[Music] hi everyone welcome to gladbass on air i'm sierra from the marketing team at glidefast consulting and i'll be moderating today's webinar before we get started i'd like to give you some background information about glidefast glidefast consulting is a consulting firm dedicated exclusively to servicenow as an elite servicenow partner our expert team of developers and architects have worked on both sides of the table the customer side and the consulting side our company was founded by servicenow architects and we're proud to have a team of over 100 experienced consultants an average csat score of 4.8 out of 5 and more accolades that you can see here and as a perk of attending today we'll be giving away a 50 visa gift card we'll announce the winner at the end of today's session so please be sure to stay on for the whole webinar i'm excited to hand things over to our presenters shana gross de leon scott and dennis bennett we'll all be monitoring the q a throughout today's session so please send in any questions as they arise and we'll do our best to answer them at the end of the session dennis i'll pass things to you to get started thanks sierra hi everyone i'm dennis bennett i'm the vp of professional services at glidefast and really i'm lucky to be on the slide with shayna and deleon who've really done all the work um for this on-air presentation um we we've had a great partnership with geisinger for a couple of years and you know shayna really wanted to present part of their story at knowledge and knowledge got canceled so we're really happy to be able to extend this opportunity and you know hopefully everybody enjoys this and really i i like the fact that we're going to cover kind of the perseverance it takes to get through an implementation and be successful and i'll pass it off to you shayna thanks dennis hi everyone my name is shayna gross i'm the it service management manager at geisinger health systems i've been with geisinger for 16 years 12 of those years being in it i'm happy to be here today to share our servicenow implementation journey and good afternoon everyone my name is daleon scott i've been working in the servicenow space for about six plus years now uh just happy to be here and i was this technical lead consultant on the whole entire project in ordeal so i'm definitely glad to be sharing the journey here with you all all right just an overview of the agenda for the session today uh we're going to start off with a brief overview of geisinger how we came about choosing servicenow as our it service management tool our partner selections and then we'll move on to talk about our implementation challenges and successes a high level debrief of the current state of our environment and summarize our lessons learned geisinger grey center hospital was founded more than a hundred years ago by abigail geisinger for her central pennsylvania community in danville her dream was to build a modern general hospital in memory of her late husband a dedication was slated in september of 1915 that was to be a extravagant public affair featuring a parade and fireworks um however that parade never happened instead a typhoid epidemic engulfed danville two weeks before the dedication which uh canceled the public events so geisinger opened its doors early then planned ready to provide much needed medical care to the residents within the community i thought that was relevant to share how it resonates with us today going through a national pandemic so here we are a hundred years later glasinger hospital still stands ready to provide the best in class patient care today as nationally recognized health system that serves more than 3 million residents throughout 45 counties geisinger has since expanded through mergers and acquisitions to 13 hospital campuses two research centers and a commonwealth school of medicine we're an integrated health services organization widely recognized for innovative use of electronic medical health records and the development of innovative care delivery models which leads me to my journey two and a half years ago geisinger embarked on a transformational journey to adopt itil and i.t service management prior to choosing servicenow as our new tool solution we had a fully customized homegrown remedy application i was developed and maintained internally for more than 20 years it was functional and all data was manual entry the only integrations we really had was for telecommunication purposes for paging and emailing you can say we were behind the times with geisinger being such a widely recognized organization for innovation we needed to move to a cloud-based solution we began a search for a top of its class service management tool and implementation partner like many other it organizations we needed a solution to help us to be proactive and work efficiently a previous leader once put it in terms that we do work well but we need to do work better we didn't have consistency in terms of not all of our it teams tracked work within our remedy ticketing system and nonetheless all tickets were incidents so it was really not easy to show what the cost of our work was or what service provided was or what services i.t does in fact provide so leadership set an initiative approximately three and a half years ago to adopt the itil mindset and had over eye over 800 it employees take the itil version 3 foundations course and certification at that point we knew it was time to enable our business to move to a service management model and give us the ability to modernize and transform the way we deliver services to our customers our goal during our intent for a request for proposals was to improve transparency and show the value of i.t achieve our return on investment ability to show cost per service and demonstrate it's strategic partnership within the organization we needed a comprehensive tool that would enable productivity and process improvements a single itsm product to eliminate the need for despair applications our team worked with leadership through the strategic plan and roadmap and the following timelines were proposed in quarter one it would include the base set of itil functions which would be event incident problem request change discovery cmdb to be implemented and functional quarter two was to implement create events and incidents and associated cmdb to begin kick off reporting metrics quarter three was to have all