 So, there I was, sitting in my office, dreading that phone call that I was going to have with the customer, giving them horrible information that I didn't want to have to give. It was 2007, and the organization that I was with at the time was using many different kinds of content management platforms. We had a custom system that we had built. We'd engaged with a customer who was a startup, and they were building an online community for music, where artists could upload music to their own music to the site, and people could purchase products, their artist products, purchase the artist music, upload tablature. It was going to be a large online community that would compete with Last FM. And we'd gone through a discovery process, and we had identified who all the users were. We had done branding. We had spent about four or five months going through a pretty stringent discovery. We had created wireframes for the project. And I found out after about a week and a half or two weeks of development that the systems that we were trying to integrate together to get all of this to work, we're going to be able to speak to each other. They had completely different structures. They had completely different kind of database structures on the back end. And it was really a mess. And instead of picking up the phone, I started speaking with my boss. And he had been down at South By. And he mentioned that he had heard of this content management system called Drew Paul or Drew Powell or Drupal. And it was supposedly this very innovative solution that was very flexible. And he said, why don't you go check that out? And I'm not a technical person at all. And so he had installed it for me. Basically he taught me how to upload new modules. And so I was off and running. Within a week and a half, we started looking at what I built with creating some content types, with checking out different user permissions. And I had about a week and a half gotten farther along within developing the site. Then a team of our developers, I believe there were 12 guys working on the project at the time, had gotten in a matter of four weeks. And so at that point, I think for us was a pivotal moment, not only in my career, but for that organization. Six months later, we had the project completed on time. It was within budget. The customer was very happy that they had a solution that gave them more power than they thought that they were going to have. And six months after that, our company had completely changed our business model to really revolve around Drupal. We had moved to becoming a very lean organization, implementing agile processes. We had changed the way that we sell projects. We had changed our project management approach, obviously, moving away from waterfall. And it was a transition point for that organization. I think that you'll hear that story is probably very common throughout the Drupal community and a lot of the successful agencies and how they got into Drupal, and how they've been able to shift their business model because of Drupal. My name is Brent Bice. I now work with FFW. And I'm joining me today as Holly Bowne. She is the Digital Strategy Leader for GE Energy Connections. She has a very similar story, and I want you guys to hear her story today of how GE got into Drupal and what it's meant for her business. So we're going to be discussing delivering business results beyond your typical clicks and conversions. I'm sure everyone here, show of hands if you've heard of GE before. Most likely you have it. And so I'd like to tell you a little bit about FFW, if you don't mind. We're an organization that is built on technology, driven by data, and focused on user experience. We have 250 Drupal developers, 75 of which are Acquia certified, making us the largest Drupal agency on the planet. And I don't think that bigger is better. I think that better is better. And I honestly believe that we're in many ways both without offending anyone in the room. And I'll tell you why. I think that we look at measurable results in everything that we do. I think we're a very transparent and very disciplined and very lean team. And more than anything, I think that we hire the right people for our organization because in our business, people are our greatest asset. And above and beyond that, we always put our customers focused from the top down, coming from the CEO that we put our customers needs and helping them reach their goals beyond everything that we do. In today's world, companies that want to get ahead and stay ahead have to put their customer at the center of all of their thinking, making sure that all products and services fit seamlessly into customer desires and behaviors. And to me, that requires really an outside and approach to how you run your business. Starting with an understanding what your customers needs are and staying laser focused on that and moving that back through the chain from sales to marketing to customer service, working as one team driven around helping your customers achieve their goal rather than working in silos like so many businesses do. And so it's a bit of a different approach that I think more successful companies are starting to take. And when you really put your customer first and think about your customer first and think about their needs first, you benefit from that. You gain customers more easily. You gain them faster. You retain customers for longer. You drive more revenue for your business, which all of those things in turn create efficiencies if you think about it for your company because your sales team doesn't have to work as hard to sell things. Your marketing team doesn't necessarily have to work as hard to market because you're keeping these customers around. And I think for these reasons of putting our customers first, we're trusted by many of the world's largest organizations, most well-known brands to help them not only implement tools to reach a broader audience, to increase conversion, to sell more products, but we're focused on helping them achieve internal empowerment for their business so that their marketers can do their jobs by more easily creating