 Give it to you, Eric. Thank you, Nardis. Hi, folks. I'm Eric Rojas, and we are Parsons TKO. We help milk mission-driven organizations provide better outreach, help them find ways to improve their audience engagement. I'm based here in Washington, DC. It's a nice spring day. I had the chance to work with a lovely group of clients, including think tanks, trans associations, advocacy organizations, institutions of higher learning. Also, my own career experience here in the DC area and across the East Coast. Throughout my career as well, I've had the opportunity to work on a number of email systems, including these selection processes, right? These steps you take to choose and then migrate to and pick and enact these new systems that really elevate your staff and your engagement strategies. So we're here today to talk about one of my favorite topics. And this is the intangibles of vendor selection, finding an email system that works for you. Vendor selection is focused on email right here in this case, but can really be applied to a number of different engagement platforms. So I'm going to start with a few kind of definition of terms here, because I'd like to make sure that I'm speaking about the same terms and language here. But what do we mean by a vendor, right? So this is the company that provides a platform or service which is critical to your organization's engagement goals. I like to focus on email here, but this is, especially in this case, but this could apply to also social media platform, digital asset management, content management system behind the architecture behind your website, or a CRM, that single source of truth that where your data lies. What do we mean by engagement platforms? Engagement platforms allow for mass communication and segmentation over different channels. And they can be leveraged by highly skilled staff and resources to elevate your mission's engagement strategies. So today we'll be talking about how to use this selection process to create one, how to go through it and prepare your organization for that moment of change. And to look and find that right fit for your goals and needs. There's not a one size fits all approach, of course. Everybody is unique and things need to be tailored to your needs, but we hope to provide this as some kind of guidance for your attorney. So you're here today probably because you're looking to reassess, right? Here's a few signs that you are probably, or what you're thinking of when these feelings come up, right? You could be falling behind your competitors and you aren't really able to compete at the same level. Your audience expects a little more and your fundraising channels are underperforming a bit and your teams are mired in this busy work and just too busy to get things out the door or busy getting things out the door and don't have time for anything else. Sometimes these platforms and processes are getting in the way of the work being done that you need to get to that next stage. There might be an internal lack of ownership over that platform or channel which causes an ad hoc approach, a decentralized approach. Sometimes this is a great strategy or a model for working but if it's not working for you now you may need to reassess. Sometimes these things are all, you just don't know what it is, right? These are also intangible things, things that you can't really grasp, right? People are unhappy, you're at your limits, you try everything else, trust that gut, right? If something's off, like you need to feel out and suss out how to solve that. But you've recognized that you are at a moment of change and congratulations, right? This is that choice that is critical to that next stage but have fun with it, right? All will be in service of your organization's mission. You'll need to put together that team and it's helpful to have that, you know, colleagues that you trust to get there, right? But make sure they will give thoughtful, honest feedback, right? People that you can count on to provide their insights and knowledge about how your organization works and how it needs to work to get to the next place. A change is disruptive, right? But if you plan ahead and prepare that way for it it will be more impactful and well-received. So take that feedback, right? Work with your colleagues and make sure it's part of that process. Use that, you know, use that selection process that's having for your organization. Use it for your organization, for your teams and don't forget, like listen to your audience as well. Use this feedback, use this back and forth, it's the voices and aspirations, right? As part of your selection process to help also determine, right? The formality, informality, goals, right? These are all intrinsic parts of your develops and later stages of your engagement ecosystem. If you can't access some of these, right? If you don't have the kind of audience data you need to get there, especially at the audience level which you might not have that insight, use archetypes or contact models to gain insight into your audience. And who are these people who are opening or interacting with your website? What issue areas do they care the most about? What's the history of their interactions with your organization? All of these shape how they will interact and utilize and commit to your mission. Your staff is also very critical here too, right? They also include your product champions but those are the people who really, really know the existing platforms in place, right? And the systems in place but you also use the people who use it casually. They have also an investment in this product and this platform and the system that you're thinking about. So all of these are sounding boards for your progress. Learn about why people care about these things. It's critical to understand those motivations and listen to yourself too, right? Engage in self-reflection to understand your own motivations and goals. And all of these interactions producing them, the creating stories out of them, tracking them are again intrinsic to your ecosystem. To engage with your audience successfully, your systems need to talk to each other and to be adequately connected. They need to speak to each other to provide timely updates in order to be more engaged, more engaged to allow you to create more engaging and personalized content. These touch points such as like, and this is a great diagram here, right? We're mapping the concept of personalized content and