modules installed and our previous tool set remedy retired and within the last quarter quarter four uh to give us time to assure that we would be able to allow continual service improvements and metrics our request for a proposal outlined the proposed timeline and multiple possible partnering scenarios to be considered the rfp was sent to seven vendors to which we received a response from each vendor when reviewing the responses some of the key points that led to a decision to our initial implementation partner was that they offered a can solution of sorts to leverage an accelerated timeline without limiting us to a customized version of servicenow we wanted to maintain a path forward to avoid customizations for the integrity of upgrades and maintenance of the overall platform after several challenges and roadblocks we had our first servicenow implementation early 2018 after about four months of training project and process planning with incident request change and a limited cmdb it was a definitely a rocky start to our journey we really wanted to keep up momentum and move forward to improve our platform a few geisinger members and i attended the surface now conference knowledge18 we met with servicenow directly to discuss and strategize how we can get our platform back on track to using the outer box solutions it was actually at knowledge 18 when we were also introduced to glide fast we had several discussions to review our challenges and current state and what we were hoping to achieve in our short-term and long-term road maps after some of the pitfalls we had in our initial servicenow release we were a bit skeptical but they were this new up-and-coming company who was rapidly rising and making a name for themselves within the servicenow market and we were open to the idea of a partnership with them over two years later 20 plus statements of work in and we have grown to build a great relationship and partnership which is a great segue into reviewing some of our challenges and successes so from my experience implementations come with challenges most implementations come with challenges um if you do not have any i'd love to know what your secrets are but in this case for for my journey i just want to at least touch on these three topics these challenges are ones i felt impacted us the most after several project implementation date changes um as i mentioned earlier we had our first implementation of servicenow in early 2018 as we were trying to figure out how to keep stability and growth we struggled internally as an organization from uprooting a complete custom tool to adopting and adapting an itil mindset and framework that was not fully understood uh so it came across as not well accepted at the time so to specifically hit on the topics i've outlined with requirements gathering when we first started our servicenow journey journey in general we didn't really know what our requirements were because we were still trying to build out all of our processes our all of our processes and develop our platform at the same time which was to no one's fault on the project team we were given deadlines and at the time we were assured those targets and milestones were attainable so off we went our initial implementation included to start with 20 it requests that had previously been existing in remedy uh the intent there was that we would not lose any workflows within that transition time those teams could continue in taking that work within the new platform as they previously had done so in remedy however those workflows were not very well developed at the time and it was hard for those requesters to understand what information was needed on the forms we really struggled with how to gather those requirements for development so that we were understanding the needs and asks from the form owners and requesters who would be fulfilling the form to assure that what was being developed made sense all doing so without a formal governance process in place for request or service catalog today we continue to have challenges gathering requirements and i don't know that this will ever be a non-issue however my itsm team from a development standpoint has a formal request form template and process in place there's a center of excellence group for request and service catalog that have kicked off and underway to keep improving from a process standpoint and to speak on that as well i can attest to the difficulty it has been and continues to be entire in terms of gathering requirements um i've been involved in plenty of meetings by which we actually had to sit down with groups that may not have had the correct people in the audience in order to gather these requirements and i believe that over time we were able to actually you know get the get those audiences refined and defined down to those key stakeholders so that we could go get those requirements that we needed to develop and begin doing the work that we needed to do to get things done so again this was something that was definitely a challenge and continues to be a challenge but i have seen it get better as time has gone on so just to let you know there is a light at the end of the tunnel yes thanks so organizational change in general it was a large learning curve for teams to adapt their process to work with the tool and not changing the tool to work with their old process we've really wanted teams to think how how can you improve their process to work more efficiently and effectively versus you know just taking your previously used process and migrating it from one tool to the next so that was definitely a learning curve for the organization um without also without having real ownership of the different processes from the beginning we struggled with decisions being made and making the right decisions we attempted to create work streams for each of the processes and review decisions needed and so forth but it was difficult as an organization to go from not really having that structure or process in place at the get-go to putting those together and building those workflows out within such short timelines which led to frustration among teams at times also um not migrating any legacy data into servicenow all of our remedy data was all manual manually entered data locations users groups etc nothing was normalized or standardized to no fault of the developers of the supporting team there was just no governance or process