and generating content for their customers and giving their customers the things that they want. We help create efficiencies by not only looking at the front end of websites, but looking how Drupal on the back end can be a better user experience and how we can make it more simple for groups to work together by improving internal communication by helping to reduce as much as possible project risk. And so always focusing, not only on those clicks and conversions, but focusing on creating internal efficiencies for the clients that we work with. And what we're finding is that success isn't always about clicks and conversions. Yes, it's mostly about revenue, but looking at ways to leverage technology outside of just clicks and conversions, especially geared around websites, because Drupal is so much more than just a web content management solution. Helping to improve administrative processes or delivering more ROI, and that's a big, big work today in today's business, more and more we're seeing that CMOs and CIOs are having to not only buy new products and build new products, but do more with less. That's huge in the university space when I'm talking to higher education. Sometimes these guys are having to maintain and support more than 150 websites with a team of less than five people. And that can be very challenging in today's world and they can't get the budgets that they need. And so looking for ways that Drupal or really any technology can help them do their jobs faster, do their jobs better. And we're also seeing that that people are starting to kind of look outside of the box and not necessarily thinking of Drupal as a web content management platform. We're finding that people are building content repositories perhaps if you're a pharma company and you're looking at OPDP regulations for example, creating content repositories or workflows or ways to help bring insights to that so that you can stay in touch with regulatory compliance. We're seeing people build learning management systems for their internal sales teams to teach and to drive for education. We're finding even more groups that are using it obviously as intranets. We're seeing Drupal used as back end for headless applications or native applications. So it's being used in a lot of different ways. We're also seeing that people are really simplifying their platform management. I think this is something that Holly will be speaking to quite a bit with her journey through Drupal. Imagine if you will, a large organization, universities, I can continue to go back to them because they have this challenge all the time. See it in every university that I've spoken with and worked with is that they work in silos, they're not working as one team, they're broken up into basically separate business units and they'll have various different technologies on the back end, whether it's running .NET or PHP, Drupal, WordPress, Sitecore, they have all of these different systems. Now imagine the efficiencies that you could perhaps get if you work together and decided upon one platform, bringing it into one solution and then either through multi-site or through distributions, however you set that up, you could then only focus on managing that one application, that one platform, the efficiencies that your business gains from that. Obviously you have a reduction of systems and platforms which also reduces the number of vendors that you have to communicate with on a daily basis. Contract negotiation and paperwork can significantly be reduced. These aren't things that people generally think of when they're creating KPIs around websites, but there are things that are very important to your business. You can improve your internal training programs and documentation instead of having to be experts at four or five different systems and having to do training with your team around these four or five different systems, you can train on one system. And then of course leveraging tools across your business are units to create more efficiencies. Perhaps if you have one group that needs a certain feature then they can build that feature out of their budget and that feature could be distributed to the other groups within the organization or they could collectively pull their money to create certain features that they need. It creates efficiency, it reduces cost, et cetera. So don't take my word for it. Today, again I'm gonna introduce Holly. You guys are good for a big round of applause and I want her to tell her story about GE energy connections and their transition into lean and what Drupal's meant for them. Hey, good afternoon everybody. So my name is Holly Bounds. I work for what is called GE Energy Connections. Formerly it was GE Energy Management. For that it was GE Energy. GE has been known to acquire a company here and there over many years of business. And so over a period of time with all these acquisitions that also meant that we acquired a great many content management systems and hosting platforms. And when I say hosting platform, I really mean it was a server under somebody's desk that they also used as a foot rest. We also had a lot of ERP systems. We have several e-commerce systems, several marketing automation systems. So we had quite the inventory of platforms. So what started this was that in 2012, GE Energy decided that it was too large and that we were gonna break into three businesses. GE Oil and Gas, GE Power and Water and GE Energy Connections. Each of us would now report up to our investors and what that means is our revenue would be reported separately to our investors. Investors wanna be able to go somewhere and see what they've invested in. So we had to build a site, right? Because we'd all been one site, now we needed to build three sites. Or in my case, six sites. And then eventually 40 sites. But anyway, that's the way things work. So the vision though, as I inherited all of these disparate systems. And one thing I will share with you, so as we had the conversation, we asked the poll in the room, who's developed, who's developed our whose IT? My degree's in English. I have a specialization in British literature