the platforms that touch these different pieces that come together to create and power that work. These do not exist on one platform alone, right? So having those threads and having those touch points that allow you to provide that personalized, impactful, meaningful engagement pieces in your products really help increase and make your audience feels like, oh, they are listening to me and this is content that resonates with me. These touch points elevate your audience engagement. And this is our company concept and philosophy of an engagement architecture, right? Providing this holistic approach to how the systems of engagement work together to successfully communicate your vision of your mission, right? And you need a framework and a way to visualize it to communicate it and also to track how these different people and systems work together. This helps you build those connections and strengthen them. You can see them, right? Tracking these is critical. So these allow you to see those connections between people, the strategies, the processes, the platforms and provide an understanding to their scope how wide this goes, right? Each channel and platform touches all other parts at play in some way and provides this structure. For example, you might wanna identify your email segments based off these intersections which can have large impacts on your website traffic, the design and branding of your products and even the tactics and strategies you use to deliver them. You might even have multiple redundant email systems in place, right? That complement each other or replicate each other. Understanding how they interact and how they play is key to finding out where you're going to go and how your systems in place operate. Engagement architecture provides that visibility to how these connections are built and to understand how they are connected. And this plays out in your selection process which really can elevate your team's abilities, right? In this critical moment of change with the team you put together to move through a selection, the individuals you train, the processes you create, you actually create a sense of community as this grows, right? Beyond the integration of just software we're talking about the integration of people with the software and the platform, the way people use the tool to unlock their potential. It provides the opportunity to gain new skills and encouraging growth that will further your colleagues' professional development. It's good for them to learn these skills too and your organization. They may become casual experts in a new channel and this opens a new path for you and your organization and your mission, right? Finally, it allows you to exchange ideas among your staff, sharing skills, promoting transparency. You can back this up all with concrete data if you can track it and know where it's getting tracked, right? This helps provide motivation for iterative development, provide proving your past successes and finding out what will work in the future to take you to the next stage. And remember the selection process here is only just one part of the whole piece, right? It's one part of this process. It's a thing that gets you to that next part of your digital transformation in your organization. All of those other critical pieces around it are important in that journey but again, it's unlocks that potential of your staff and their ability to connect. But change, remember, is cohesive here. So you need to support all the different intricate parts of it. We're gonna go into this in further detail but we want to think about that ability to make that change. One thing we say here at Parsons TKO is that people want to be disruptors and that disruption is disruptive. You need to accept that it's going to be disruptive and it's gonna get you closer where you need to go but you have to be prepared for where that's going to take you. So where do you start on this, right? You need to know your limits, what your mandate is. You have a mandate to only go so far usually in this process, right? But that scope is still very wide. It's a lot of transformative change about to happen. There's a pretty wide sea here of choice ahead of you and there's a lot of waves and crests and they're full of mystery and these are those intangibles, right? You don't know where they're gonna pop up but you still need to find and be prepared to safely plan around them. So generally the first thing to do when you don't know what's next, right? Is start mapping out what you need to do and part of that is making your plan. So we'll be again drilling down just into that selection process today but these are the different phases and stages of the kind of process that we've been using the past to onboard clients to new vendors and platforms. I'm gonna group these into a few different sub phases, right? But the green marks the top, the green words the top, right? These are the different phases and stages that collect underneath, right? So we have an exploration phase where we look at existing internal platforms, right? What's in place now? What do people use? What technologies are used and how are people using them? Any processes, right? That is the workflows internally, the integrations in place, what steps are taken to unlock and to use these tools, skills, things like, what skills are in play from the people who are using these systems? Are they content creators? Are they writers, right? Are they editors? Are they email developers? Are they event coordinators, right? What, you know, their motivations and what their skill set brings to the way they do their work. And the people themselves, again, part of that, right? Though they bring themselves to this platform and the way they see how they're gonna use it and your solution needs to speak to that. So determine what's in place and then what part of it you're going to change. Again, this could be, you might have a few different systems in place that support one need and you might need to combine those or maybe you have a very specific tool for one specific audience, right? This could be an advocacy group or more perhaps, you know, it's a staff member actually that likes to use something because they prefer it, finding ways to get buy-in, right, among the staff internally, their skills and where those intersections lie. Then the selection process itself will go right into that, but this is the actual process of making the selection. What to expect, how