in place to say what should or should not have been added to the platform so kicking off servicenow with the mindset of having structure and trying to really define that structure and processes while developing and launching a new platform was a significant challenge another large issue was going from an automated on-call process in remedy to a manual process using a warm hand-off a phone call from our service desk agents during non-business hours using the on-call schedule via a sharepoint site when we first implemented servicenow we are still using the process today though through a a re-implementation of incident we're now using the on-call schedules within servicenow with that current process and knowledge from geisinger coming from a fully custom tool that was fully developed and maintained internally to now transitioning to a new platform with limited experience of this you know new powerful tool uh servicenow just has so many capabilities so it really takes time and more hands-on experience of learning from the start so internally trying trying to push that knowledge was a whole new experience for us we went uh we sent our staff to servicenow training but with our platform being you know on a can solution and not using the out of box tables uh the those training sessions weren't a one-on-one learning so that was definitely a struggle definitely yeah i can definitely attest to that as well um you know with them the internal team being introduced to a solution that necessarily wasn't out of box to begin with it definitely made it difficult to not only show them the correct way but to to develop and customize things the correct way as well them being introduced the things that may not have been best practice um you know the best way of doing things it it made it very very difficult in the beginning to not only sift through those those functionality and customizations that were in place but to also put the correct ones in place behind that and then from there you know it just it was a tough battle just all the way around but again with time with resilience with persistence with consistency we were able to get the job done so again keep going which leads us to moving on up to better things so i wanted to highlight some of our uh key implementation successes starting off with communication and collaboration i can say even from the beginning of the project i think our leaders and core project team members have had great communication utilizing work streams to build collaboration was a struggle and a pain point at the beginning of the project from from the perspective of being able to gather requirements needed but being able to gather those stakeholders moving to start the build of those processes which needed to happen was on point fast forward to today and i think collaboration is definitely one of the team's strengths we look to be inclusive of any new module releases and value the communication and feedback from not only other it teams but our near it areas and users from the customer facing aspect via our service portal we look to leverage and incorporate our service desk for their input feedback and testing of new modules and upgrades our service desk on average and takes approximately 800 tickets per day so they are heavily involved with the incident and request processes i'm always looking for ways our team can improve on how we can communicate better uh recently my director just started building out an itsm team quarterly update to inform all of it on upcoming new modules what the team is working on what's upcoming on the roadmap and highlighting a member on the team which i think was a phenomenal idea and also too with the communication and collaboration um i do believe with us going through the challenges of having groups and and meetings by which not necessarily everybody needed to be involved we were able to refine that down that allowed for that communication and collaboration to not only increase but to become more efficient we were able to get tough tough requirements gathered tough enhancements in place and then thus this led to us being able to develop the instance in a way that was directly not only custom but catered toward geisinger's needs so because of that this this catapulted and snowballed into a warmth of successes overall from this whole entire engagement from the communication and collaboration we were able to gather you know the necessary requirements and processes defined which led to our enhancements with platform improvements so throughout our journey with leveraging glide fast as our partner we worked through numerous re-implementations of all of our itsm modules we looked to glidefast for training of our current staff to help us through our re-implementations and being on staff with my itsm team for two years they were with us just after our first re-implementation which was to transition our portal incident modules to our of the box tables uh also included a rework of the majority of the initial 20 requests included in our original release so in sorts we've performed four to five implementations re-implementations of our modules from the can solution to out-of-box we wanted to be careful on how we approached the enhancements and improvements and look to break down each module by piecemeal and prioritizing those issues and or enhancements to see which has the most impact and where we can make the most improvements with the least amount of effort due to how much work we had on our plate with limited resources each reimplementation was very in-depth each application had custom tables that needed redirected to out-of-box capabilities which in turn impacted reporting security roles and just to go a little bit deeper some of the very crucial enhancements that played a vital role with enhancing and improving the platform were reporting allowing accurate reporting on data usage of reports and knowing to navigate the tables necessary refining the surface portal and the intake incident process for the service desk over the last two years we've reimplemented the incident two to three times just trying to make improvements as we go to include migrating um which also went from moving off the intake process of the service desk used to intake tickets submitted from the service portal which were transitioned to incidents or requests and then again we looked to revamp the incident form to better intake information