and I have a sub-specialization in Shakespeare. That qualifies me to teach or get married and I've done neither of those. So imagine what it's like when I've gone from producing content for a website to building a website and deciding how to host a website and what's the content management system? I just type stuff in and it pops up on the screen. I don't really know. So it was quite a different journey to go to the other side, so to speak, and learn the backend and make the decision on how we were gonna build out. So because I don't have an IT or technical background, really I looked at the vision for where did we want to be, really focused around, as Brent said, what does my customer want? I sell really big, not really pretty electrical equipment and you're not probably gonna see it most of the time. It's in the Kia motor plant or the Budweiser bottling facility or a big substation that's down in your neighborhood and you think, man, that thing is an eyesore and it's dropping my property value. That's all my stuff and I find it beautiful. It's a lovely shade of ANSI number 60, great. Anyway, what does my customer want? What do they need from me? How do they get, how do they wanna get information so that they can make a buying decision? That's what's important to me. It's unfortunate in the program that they said delivering business results beyond revenue. That was a typo because you will learn very quickly. Megan Trainor is all about that base. Holly Vance is all about that revenue. I very much believe that we all, every one of us, exist to sell a product. If we don't, we go out of business, we get a pink slip and we go home. So for me, it's how do I make it a better user experience, customer experience for my end customer? So we wanted to be able to build, yes, an attractive website, of course, it's GE and we have a brand to maintain. We also wanted our customers to be able to search and find exactly what they needed to find in the fewest number of clicks. That's not new. We wanted them to get information at all stages of the buyer journey. From that very early beginnings when they're doing an investigation of, do I even have a problem? Do I wanna do anything about that problem? To evaluating and shortlisting customer suppliers, we wanted them to have that information that they need and that approximately 70% of the buyer journey that happens online before they ever talk to a salesperson. So we wanted our user experience to be the most, that was the center focus for us on how to move forward. We also knew that a website is static. It's like flypaper. You've gotta drive people there. It's like you built a house and then didn't give anybody the address. Nobody's ever gonna come visit you. So you send out your open house invitation, right? So we also were looking at our outbound promotion. How do we drive traffic to our website? So that was very important to us. We wanted to know who is coming to our website and conversely who's not coming to our website because that's just as important to us. We have very key segments and key accounts and we wanted to be able to serve those customers very specifically. We also divide our audiences into personas and we develop content that's particular to those personas. So those were all of the key pieces that were in our vision of what to build, the experience to build. We started there, not the technology. We had figured out what we needed it to be for our end customer and then build backwards from there. So this is the starting point. We started, like I said, with GE Energy, we broke into three companies. That meant that my business, GE Energy Management became GE Energy Connections, needed its own website. We had a company called GE Power Conversion. It used to be called Converteam. It was an acquisition. They were in the process of being merged into the GE Energy website when GE Energy went away. So they needed a website that needed to be migrated from, I don't even know, a content management system. I have no idea. We had another group called Energy Consulting. They were integrated into the energy website, so now they needed their own website. We had GE Industrial Solutions that had their own website, roughly 32 different websites. Those were the ones that were under people's desks. They all needed to be migrated. In the midst of all of this, we acquired another company and they became part of the fold. They were in yet another platform. And then we had one more site that has not yet migrated to Drupal. It's in a homegrown CMS. So it was a spiderweb of different systems. Honestly, I couldn't even tell you all the content management systems we had. I really don't know what they were, and I don't care. Because that wasn't the end goal. For me, the value is the content I provide to the customer, not what's running in the back end. In amongst all of our visioning of what we wanted to do, we had a cross-business team from our different business units, our different PNLs. And we had them decide, what do you want to do? So now that we know what we want it to be, what technology do you want to use? So they went through the process. This is before I was ever hired and decided that they wanted to go with open source. And then from there, they decided between Jumla and Drupal, and they chose Drupal. And that's the point that I picked up the program and it was up to me to put it off the RFP, find a vendor, and start the bill process. I was introduced to Acquia by Serious Decisions. And from working with Acquia, we used them as our systems architects. They introduced us to what was known as Blink Reaction at the time, who's since been acquired, the theme. And that's the FFW agency now. In talking to Acquia, they said, by the way, GE.com, the corporate site, is being deployed in Drupal next month. We're like, really? We had no idea. We thought we were the only ones. So that we immediately created our own little two person community within GE to share information on Drupal. So that's how our journey began with Drupal. And over time started the integration process. One thing that really helped me a lot was our CEO, Jeff Emmelt, began