to plan ahead, how to keep your stakeholders in the loop. You may already have, right, that one platform place, but if you can consolidate it or if you have multiple ones, you can consolidate. If not, that's okay. Determine where your guardrails are and what you need to replace exactly. You'll do this, right? And this when you select that new platform. Implementation includes that push and pull of data and designing how that new system will work. This also includes the actual configuration of the system at a technical level, right? The new campaigns, the landing pages, the user accounts, the roles, the data fields, filters, automated campaigns or automated systems that control and maintain your deliverability, your roles, your status. These need to be activated and also maintained. If you add new layers to them or someone does something without considering them in the future, you might have something that breaks. So being able to watch out for those as well or preparing for that or building a system that isn't going to fall apart. Adoption here means that incorporating that onboarding phase, right? Getting your team into the new platform and then making sure they continue to use it well. This is managed generally the first part, the training by the vendor at first, right? But then they just let you go, right? And then you need to have your own internal phase of training and to determine how actually to onboard new people, right? And offload them when they are in a place where they need to move to the next phase. But these ongoing training parts, right? And governance parts are on you. The governance is organizing your team, providing naming convention structures to keep your team organized. So that way you can stay aligned, stay organized and provide again for continuity. If someone needs to hand off a product to someone else because they can't complete the work for whatever reason, someone needs to be able to pick that up and keep moving. So finding a system and building a system that allows for that. And this is really the hardest part of the process here too. It requires that buy-in from teams and that ongoing ability to get, people who are just trying to get work done, right? So you need to instill your goals and skills and this governance model into the process as we adapt to those changes and the needs of your colleague. We have a question here and I'll just, it's like actually a good time for us, I can drop this in. How do you advocate for a new email system when your leaders are hesitant? So if you're using something that you as a team or you as an individual have identified as no longer meeting your needs, right? Hey, say, get that attention, right? Do drop that to your leadership, to people who are stakeholders who can make or instill that change. Talk to your, look at your data, right? And or lack of data and point to that as a reason for why you may need something different. If you don't have benchmarks or any kind of access to a KPI, this is a glaring gap in your data ecosystem, your analytics ecosystem. You need to know how well you're doing and if you can't tell anyone how well you're doing, your leaders should be able to, that should resonate very well. Look at your competitors too and even, or competitors are like minded organizations, right, who support similar causes, see what they use and see what they're providing and see if you can reciprocate that in your current system. If you can't, you might be, they might have a good use case, right? For what you can provide to say, hey, well, we can't do this with this software, right? With this platform, it's too dated or it doesn't have the complexity to do, you know, or running against organizationally, right? Let's say if you're growing and you have more staff and you're in the system and the system you have in place, can't support the growth of your organization. That is a very compelling and resonant reason to use a new tool. So keep those in mind and good luck. So now we're diving in directly into that selection process itself. Your plan may look something like this, right? And it needs to be unique to your organization. Again, there's no one size fits all solution here, but make sure you have a team of, you know, and colleagues who are like-minded, right? And send support to you, but make sure you have clear understanding of the resources that you need to get there. So that may be that team, might be leadership and stakeholders, right? Or it is certainly that you need their support to get through this, but you need that support to be able to advocate for that change and encourage that this is the adoption of this down the line. So first off in our plan here is to do that environmental scan, right? To review what the landscape looks like, are you looking for a large scale solution that provides a one size fits all approach or do you have very specific needs that need to be fulfilled? And these are, are these clearly defined? Or, you know, or do you not have those, right? Do you need something that's flexible that allows you to adapt? If you do a lot of different things and a lot of different goals, you need something that can provide for that. So ensure that you are accommodating for that and when you're looking for different software out there. And so, you know, do your research across the web, make phone calls, start laying the groundwork for building those relationships with these different vendors down the line. Call colleagues, call someone you used to work with who's moved on, call someone cold call, whatever, right? Like do that background scan, do networking to ensure you know the landscape. And, you know, that you might have the right vendors from choose from. If you don't know go with any of these people that you call, that's okay. You've made a new connection. Talk to people and build that group so that way you can have whatever you need to make an informed decision. So then determine what your selection process will look like, right? Do you need a formal RFP? Do you need something approximating it? Are you providing all of the research and materials to your stakeholders and providing them with a solution? Or are you making that decision yourself? Ensure you're performing your own due diligence, right? To make sure that you have a fair assessment of parties. Very important for more federal or very more bound processes, right? Make sure that there is diligence in the process if you need to have that. If you'd