from submission on the portal gathering pertinent information once submitted to the service desk which was the intent there was to help with first call resolution which glidefast assisted us on you know hosting a formal workshop and to keep us on the straight and narrow for best practices and gathering those requirements showing us what's available within the outer box tool set it was a very successful relaunch of incident this past december daily on do you want to add anything to that definitely um when it comes to the platform improvement aspect of the rework and the work that we did do you know shannon mentioned canned solutions and this is oftentimes used by partners and organizations to provide an easier sometimes cheaper solution for an organization to utilize and from my experience and just overall in development what i've found is that solutions those kind of solutions don't often fit and cater toward the needs of an organization specifically yes it will solve some of their problems but not necessarily all of them because of that i found myself in a lot of positions alongside with dennis as well you know we've had to go in there and essentially do a rework of what was done before which is the case that was done here um because of us going in there and essentially going back to baseline out of box this allowed us the flexibility to be able to customize and cater the service down instance to geisinger's needs specifically not necessarily giving them a one-stop shop but give them exactly what they're asking for what they're needing out of the service now instance and environment and this allowed them to not only increase usage but also to increase the overall maturation of their servicenow environment as shayna will talk about later on you know plenty of other applications have been deployed i'm pretty sure plenty of others are on the line right now to be deployed just because of us being able to go back to out of box and then start from that starting point this allowed us this much growth and again this is just a testament to what it takes and what you can do if you follow the guidelines and the best practices that servicenow provides you'll have an endless and endless an endless amount of opportunity if you do so thanks deleon and also another module that de leon was the lead developer on uh uh assisted us with was um change management which is one of our more mature processes in our platform our re-implementation took place last march so march 2019 from uh leveraging the out-of-box tables and solution which allowed us to customize aspects of the process that was unique to fit our organization to be able to manage segregation segregation of duties so uh daily on do you want to expand anything on that definitely so shannon said that this segregation of duties functionality this is something completely custom in the geisinger infrastructure um this required a couple of scripts and some can access control rules to be developed but again with us going back to out of box and baselining ourselves with that configuration we were able to actually go in there and do what we needed to do with quite quite ease i believe it only took us maybe a week to get everything fully done into production but again because of us being able to go and utilize the out of box and then customize and cater this environment to what geisinger needed it allowed us to not only get the job done but get it done quickly so again i i will preach this until the end of the day if you're able to get to out of box please do so because you will allow yourself the greatest opportunity in the world in the servicenow infrastructure and environment yeah and you know i also want to mention that as of mid-august all custom tables have been 100 removed from our platform and we're completely utilizing out of the box tables and it was a huge success and a step forward for our team and you know some of these items were just highlighting a few improvements over the last year we've made so many and i'm you know very proud of the the place that we are right now um i'm only limited on how long i'm allowed to speak on the topic so but all of our platform improvements have led to increased user adoption our itsm team is working closely with the respective center of excellence committees to ensure cohesion and consistency across our platform showing the ability to automate workflows and using approvals being able to run reports and build dashboards to view that data is really enabling user adoption we've also have teams that we're using a single assignment group that are now using it to manage solution delivery to all their vertical groups due to the increased usage across the platform leveraging and putting the feedback and knowledge from various i.t and near it departments for enhancements into the platform has shown to be invaluable we really want to engage the day-to-day users to make sure that they know and feel that you know they're part of building the platform for it together while maintaining best practices and the itil framework so that it's manageable and easy for maintenance on upgrades also with more catalog requests and enhancements we've been increasing within the platform the more demand we have to get access for development in other areas throughout the organization we have numerous non-i.t areas that are requesting development or information on modules that may or may not be on our roadmap we no longer have life as developers on staff full-time but we continue to leverage our partnership for projects and development that we have a high demand for deadlines uh that my team necessarily cannot do at this time due to over abundance of work that we have ongoing and also too with that user adoption point i did want to point out um it did seem as if as tom went on um we did we did start to get a lot of enhancements in from the help desk and users of the help desk and i wanted to say that that was probably because of the good job that we were doing as the internal team re-implementing the whole entire instance um it's kind of funny to think about it now but as we were going through we were kind of you know going through all the quarrels and whatnot but um i want to say that because of that platform improvement that user adoption not only from the customer aspect but the user aspect of it all it did seem to increase so again testament out of box move forward from out of box