simplification. That's an initiative within GE, the simplification. And you can do a lot when you term something as a simplification project. And this truly was simplification because it eliminated a lot of different, as Brent alluded, a lot of different content management systems, a lot of which were proprietary, which involves cost. And a lot of time negotiating contracts and managing licenses. And that can take up a lot of time that you should otherwise be spending creating content for your end customer. Same thing with hosting. We managed to eliminate just a lot of useless effort by consolidating to a single content management system and a single hosting platform. And that allows us to focus on our end customers. Like I said, one of the things that was really important to us as we walked, worked our way through this and made a decision, made some major decisions was who owns the web. At that time, IT owned the web. IT said as long as it was stable and nobody hacked it, it was good. Okay, but I'm not selling websites. Right, I'm selling beautiful power equipment. So we made the decision internally that we were gonna change ownership to marketing and really not just marketing. It's marketing, sales, communications and IT. We have the four courses of the apocalypse that own the web and the web experience. Because communications uses it to communicate our messaging, our brand message, our product message to investors, to talent that might be interested in coming to work for GE, to students who are working on their dissertation, to the folks that we want to buy our product. So it's important to communications. It's important to sales. We are driving a lot of our revenue through e-commerce these days. And then of course the marketing wanting to introduce product. So it really was important for us to share the ownership of our web and web property. So that was a very big change for us and one that took some time and some consideration. Another big piece was making the decision to host externally with Aquia. Now at GE, everybody's moving to AWS but at the time I moved, nobody was hosting outside GE data centers. The big concern was that we would get hacked. Okay, and they get my brochure where? I want them to have that. I don't care. So that was a lot of discussion that went around that. But when we went through the process and we had some really great IT team, teammates who worked with us said, you know, we've done their due diligence on Aquia and their platform is perfectly safe. We're not worried. And by the way, they're more cost effective than we are. Okay, I've got your blessing. So that was a turning point. And again, four years later it seems like nothing but at the time it was, I mean you can't imagine how many hours we spent deliberating these things. But in the end, that's what we've done. We've consolidated on Drupal and we host with Aquia. So this is the timeline of how this all occurred. So like I said, I started in 2012 in October, October 17th, and very quickly moved in this project. One of the things that's so incredibly special about today is that I got to meet the developers who built all these sites. We've been working together since November of 2012 and we've never met. So that is, if that doesn't show you how a virtual team can work well together, I can't imagine a better example. So Maria and Dennis are here from FFW. Again, never met them before today. So I'm so incredibly excited to share this. Now what I would say would be very interesting if Maria came and stood up here and we all had a cocktail and she shared her side of the story. I'm sure it'd be very different. What it was like to work with the English major to build these websites. But this is how we built ours out. We worked with Aquia from the very beginning to do our system architecture. So they helped us from the beginning and they introduced us to FFW and they built our first site. We went with a different vendor for our second site. We went with a local agency and when we moved to our third, went to build our third site, which is a migration Maria and team discovered that they had, there were issues with the code that made multi-site not work. So they invested a great amount of time rectifying that problem. It was when I'll show you in a minute what our site structure looks like but we are, we're multi-site within multi-site. I heard a presentation earlier today when someone said who's heard of multi-site, who's heard of positive and negatives multi-site and everybody kind of groaned. I love it. It is the greatest thing ever. I think it's the most fabulous thing ever and I'm a strong proponent. When we built all of these sites out, our leadership had at that time, our mandate was every business unit's website has to be portable because we're looking to sell off or move around the business, each of these companies, each of these divisions. So we were acting as a holding company. So that was the mandate. Each one has to be able to take their site, their folder and move it somewhere else. So that was a consideration from day one and that will limit you but that's what we had to work with and so far. Like I said, multi-site within multi-site has been perfect for us. We're at the point now where we have the majority of our sites built out including country sites for one of our pianos that are in local language. We have one more major site to migrate from their homegrown content management system but it's been all positive for us. We've gone back to FFW for the majority of our sites. One site is built by a company out of San Diego. They continue to work with us and they push their code to FFW and Marie and her team test it across all of our sites and then push it live on Thursday. So for us, at least in my opinion, it's a pretty good story that we can run this many sites, multi-site within multi-site on a single dockerate, which apologies to Acquia but it saves me a ton of money in hosting costs and like I said, I'm all about the revenue and if we went a separate dockerate for every site, that's a lot of money and I don't sell websites. My company customers don't buy them so therefore