like to say platform agnostic as we do, ensure that you're viewing the landscape as broadly as possible. That way you can keep your options open, especially when you need to be flexible to the needs of different internal users, right? If you have a few different staff that you're using one tool and you need another one and you have to have an ecosystem that supports multiple emails, right? You cannot just sign with one, right? So make sure you're aligned and have those in place. And it's part of, again, part of your process too. You might need a separate tool for a very specific need. So make sure that you are flexible. If you have a favorite at first, right? Something really calls to you. That's good, you know? There might be a reason why. You're looking at it a little closely, but still be cautious, right? Make sure to double check your own work and that you are sure that you're liking something for the right reason. So this kind of gets into that next phase, right? What are your requirements? What do you need as an organization to succeed and to have at least the base level or that stretch goal for yourselves? Do you need criteria, right? That you can use to put together criteria that you can use to define what those needs are and how well each of these platforms fulfills those goals. Do you need something that many platforms or many other platforms interact with and users can't need to be on, right? Do you have lots of staff or do you have just one or two staff members who run the system for you? Your model for how you operate is really important to how you will use the tool. So determine these requirements from a personnel technical perspective and then how will that vendor support that, right? Is it a tool that will keep you organized that will allow for the handoff that we talked about earlier, right? Or for different ways that people work to be supported in this? Again, does it integrate with your other systems? Does it have an OP9 API that talks to your CRM and analytics platforms that allow for tracking, right? And that benchmarking and benchmarking across channels so that way if you can integrate a fundraising piece or have a talk with Google Analytics to ensure that user journey is visible. If those are needs that you want to fulfill, make sure that's part of your process. You may need some sort of grand matrix, right? To keep track of this criteria and then qualify it on your own or have ways to evaluate it. So you can see it rolled up in this research that you've done, a way to evaluate it. And that's also comprehensible, right? By your colleagues to build it together so that way you can deliver something that clearly shows the direction of where your thoughts are going. So from that stage, you can get down to your short list, right? Take out ones that don't meet your qualifications at all. If something you have here as... You've done a little bit of background research and it's very clear this platform doesn't operate well with another and it's really critical to your success, pull it out. Make sure that you have things that speak to each other. That are compatible. Now that you're able to identify this short list, you can do that additional deep dive research and schedule demonstrations, right? To get your teams to look at what they will be using. Identify those use cases, right? Those steps you take to create work, to do your work and to get your jobs done and apply them in these demonstrations. Ask and make sure to ask those questions that, hey, I have a very specific type of report that this stakeholder needs to be able to justify something. And it's part of this system, right? If they can't do that, then... And maybe they can include a feature to get you there, but if they can't provide that, then it's clearly not a good direction to go. You need to be sure that your skills and needs can be adapted to this new platform, right? Or enhanced by this new platform. Not just, it's not always a showstopper, right? It can be, if it's something that can be changed or is flexible enough to meet your needs in the future, use that as an aspiration. And now once you've done assessing, you can make your internal recommendations for that new vendor. Prepare this top list, right? And your preferred recommendations and deliver it to your team, your stakeholders and see which one is most apparent, which one is starting to rise and see if those vendors can accommodate any missing needs. Again, if they're willing to work with you to add the features or modules in your platform that are missing in your gap assessment, take a look and ensure that they can deliver. And again, talk with your colleagues or network, other clients of theirs, right? Have them able to deliver, ensure that you can get a product that meets what you need it to do and where you wanna go. And now, final phase, right? The decision itself, you know, see if, again, see if your vendors can accommodate these needs. If they wanna work with you, you know, they will help, they will try to get you there. You may need to pivot at this point, depending on the factors that change, things do happen, right? Or what's about to happen? So now that you've scoped out and how this will go, you know, but again, now we need to start preparing for what, how to adapt, talk or how to speak to that change when it happens and when you have new information. So these are the beginning of the intangible pieces of that process that we've identified. This could be that cultural fit. Do you see yourself and your teams using this platform, working with this vendor, providing services to your team? Do your values align? Are you there with them, right? Are they there with you? If this is important to your team and your organization, now's the time to include that. Do they support the causes that are similar to yours in your competitor or completely different? Are their customers similar to yours? Or are you an outlier? Do you have some, do you share goals? Or are they different or they look at you with a different, under a different glass, right? These are important to determining how your relationship will play out, right? Especially when you have, you know, if you want to succeed with them, right? They need to work with you and share your ideas. And we talked about this a bit before, but does that platform provide the features you need upfront? Or can they accommodate and add them in the future? Or can they use the existing pieces they have in place