you'll be just fine which brings me to our current state so we're currently utilizing incident request change problem assets cmdb modules in our environment uh i wanted to show some data to reflect the volume of intake we're currently processing on a monthly basis within our platform all the data i'm gonna review is across all teams for the past for for the previous month of august so within incident management uh we had just under 24 000 incidents that were created for requests we currently have uh just over 200 request forms that are being utilized and there were approximately 15 500 rhythms requested items that were created in our knowledge management we are using utilizing three knowledge bases an it knowledge base a portal knowledge base which can be viewed by both itil and portal users and we also have a portal emergency uh alert knowledge base which has limited access for users to post emergency alerts that that goes across a banner on our service portal for any issues that arise and we currently have around 1900 published articles across all three knowledge bases for our asset cmdb we're leveraging discovery and sccm currently have just over 7 million records in our cmdb with change management we've recently implemented uh vertical cabs rather than all change requests going through a single enterprise cab they're going um through separate vertical calves in august there were approximately 1500 change requests submitted and then the last two modules that i have here mobile and problem those were our most recent modules that were implemented just this year so our our mobile app launching the servicenow now mobile app was completely different than you know any of our other base modules for the mobile app you know it was coordinated to have a stakeholder group to include individuals from numerous it areas we defined what modules we would want to implement to get the mobile app launched which was incident approvals and knowledge for requirements on incident we leveraged which fields were required upon resolve and valued the input of our stakeholders for any other fields that were deemed necessary we made it clear that the mobile app was not a replacement of the desktop application when gathering those requirements my team held open user sessions created knowledge articles and video tutorials that were a great success we did a silent launch to production with limiting the use to only the stakeholder group with a few other selected individuals to be champions and support when we released to oit and then once we launched the formal release to all it users some of the feedback we were receiving was that it was great for on call once we launched the formal release um that it was you know a great customer satisfier more more information in the hands of the time of the incident assignment with the ability to respond or update within minutes and then we have problem management so problem management was our most recent module it was just launched give or take four weeks ago there was a designated process owner and manager as well as a center of excellence group that met on a regular basis to get a policy kpis the process requirements workflow all defined uh through the journey of re-implementing our modules to the out of box tables and tool set with learning how to leverage the process with the out-of-box solution within problem which in turn allowed us to configure the module as needed from the start you know if some customizations are needed we do make those as well but we try to keep those customizations to an absolute minimum it's really a two-fold situation it you know it would have been ideal to set up service now from the get-go just using you know the crawl walk run method but through our journey with servicenow and glidefast as our partners guiding us just to use the out-of-box solution it really exposed us to so much more of a learning experience i also want to add in there too as well uh with with our our methods and moving forward with the applications this also allowed the asset and cmdb space to mature as well i believe the process processes and the users involved there that pro those individuals and processes were be able to be defined we were able to actually mature that space a lot within the two years that we were involved and if i'm not mistaken there are countless projects still going on in that space to this day so again this is just another testament that when you do utilize out-of-box service now and you move forward from that out-of-the-box solution you give yourself a endless amount of opportunity lessons learned so for us failure was not an option so some of the key lessons learned i wanted to point out uh breaking down issues and prioritizing uh it's hard but necessary to do when everything is important with more tasks to do non-stop emails higher expectations deciding what deserves your attention can quickly become overwhelming so you know knowing your prioritizes uh priorities reduces stress it helps to focus and improve productivity and time management clear expectations and guidelines plain and simple you know expectations and role definitions helps to keep uh the team and project focused prevents from getting off track and want and wandering off task outside of just this implementation it insurance ensures teammates and staff will produce outcomes on a regular basis and i also think it prevents frustration limit the amount of stakeholders having too many to be open to just to be inclusive uh caused a strain with being able to make decisions during workshops it is impossible to please a large number of diverse stakeholders simultaneously it can slow down and limit the process and decision making look to bring together key stakeholders for main decisions and then look to be more inclusive once those key decision points have already been addressed uh to bring that that larger group together to make the rest of the decisions also the investment of time from all those stakeholders adds cost to the project due to the amount of stakeholders that get involved so that should be considered as well could we verse should we for this i'm referring to in terms of staying in line with best practices just because we can do something doesn't always mean that we should something fantastic about servicenow is having knowledge about the tool and platform at anyone's fingertips online but that goes with saying that it's also pitfall