it's not a, it's just a cost for me. So for us being able to have multiple vendors if our P&Ls really want to work with different developers, we can do that. It works beautifully for us also because we can push content or sorry, push code, site-wide code changes. It allows us to, very quickly. With GE we protect our brand very, very carefully and so keeping all of our sites within a template, a template, they have, they each look a little bit different but in general when you look at it, it's a GE site. You will know it's a GE site and this way using multi-site within multi-site we can keep everybody within that GE look and feel. So it's been very, very positive for us. So this is current state. This is all of our different websites that Maria and team have built out for us. You'll notice a lot of them are country specific sites. That's important because that beautiful equipment that I told you about. Some of that is, can only be used in North America. Some of it can only be used in Europe. Some companies in Europe own utilities in the US. They need to be able to buy both IEC rated products and IEEE products. So each of these sites has content that's very specific to the region where that equipment is useful. So that's why we've had to build up these country specific sites. It's not just language, it's the content as well. So these are our results, we'll read them all to you. I will tell you that that cost savings number is very low. I'm not gonna tell you exactly what it is. I don't commit any of that to paper or photo. That was for one P&L alone in their sixth office. So you can imagine what we've been able to achieve for our business in cost savings. The outsource hosting, like I said, is 22% less expensive to go with Drupal. I mean, go with Acquia then to host it internally. One thing that I've loved about having Acquia host is it's not my problem. Not whole SEP, someone else's problem. When Hartley Bug hit, not my problem. Just fix it. And I cannot tell you how wonderful that was to not be on the hook for figuring that out. And then my last, again, business reason for doing this is I would tell you to focus on value. I mean, if you're a developer, IT person, whatever, and you're looking to partner with marketing and communications, if you're marketing, communications sales, looking to partner with IT, focus on where you add value. Where does your, not just you, but your company, where do you add value to your own customer? For me, I don't add value to an electric utility by hosting my own website or developing content. I mean, sorry, developing a website. That's not my value. So we're outsourcing all those things where we don't specifically add value. So we have a few things that are still works. We have a few more sites to get live in Drupal. We're looking to roll out a pilot that we did with a company called Baynot. They do dynamic product recommendations. They've done, we've seen excellent work from them, FFW helped us build out the interface, the product catalog that was running in the background for them. So still needed developers to help us with that. The idea behind that is instead of your product people putting together product recommendations that are static, they put them together and maybe don't look at that page again for another year. These recommendations are based on actual people's search habits on your site. So if someone has looked at page A, page B, and then page C, the next person looks at page A and page B. It's gonna serve up page C as a recommendation. Our results on that pilot, we saw a 527% increase on click-throughs based on versus the ones that my product managers did, not to not my product managers. But what my next goal was is I wanted to see from there how many people clicked through to our online portal to buy or they clicked on where to buy which led them to a distributor. My results were an 1,800% increase in click-throughs to either the online e-commerce portal or where to buy. So that's important to me because again, it's about revenue. So we looked to roll that out. And we're also working with another company called Demandbase. We use their software or their code to show us exactly what companies are coming to our sites and then we're building customized landing pages so that when someone comes from an IP address for Microsoft, it'll show a page that's customized for Microsoft. We're doing the same thing with our key industries. So based on SIC codes or NAICS codes that Demandbase detects, then we can serve up a page that has content that's specific to that industry and FFW created this template for us as well. And then our other big one is because we have so many different sites just within energy connections and then with our brethren over in GE Power and GE UL and GAS and GE Digital, we're looking at rolling out a Google search appliance that will search across all of those sites so that you don't have to understand my org structure to be able to put together a multi-product solution for your product project. So those are the few things that we're working on for 2016. I like that. Yeah, so thank you very much, Holly, for sharing. And so I think at the end of the day, I mean key takeaways from discussions I've had with Holly and looking at her presentation from my background and experience with projects that I've worked on is you really have to keep a client-first mentality in everything that you do and shaping that again, kind of bringing it from the top and move the decisions that you made backwards, I think, can help you become more successful. Of course, assessing strategic initiatives based on value and working in as a one team rather than in silos, I think is hugely important for organizations. And one of the things that I thought you said that was very important, I think it's important regardless of the technology, but choosing the right partners to work with can be huge. There are a lot of agencies, a lot of organizations out there who say they can do certain things to put PHP code into a field, open you up for perhaps a SQL injection or something like that. And so make sure, or building your site in a way that