to accommodate them? Will they work with you to implement those changes? Will they ignore you? It's important, if this is important or not to you, you need to identify that as well, right? If you're okay with just making do what you have and you're still wowed by what you have, then that's sufficient. Does this feature or solution enhance what you do currently? If you have a specific email system in place for a very specific audience and it's not worth replacing, right? You may not need to replace it, but you should find a way to incorporate it into your ecosystem as part of your integration plan. You know, does that solution, again, does that solution meet your needs or elevate your existing needs? Another question coming in here. Where do you suggest we start if you want to make the most of the email system you currently have? It's a very good question, right? So if you want to optimize where you're at now, I think you need to identify where you're lacking, right? Identify what features you want to see or improve upon. If you have a email product donor internally, this is a great resource for who can help you unlock that if you do not, you might need to go to support or your technical staff, right? Or whoever in your organization is owning this product. If they can't solve it, right? You need to go maybe to an outside consultant or start looking at what could replace it or look at a third party tool that might be layered on top of it. So start looking at all the options in that case or if you need help, right? Or you can reach out to an outside resource. So this isn't exactly an intangible but you can't really talk about selection or a new vendor product, right? Signing on a new vendor without those costs and your budget. Is this within your scope, right? What factors influence that cost and how will this scale up given your potential for growth and expansion as a team? Even with your skills, right? If you need new features that need to be added on top of this in the future and that costs more, you need to factor that into your decision. If they have more features in the future and will these be ad hoc costs again or will they be added to your package? Who decides that? These are all part of your selection process. How often do they implement these new features? Will they be supported or will they cost extra? Will they add these to your bundle? What can be discounted, right? Some give nonprofits discounts. So make sure to ask these upfront and that way you have a definitive result of how much this will cost you. Look at also, right? What your back to the growth angle to, you know, database size is usually a very costly oriented. One of the key things that determines the cost of these systems. So make sure that's you have wiggle room for yourself to grow but also not too much. So you're overpaying for empty space. A lot of systems will provide the ability to clean up your database along the way. So keep that in mind that you might not have that exponential growth that you're looking for. We have another question here as we talk about features. What type of reporting should communication teams be looking for in an email platform? So reporting, I would say there's two different lenses to look at here. One is that you want that wide scale scope, right? That you want your benchmarks of what's going out and that would be your kind of critical email in this case KPIs at an engagement level. We would look at, right? Your volume, you know, how much is going out and then how people are engaging with it. So those are the more nuanced KPIs that are relevant to your different systems. In the email world, you would look at how many of those emails are being delivered and how many are opened, how many are clicked, what is your click to open ratio, right? And then determining what the benchmarks are for each type of product you send out. If you send out a lot of fundraising messages and you have an additional conversion rate layer on that, you need to capture that as well. But you might have a specific type of fundraising message you send out to a specific audience if you're doing same membership renewals or if you're doing out of season ask, right? If you're doing a newsletter, you might have different content that resonates differently with different audiences. So these are the increasingly nuanced views you can get into at the reporting level, but each have their way to two different teams and you need to evaluate internally which you can support and which you should provide. Reporting is an option that many of these email vendors do provide out of the box, but the more nuanced version, more nuanced and more intricate you get, you need a more customizable solution. So you may have to look outside of the vendor for itself to have that access, but at least you could get, if you can at least get access to the data itself and export it. So again, that's having that open API that you can then feed that data to another analytics platform that can manage that data for you that will help you unlock your next stage of reporting development. So another part of this decision process again is the reflection, right? Looking at yourself and watching how you respond to each vendor's pitch, how your colleagues do, look at their marketing and how colleagues and like-minded organizations respond to these organizations. Speak with your colleagues in your community. You want to see how your reaction, how you are perceiving your reactions, right? But also how your group is, if someone else interpreted something differently, that's a very valid piece of this process, right? So knowing how those differences align or don't align will inform your decision. Use whatever you can to learn more and add it to your resources. Implementation, right? How will you be onboarded to the system? Is this part of your package or are you on your own? How will you be staffed after, right? Do you have a product owner? Do you need more than one product owner? Do you need a team of owners? Is this operation so complex that you need multiple people in it? That model and that structure is also very important to not just the selection, but your adoption, right? And how you can unlock the potential of this and of your teams and your tool. And again, what will be changed in the future? Do you still have that in place? Will you still have that in place? How will you govern this platform and the channel itself? I like to think of these in two different