. I know that rock speak to admission but I mean rock works very close rock team works very closely with Laura's team, and between the debt collaboration, I think, our capabilities in terms of like Laura said automating and reaching students earlier tracking what happens with the students is just many many folds better than what things were when we started. And this is true from the Student Success Hub. I was in a meeting with a number of stakeholders from from faculty onwards and they said oh my God I've been at Arcadia for 20 years I've never seen all the information on the student that I can act on on one even and you know that may be anecdotal, but it is such a validation of of what the power is of something like this. And in terms of advancement, they are not on Salesforce yet. So they will be the College of Global Studies and advancement will be the next group to go on Salesforce. There's a different CRM at this point so they, we want all of them, and they're very eager to get on Salesforce. I hope that answers that question. Yeah, I'm sorry, but the answer madam one of the specific things is our ability to automate our engagement strategy, Laura and rock steam came together to create these campaigns and set them going but they were also who could intervene and adapt very easily and the same with same with student success. What it gave us was a lot of flexibility and information of our fingertips so we could act with more confidence and sooner. We were also able to scale. Once we started to learn we can scale more quickly. So we were moving from engagement studios into nurture stream so when you know it's, it's when we're not disqualifying a lead but being able to build a stream to engage them and keep them active and actively moving at how they engage with the website, also social media overlaying all of the things rock was talking about that we send to them surveys, all of that it gives a really nice snapshot for our enrollment team. Yeah, that's fantastic. I have other questions that have come in one, Russian me maybe you can speak to who led this roadmap process I know y'all spoke about it being very collaborative. But there's a lot of tactics and implementing these things who's overseeing it facilitating keeping the collaborations moving. And was that your team in the IT department or. Yeah, I'm the sponsor for the Salesforce implementation, but you know, there's a very, very collaborative process like I would talk to the provost up to rock up to Laura. And not just at the senior leadership levels we had to go many, many levels and have that conversation we had workshops. Before we develop the roadmap, but yes I let the roadmap process with my team, working very closely with different groups. Fantastic. And another question kind of more on this culture change and change management side. I mean asks, you know these processes take time to develop, especially culture change. And what did you manage expectations were users patient with that process. And did people understand why you needed to invest in the process to get to the outcomes. So I'll speak from the from from always in a hot seat IT perspective. Now, people were not always patient. Yes, it takes time to set the expectations we talked about something like a platform, how it's different from a modular application you would just buy that is with these functionalities. So the platform essentially takes time to build and mature and the Salesforce platform, depending on how ambitious you are can take anywhere between five to seven years of this, the single evolution to really mature and everything matures at a different time how long you've been here and all those things. Others understand. I think what we tried to do was bring to the table what's in it for me conversation, very, very early on. So as we did our discovery. There was a lot of conversation about what's in it for you, and what's in it for me. It's still not easy. That's why I talked about the willing coalition because sometimes people are just looking to their peers and saying, Why do I have to do this feels like extra work. Why aren't they doing it. And by it sometimes the message is much better than they receive it from their peers, then it feels like it's coming from top down. These are some of the approaches that we check but by new means is this easy. There are definitely one on one conversations. There are times when I had the intervene and said let's cool down let's take a step back. Let's talk about it because listening becomes really, really hard. Real listening becomes really, really hard when temperatures are that high. On that topic, are there particular lessons learned maybe we could do a little round robin with all of you like what are some of your lessons learned from from this process. I'll just throw a real quick one and then I will there are many, many lessons, but the first thing I would say is don't underestimate the time data will take from me this project. So one of the first groups that went live on submission, and they are especially tricky because they have a lot of outside sources of data, which would be similar to advancement alumni as well when we get there. They bring in data from a lot of different sources, but not only once it's a repetitive process and we had to always keep it updating so the data integration having a strategy for data integration with internal and external sources and I know this may sound very technical, but maybe not for this audience, but it's incredibly important that you, you have everybody understanding that you have to crawl walk, run in this process and crawling may look very manual in the beginning. And it is not that panacea everybody expected out of implementing something new, but that will come if we are patient with the crawl and walk, as long as you can communicate very clearly what the first face looks like the second face looks like, you know, multiple faces So that would be my advice. And I think that the time frame is really important communication and making sure that we're communicating all along the process. I think this advice really would be to be open minded, and to be able to collaborate you have to let your guard down you have to let the silos down, and, you know, be able to question each other and be able to ask for help when you know that you need it, and like again there is a skill set learning curve there is decisions that maybe you made that you have to revisit and and that was one thing that we had to do as we got to kind of number three. We realized we didn't build in a lead component, and we actually had to go back to number one to reset what we were doing and it took about three months but the willingness of all of the teams to really identify that we didn't need this, and to go back and to do a rebuild which took time out of this whole roadmap, but we were open with each other, and we were able to realize and make the business case as to the why, and what the ROI would be in the long run. And I would say, you know, I agree with both Rashmi and Laura. I would add you know you have to to a certain degree program failure into the process. Again, when you have strategy be culture, both sides kind of know they're right from their side and I think Rashmi said beautifully earlier, as a leader, especially, you know, when you're kind of viewed as high in the totem pole. I think your ability to listen dispassionately to people who've been on the