moves it out of multi-sites, so make sure that when you're selecting partners or when your team is implementing a project, make sure that you're doing it correctly so that you don't have to go back and do a lot of rework and waste a lot of everyone's time. So we'll keep it at that. Again, my name is Brent Vice, work with FFW. If you guys have questions, we'll open up the floor. I'm sure Holly's more than happy to answer any questions that you might have. Anyone? That's your question, John. Thanks for Holly. So first of all, I thought you did a great job kind of putting it concisely. Give me an idea of the timeline for you. There was obviously, in a place like yours, a lot of decision-making from start to finish. You've said four years, was that when I gathered or? So this, the team started the decision, so we brought up the company in October 1 of 2012, but we knew about it July 20th. And so, between July 20th and October 1, those who were in place knew that they had to do something. So there was that time period where they were making the decision, we want to go with the, we have an proprietary CMS that we used, where they can stick that on a different system. So they started that process, like I said before, I started it, so before October 17th. We pushed our first site in live, that was Power Conversion site we built. Really, we did a really quick corporate site, headquarter site, in December of 2012. So I started October 17th, it went live about a year later. So it was a fine piece, living more than we got on W. We pushed gpowerconversion.com live, February of 2013, and then we migrated the site that I built over Christmas, we migrated that later, then we started the migration of the gene industrial, which was our largest site. We got it done in seven or eight months though, and it's, we're going fast. Somewhere in there, we built gene energy, I'm sorry, gene energy consulting, that project only took us about two months. That was pretty quick, it was pretty shallow. So the majority of our sites were built between December of 2012, and then what we're working on now are those countryside sites for gene industrial, so that's that second site. So those have had taken longer, because we have no developer understanding that. Our developers are only at the W, there's Maria, and Dennis, and their team, that's it. So what we're working with is you'll have someone in the business who's in charge of the content and an IT partner, and that's it for the project. And so, first and not, who's managing that, who's the marketing person, who's managing each of those sites, is who we're working on, I don't know, two or three at a time. And then she has an IT partner, I said they've been here three at a time, continuously getting those sites live. So, like I said, I have one more big one to do, and it should be, it's very interactive, has some really beautiful content on it. And so, I'm looking forward to that one. So we're not finished yet, but it's definitely the biggest, biggest hairy swans are done. No, yes, yeah. You, yes. So we have one more to go, we've talked to them about, truthfully, we talked to Maria and her team, should we move, start moving everybody to eight, or not, the advice that they've given us is, they've built everything for us in seven that we would gain in eights. So we will eventually move to eight, because you have to, but right now we wouldn't gain anything by eight. I talked to the team for the one last site for Red Solutions and said, do you want to go straight with eight? Aquia assures me that I can run seven and eight on the same dock route. Do you want to go with eight? Miss, we don't choose to be bleeding edge. We're good to go with seven, and then we'll all migrate together, and we'll solve, we'll all row the same boat. So that's our plan as it stands today. Good job Maria, you've worked us out of work. There you go, exactly, exactly. There's this ticketing system called JIRA. That's what I do. So one of the things that I would share with you is of all the sites that you saw, and I told you I had no development to do, I have a retainer agreement with FFW for 35 hours per month. So I have less than one person for a week, less than a week of person to maintain all of these sites for us. So I think that's a testament for what I've been able to get. My team to consolidate and work together and share templates and all work on the same dock route and share code base so that we don't require Maria and her team to spend so much time supporting so many different sites for us. Yes, she worked herself out of print, out of Mac, out of work, and that's, again, that's what was important to us was we wanted this to be, we wanted to be able to focus all of our folks on updating content. One of the things to, and there it is. So, and I just met Ray today too, we have content managers around the world. All of our product managers, product marketing managers are all trained to upload their own content. They all have logins, they all, whatever time zone they're in, when they have new information, they post it themselves. It does not go to Maria, it does not come to me. They're all trained to do it and Ray trained every one of them. So that's something that was really important to us and waited 24 hours and checked online and the commas in the wrong place to a backdoor, upload three pages later and submit it again and wait until they're 24 hours. There was no way I was going to deal with that. And so that's what we've done, we trust. I mean, these are GE employees. We trust them to develop a product. We trust them to sell it to our customer. We trust them to install equipment they could, well, it keeps them like something, you should know we're not going to be able to make it. So I trust them to get on my content management system and update their own product. They know that content more than it, better than anybody else. And that's what we've done is we've really decentralized them and that's been a huge, huge savior for us. And again, it goes back to our vision and making sure that we put our content in the hands of our customers so that they have information