at least for for us in some cases we get requests for enabling modules that may require subscriptions that we don't own or you know i found a solution on the servicenow community that i know so i know it can be done but from my perspective you know for overseeing the platform and leading on my team for their knowledge of the tool does it follow best practices that we should do it not all customers or users are itil best practice focused and glide fast has really helped guide us with understanding and learning a lot of those best practices within the development along the way realistic timelines unrealistic timelines can promise the quality of the end product and lower customer satisfaction which we encountered during the first year of our servicenow journey there are a lot of things that can go wrong with even the simplest tasks perseverance you know first of all make sure to try to understand why the project started in the first place it's important to finish it because it's easy to lose sight among the struggles and conflicts that arise during any project or just during a day-to-day task perseverance gives us strength to resolve and push past any and all difficulties to be able to focus on what really matters um for perseverance for me it reminds us why our work is important and gives us a reason to keep moving forward and resilience so in resilience having the ability and tendency to bounce back from disappointment or the feeling of defeat i have found that this is a wonderful personality trait to have to get back up and continue even when you feel defeated especially speaking from a leadership perspective from my experience greater resilience leads to improved learning and also too to that point i know i can speak personally from the internal aspect of it all um there was an individual on our team that was experiencing some difficulties with the work that was going on and just the stresses with the overall job itself um because of this individual's resilience and their perseverance they were able to not only come up from that dark place if you will but succeed in doing everything that they needed to do in order to have a successful implementation for the work that they were assigned you know i can't speak enough when this individual they they gave their all continue to give their all i know on a day-to-day basis to not only learn the tool but to be a master of the tool and with people like that on your team you're you're bound to succeed so for anybody out there that may feel as if you know it's never going to get brighter it's never going to get better keep going keep going the answers are out there just got to look a little bit harder but i'm telling you do not give up and i'm when all is all said and done you'll be happy that you didn't give up because you'll have this bright and shining implementation that you can be proud of so again keep going yep thanks for adding that definitely so in closing i have been a part of this project since close to the very beginning and at times i felt like we were going to be the underdog per se not in a sense that anything was a competition but that the project from the start was going to be doomed for failure um i've read a quote recently that i really appreciate and thought it would be worth sharing the fact of being an underdog changes people in ways that we often fail to appreciate it opens doors and creates opportunities and educates and enlightens and permits things that might otherwise have seemed unthinkable and for me this has happened although this project has been quite the journey it has opened my eyes and offered me a lot of opportunities both personally and professionally i hope sharing my experience was helpful and informative for you all awesome thank you shayna and deleon we do have a few questions so we can dive into those uh the first one is and you may have addressed this but we just want to bring it back up what version of servicenow is this currently running on we're on the new york release and what applications or modules does geisinger foresee implementing within the next six to 12 months that's a great question um we're actually working on a strategy to move towards uh the server the common service data model to begin mapping out our services and technologies we're also looking to stand up a few integrations such as twilio to enable that automated on-call process um an integration with vmware for our platform services team to help alleviate resource constraints and move toward towards more automated processes um you know another few modules we'd like to look at that are on our roadmap are the agent workspace for our service desk and the virtual agent awesome and how long was the duration of the implementation of all of the modules so far so the we have been on service now for about two and a half years so our first implementation took four months however after eight months we looked to re-implement all the modules that we all but one of the modules that we had in place so we did look to kind of re-implement everything so i think that took probably i would say about a year and a half after our first implementation i agree yeah perfect then we do have one more question do you have a life cycle process in place for knowledge yes we do our current life cycle process for knowledge we have a review process in place it's reviewed prior to being published and we also have an automated process after 10 months it is automates to notify the author and the group that it is up for content review to make sure that everything stays relevant and if it is deemed that it is no longer relevant it can be retired or it can be republished and updated great great then we have one more for you did you use any bots during the implementation from autom automation of regular and routine activities perspective not that i'm aware of no yeah i no no all right looks like we are good if you want to move on to the next slide we can announce the winner of our 50 visa gift card and the winner is devin valencia congratulations we have your email so we'll send the prize over to you directly thank you to everyone who attended today we hope you enjoyed the webinar if you have more questions you can feel free to tweet them to us at gladfast or you can reach out to info godfast.com directly if you want to see more on-air sessions you can visit our website and thanks again and enjoy the rest of your day you