ground for a number of years is key because those frustrations are them really communicating things that they've witnessed and seen before, and then your job is to better understand it with the data. And within that process, things will go off the tracks. People would not meet your expectations, you might mishear something and go in a different direction as a leader. Show grace, show patience, commit to the process, get up every single time and keep going, you can figure it out. Those are fantastic lessons. Thank you all. One question because you all spoke a bit about the timeline here. When did you all begin this process. We started looking at, we started evaluating right after I landed. So we started this process around October of 2019. We decided to use Salesforce in the February of the following year. And then we launched the project right after COVID, beginning of April of 2020. So that's when we started. It's helpful because I think, you know, a lot of people are wondering what does this look like and, you know, you're going on three and a half years now and roughly halfway through this but as you've said you've had to go back and iterate and change the plan so not not a quick and easy process. Sure. Right. One other question that someone asked was what tactics are now in place to deal with data quality and data standard issues that arise when integrating data from multiple divisions and sources, who's accountable for this of Arcadia. Yeah. Alejandro, is it like I'm hoping I'm telling you're saying your name right. People kill my name all the time so we, we sort of look at this as a simultaneous process in terms of data quality and data standards, and that's where the data governance having a formal data governance framework wasn't probably critical for us. Understanding how data speaks to different systems, we have five main sources but we have at least 25 different sources of data that actually have to all come together to create a holistic picture. So we were dealing with multiple point solutions in terms of integration, and that didn't leave anybody happy because my team is pretty new, and we sometimes didn't even have the source for for these integrations. What what we did was we, we didn't took an inventory of all the integrations and like I said we did an inventory of data assets, the data quality and the data standard for in terms of integrity was created holistic pretty collaboratively by the data stewards, and the data governance committee, it didn't come from any one source so you know after multiple times of meeting people decided this is how we handle data this is what the data quality needs to be this is the standard. How do we maintain data hygiene integration is a whole different animal because you then have to say okay do am I going to invest in these point solutions. How do you scale your operations when you're still working with point integrations for all these different sources. So what we decided to do given our resources was to invest in a integration as a platform solution. And who's accountable for it, I think the data integrity. I mean overall I'm responsible in terms of chief information officer in terms of the data itself. But the people who are accountable or the data stewards data gardens and data trustees that's where our framework comes in. So in terms of the integration, we work very collaboratively with the source unit and the destination unit in terms of what data is going. But we also have a data warehouse. So it's a very different question about who's responsible for data issues and who manages the integration. But that's a different question about data warehouse. Thank you. And we've just got a few minutes left so I'll ask one final question that someone shared with me via email in advance. So, when different departments, you know I think if it is the central owner of a system or the guardian of it as you said rest of me. I would be asking for different demands of your department and in some cases more than what you can provide. I think there can be a particular layer of some departments seen as revenue generating like enrollment or advancement and others seen as more kind of loss driving or budget using. How do you kind of balance that and sort of manage what resources go to which departments and make sure that things are sort of, I don't know whether equitably or sort of appropriately distributed across the teams in terms of how much resource for the project goes to each one. That's, that's a constant struggle right we, we use our strategic plan and our institutional priorities as I'm not star. So, what, what is our priorities in the next 12 to 18 months, even if it always points to recruitment and retention. The players and the phases change so it could be that it is still retention but the focus is now on Laura steam. How do we now move up the funnel and use our application behavioral data that we never did before what needs to change at that point. So it becomes about conversation if there are conflicts which it always is because there are multiple people who want their needs to be prioritized for very, very good reason. We have a, you know, a roadmap of where things are, and then we have this conversation with them as to say, yes, we know it's important and this is where it could start and this is what we can do between now and then so that people are not competing with each other. And the, you know, what are the things that are sometimes we have to bump things off or less depending on what the urgency is, but often it, you know, we have this whole heat map of when things happen, so that we know that where we're going to put our resources. And then senior leadership, and the funding is another way of keeping some of these requests coming as well and there's only so many things you can do with the limited resources. I'm just going to add to that rush me because we talk a lot to also about bandwidth and what the team is working on what we're trying to do as an institution, the other goals that are in, you know, in competition with priority, but working together and being very open and honest about that has really helped us kind of set some of those priorities that might come in that weren't expected. Well, we are just about at time. And so I want to thank all of you for joining us. This has been a really fascinating conversation, I think, getting some insight into where you've been with this where you continue to go. I'm just really grateful for y'all sharing this and impressed by the collaboration that y'all demonstrate across all the departments at Arcadia so thank you for joining us. And for those of you that joined us to listen in today, we appreciate your questions and your engagement here. Please feel free to check us out at ParsonsTKO.com there will be a recording shared of this event. Very briefly afterwards probably within the next couple of days. But there's tons of other free content there, other event recordings, podcasts, videos, articles. So please feel free to check it out and get in touch with us if you like. And for the Arcadia team, if I know Rush will be shared your contact info in the chat, if others want to do so as well. If people have follow up questions, please don't hesitate to reach out. Yeah, thank you. Yeah, thanks guys. Reach out with questions. I'm happy to talk. Have a great day. Thank you. Be happy to connect on any kind of marketing or communications questions also. Thanks.