they need to make alignment. That kind of goes back, I think, to that efficiency as well as working with one platform rather than having to maintain and support perhaps seven different platforms. Sure, Maria, would you like to speak to that a little bit? The good thing that Holly managed to do with this multisite is not just having a multisite, but having a consistency throughout those sites. So, and when she said multisites within multisites, a good example for that is the 40, almost 40 sites that we have, maybe not all of them are live, but almost 40 sites that we have for the industrial solutions. They all have the same functionality. They have different content, different languages, but they all have the same functionality. Some of them are not using all of these functionalities because they don't need them or they don't have content within the country, but it's pretty consistent. So whenever we have to apply a fix, new style, new feature, it gets applied automatically to all of them. And that's very useful because we have this consistency. We have a very good tool for regression testing that Dennis built, which basically makes screenshots of every single page. I'm talking about thousands of pages before we deploy something to production and comparison with the screenshots that were there before that. And in our QA, there is a comparison percentage. Our QA only reviews the pages that have some difference and we go in and see what was changed there. If it's what we expected to be changed or if it's just a text change, because at the same time, we often get text changes done by the content editors because we don't even know how many content editors we have. Great training, people keep training each other within the GE company and there are people around the globe of the time of dating content on the website. So from that point, we're pretty good at keeping things consistent and training people and helping the content managers help each other. They also have the ability to share content. So in industrial solutions, if you have a page for product for Canada, that's in French. The French website can go in and pull content for that page updated for their own market and publish it immediately. Same as for pictures, they share content between different countries, different languages, makes some tweaks. They get notifications when that original page got updated so they can update their own page if needed. That's pretty good synchronization model that we did, which is multi-way. So it's not even one way, it's multi-way. Everyone can share with everyone and everyone can use content. It saves a lot of time for the content managers. Regression testing is also the key there. I think that's a big challenge for a lot of shops in general. Pretty regulated deployment cycles. As Holly said Thursday, that's the day we chose for deployments. Everybody's aware of what gets deployed when, everybody's checking their websites and GE are supporting us with verifying changes, both on staging and on production environments. It's actually an internal script that Dennis built. So it's not the tool that's out there. We just, the number of sites was growing so fast, we had to find a way to do regression testing. And it is always easy when you know what is out there and what you have to test. But with the amount of pages that were being added all the time without us even knowing, we couldn't keep track of who added what and what can break. Especially considering that some of the content editors were pretty good with putting in HTML and the what is he what to get it or making some fancy things. So we needed a tool that will actually help us test something that we don't even know. So Dennis did all of that custom scripts three years ago that helped us. I think they can be developed into a tool but right now there are just some rush commands that he runs and our QA gets access to a folder where they can see the comparison results and look at the individual screenshots that have differences. And the good thing is that these sites are responsive. So we need to screenshot not just desktop, we need to screenshot tablet, mobile. We need to consider all of these breakpoints because they're mostly content. And it's important for us to support all those users and mobile users are more and more everybody. If you're interested in person. I have a question. We can contribute a tremendous amount of code. So I would imagine that it could possibly be good or if perhaps the IDO would accept it, who knows how the systems are. Can't put everything on the agenda. Well, we'll look into it. I assume we'll need to put in a little bit of time that we have to make it. Good enough for the open source community. In Holly's case, for example, obviously she was running various proprietories solutions. I think it came down to a matter of the platform itself in Drupal or whether they built it in June or whatever. To Holly, the most important thing was that she had specific goals in mind, but she wanted it for her team and needed a solution that could help her achieve those goals. And so at the end of the day, we were more focused on that. Obviously when IDO starts to look at it and perhaps the CIO starts to look at it, I think it's fairly pretty common at no-brainer that an open source solution is gonna end up saving you probably a significant amount of money. In most cases, don't look for proprietary solutions. Of course, I don't think that you can say, well, unless you're already tracking those KPIs, and say, this is what we're spending now, and if I could talk to Holly and say, hey, Holly, how exactly, how much are you spending now just so that I know, so that I can, perhaps you could put together a discovery and they come up with those numbers. But usually, as they do in the RFP process, until you kind of gain that trust, people aren't just gonna open up and say, oh, yeah, here's how you sell them in the kitchen. So I guess after this one question, did you know this decentralized solution? Is this something you knew you were gonna do going in and you wanted to give this to all your employees, or is this something you