models for email or even platform development and use as a decentralized or centralized model. To you, decentralized would be having many people involved in the process. Everyone sends out emails separately. This has the benefit of scale, right? If there are dozens of people building emails in your system, that's great. You can do so much more. But are they talking to each other? Are they ensuring that many people that reports are accurate? This is all very critical, right? But if they're not talking, everything can break. So make sure that there is that structure in there. If you have a more centralized structure, that might then just say one or two people operating the platform and they're the only people that creates a bottleneck. So make sure you're either prepared for that or you need to scale out, right? Another question here from in the chat. Have you found in your experience that vendors offer onboarding and training of their system that offer onboarding or excuse me, offer onboarding and training of their system is a good use of my organization's budget? Yes, absolutely. Anything you can do to unlock that potential to get that additional abilities communicated to your teams is a great option if you can support it. If it fits in your budget, of course. However, I believe the investment will pay off in the result of the work itself. You may also want to look at outside resources that have the skill set too that can train as well. But training is certainly useful, especially a part of this, especially when it's a new tool. You do not want to be in a situation where you have a new platform and no one knows how to use it. That is a difficult place, right? And if you can provide that bench level support to everyone, you can at least start to identify those who are catching on or getting onto the platform faster and those become your platform champions or power users who can then train your colleagues as well. And again, that's that community that you're building of training, of knowledge, of idea exchange. So things in service of that I think are worthwhile. And this kind of gets to that continued support as well, right? What does continued support look like? Do your vendors provide that down the line? Are they gonna maintain that level of support in the future? What is that cadence of check-ins, checkpoints, stage and your development and maturity in the platform look like? Do they have that model for maturity? These are all important parts of them understanding you as a customer and as an organization and as people too, right? Do you have that internal product owner and or ownership team that is staffed for that, right? Are they staffed to be successful? And do you or do you have an easy enough tool that doesn't require that, right? Do you need more than one person in there? Kind of what we're talking about for that more decentralized model. Think of that staffing model and how it plays out with your support from your vendor. Down the line, your vendors should be enhancing and adding features to this platform. It should not be staying in place, especially if they need to keep up with the competition as well, right? Your product owner will help add those features in. So are these updates meaningful to you? Do you need them or do you just want to send the same thing out? If that's what you need to do to get the job done, then that's okay. But if you want to enhance and continually optimize your work, you need to get to that next place. These will only make your engagement strategies well, more powerful, right? But also allow your audience to really, really engage and resonate with your work. So as part of this process, right? This decision process, you are building an internal community in your organization. They will help you make that selection together, right? And use leadership, use your colleagues, use their experiences to help you decide what's best for your next move based off the work that you've done so far. But what else can you accomplish together? You've already created this really unique community that rarely happens in organizations, right? This is a unique moment of change. So you've used your voices, right? You've made your selection. Now see what you can unlock together. So, right, if you're already here, if you're here and watching this, you were thinking about this process. So what do you do with this, right? Determine your needs, see what you really need. Do you need to optimize your platform? As we talked about earlier, right? Or find something new. If you're lost, let us know. We can help you decide that. Do your research, right? Find an expert in the field who knows it and can help you make those informed decisions. Create a process for that change. That way you can build out your plan for how you will enact it. Refrain or adjust that change when it happens. Change is part of the process and it comes up all the time, right? Be prepared to move or pivot. Make sure you have that time and attention devoted to this very complex phase that's about to happen, right? Make sure you have your community of like-minded staff on this journey with you. It will help you hold you accountable and also ensure that diligence to your stakeholders. And then challenge yourself, right? This is new territory. You're learning something new. And that's a great thing. So is this where the journey ends, right? This process is up to you. It is you. You are the process, right? That's what this thing is. It is you as a team and you as individuals unlocking and elevating your staff, unblocking your staff and listening to your audience. It's making the choice to unlock your team's potential and creating something very unique. So now that you've done all this very deliberate hard work, there's even more harder work to come which is enacting the platform and the products that you need on it as well and doing those products and really resonating or causing that resonance with your audience. So go and make something uniquely yours. I leave it to you and your colleagues and can't wait to see what you do. So this is our, if you need any help with this process too, you're welcome to reach out to us. Parsons TKO provides an email capabilities assessment product and process that can help you decide whether you need to optimize your existing platform or begin the process of replacing and selecting your next vendor. We can scale up as needed. So give us a coffee to scope out your needs. And thank you.