evolved to, or recognized the value of it and it kind of? We knew. You knew you were gonna do something about it. It's our hard question. I may be an English major, but I can do math. When I saw what we were spending on all these different content management systems and all these different hosting platforms, I mean, again, then don't give the exact number, but I've saved enough money that if it was mega-millions, you saw it on Bill Ward, you probably did buy a ticket. I mean, it's pretty significant. And again, that's not value to my own customer. No, none of that was value to my own customers. They don't care. So that was what was really important to me. There's just this call, there's a licensing cost. I mean, that's a cost, but there's a lot of time when you start thinking about the amount of time that somebody spends entering content into a content management system or waiting an opportunity cost of waiting to update content and then a customer doesn't see what they were looking for and they move on to my competitor. I mean, that's an even bigger cost than now that I've lost. So that was really important to me. I mean, from my perspective, I wanted to be economically attractive, but I wanted the front end to be attractive. Well, I think it's really important to me that my content managers see a front end that's really easy. What I want them is if they have five minutes between meetings, I want them to say, I've got five minutes, I can go update that page. I only have five minutes, there's no way I'm going to update it. I need it to be easy or they may use it. So that's something that's been really amazing about Drupal is everybody gets into it. Being communications folks, marketing folks, the English major, I get in there and then I can make changes myself. That's saying something. So that's a longer term cost that's a little harder to quantify, but it makes the biggest difference. It's just making it really easy so people won't use it. And it's interesting because Drupal's not known necessarily as being an easy system to use. I mean, you've seen probably the diagrams of people jumping off cliffs and making updates. And I think that a lot of that kind of comes back to making sure that the person that's developing your site or the agency that's developing your site has a really good understanding of Drupal not only for just creating a website, but for perhaps making recommendations on improving the administrative interface. Because there are a lot of ways that you can change the theme around or a lot of different tools out there that make administering your websites easy as well. It's not just about, again, making the front side of the site for your customer looking pretty and making it easy, but focusing also on making Drupal itself and the administrative experience for your users a good one so that people will come in and actually use the tools on a daily basis. Any other questions? The one sized down and looked that great. The industrial solution site, the one that has also all this countryside, who specifically did also the design work for making it responsible. I can say that it's 90% responsible. Why 90% is because there are some pages that got migrated from the old site which are not getting a lot of traffic and it was decided that it's not worth the effort to make them mobile friendly, like some calculators that were with some, that got just migrated as it is. But the team for industrial solutions puts so much effort into redoing 90% of the content just so it can be responsive. Because the old site was not. Whether it's mobile friendly, I'm saying to make it mobile friendly. And you just. So that part of the templates, we do hide some blocks which are not usable for mobile. But I would say that all the templates and all the layouts are designed in a way so that they work responsive. And the blocks that get hidden are the blocks that really don't have any value on mobile. Yes. Let's say if you have some image map that you have to zoom in to see anything. That gets. Sometimes there are only some. Yeah. Those get styled differently on mobile devices which is basically what responsive does. They become list of links or some some scaled images or some dropdowns or something else that will allow the user to use the content on a mobile device. Or blocks get re-ordered. With all this stuff in the kitchen, you're still pretty much. Yeah, they're doing a very good job. So one thing that's important here is that Drupal has a lot of capabilities. So if you give the end user all the capabilities, they may get lost and they may end up with some results that not necessarily look perfect on all the devices and not all the content managers can also test all those devices. So we give them enough capabilities so they can do their pages within the templates but also make sure that we don't give them too much. So there's different types of user groups but the content managers, they basically get a form to build most of the time. So it's as easy as filling in the form and going to different states of waiting for review and then somebody else who gets more permissions can go in and publish it. Then there are users like Koli who get to build final pages and move blocks around and do more things. But the majority of the users don't get too many, don't get too many features. Like GDNG connection, this content manager access can also publish their own work. It's a pretty small size of the virus. So they can publish automatically. When the industrial solutions group has a different permission workflow approval process than power conversion but it's still really quick. We don't have a bottleneck. There's not a 24 hour waiting period. So I love that we weren't all forced to use the exact same permissions. We can customize for each one of us. Yes, we're at the presentation. Any questions? It feels like our time's up, guys. Thank you very much. Thank you, Holly. All right, let's order from waiting to take a group shot. OK, everybody, if you like. Finally, that's a meeting. They're all inside. That was very cool. Thank you. Thank you very much. You're welcome. We're glad. No chance.