welcome and thanks for joining today's webinar today we're going to dive into optimizing facilities management for retail stores a 7-eleven case study yes I'm really excited about this topic today it's a really neat case study and there's so many return on investment items we'll dive into with Kylie from 7-eleven just some quick logistics items there is a chat feature on the right-hand side of your GoToWebinar use that we'll be fielding questions throughout we'd like to make these interactive so if you have questions put those into the chat we'll try to answer those as we go through the session today again my name is ben pearson i'm a vice president of product marketing i've been with them bolo for almost five years and seen the transformation that we've taken clients through like 7-eleven for their digital transformation and you guys I'm really excited about this topic specifically and Kylie Kylie Harris joined me as well and kind of get let you do a quick introduction as well hi guys thanks for having me today and I'm Kylie Harris I am the business process owner of maintenance systems for 7-eleven essentially all that means is that I'm the business owner of our service now in new Volvo functionality specifically for our maintenance group as well as our engineering and construction teams as well and been in the industry for 10 years started as a developer and then made my way to the to the process and business side of the house and and I'm excited to talk to you guys a little bit about what a transformation are we've made to our business in the last two years fantastic Kylie thanks for joining appreciate it looking forward to hearing more on the story so just a quick agenda you guys we're gonna I want to kind of start with you know what is what are we hearing from other retail clients as well like what is the themes that are consistent across this industry and certainly I'm sure the folks that have joined will hear some of the themes possibly resonate with their business as well so I'll dive into that and then we'll talk about 7-elevens approach to improve their store services you know you guys 7-eleven obviously being as large as they are they have a massive of stores to maintain and Kylie will go into the details on exactly how they do that and how they've driven such massive process improvements to maintenance of their stores well we dive into the benefits of a connected workplace Kylie's actually going to show you a demonstration of exactly how it was deployed and how it's being used to support that volume of work and the volume of cup of vocations lastly I'll close out with our advantages of a fully connected workplace as we go again use the chat feature for Q&A and I'll answer those as we go okay let's talk a little bit about what we're hearing from other retail customers you know the the common questions that I hear is really around you know how do I understand sort of a 360 view of my store locations right how can I get quick access to what's going on in each of my store locations most organizations don't have an easy access view into the status of their stores right what's the state of my critical work orders store by store what's happening who's working on it right what vendors involved in the maintenance process in the case of outsourced third-party vendor management and what devices keep breaking you think about 7-eleven and the Slurpee machines right if one of those goes down there's a direct impact to the bottom line of the business right so making sure that those critical assets those revenue generating assets are maintained or up and running are available to the consumers like myself when I stopped in to a 7-eleven store and be able to take advantage of those services that's consistent across retail customers is getting that insights that visibility into real time state of their business this is one of the top areas we hear from our retail clients diving in the next area as well there Kylie so what other things are necessary vendor oversight in most cases is something that's I'll call it manual for most organizations if not done at all what I mean by that is are we truly managing the lifecycle of a vendor we bring in a vendor to maintain the fuel pumps at a convenience store for example am i measuring the performance on the service levels that we signed up for how are they performing what are the costs that they're sending in are those accurate based on the work that they performed based on the amount that we paid them to our financial system and are we tracking things like parts and inventory related to the work that they're doing Kylie's gonna dive into this here in a second but you guys getting that true vendor insight is so important you may be spending millions of dollars on vendor contracts being able to manage their performance is so important in a retail world so that one I can hold them accountable and two I can also drive improvements to how they're actually supporting my sites of my locations I'm excited that Kyla you have some real data around that specifically so we'll dive into the next piece go ahead and turn it over you and let you tell a little bit of the story about 7-eleven the the history the company I'm sure everybody on the call is probably heard of 7-eleven or use their services and their locations yeah absolutely I'm and we'll get back into kind of all of the things that been talked about I think we've touched every single one of them at some point in our implementation but um for those of you on the phone watching today I know most everyone knows what a 7-eleven is but some people don't know just how rich our history is and we are technically the first-ever convenience store so we were founded in 1927 here in Dallas and and we started by selling milk bread and eggs and in addition to ice blocks so essentially we were selling ice originally and they realized people that were coming in for ice also wanted milk looking and bred and kind of those convenient essentials um since 1927 we have over 70,000 locations in 22 countries and and over the last year we've launched our seven now delivery app that takes 7-eleven products and puts them in the hands of people through a delivery service so that is launched in four hundred cities and and gives us access to thirty five million households which is a pretty insane amount of reach and and on the tail of dealing with a global pandemic unlike anything we've seen before we have the opportunity to partner recently with Children's Medical Center in Dallas to open up our first-ever pop-up store so we were able to I think it took 21 days from the time childrens reached out until the time we opened it for us to be able to implement install stock and open a store that not only services parents and and children that are in the hospital but also all of our frontline health care workers to be able to partner with such a huge and you know a huge partner in this and during such a critical time has been really incredible as far as 7/11 as a company goes and a little bit more about our maintenance team as an organization we have 45,000 store employees 105 service technicians so we actually will talk a little bit more about this but we run a mixed maintenance model so we have a variety of maintenance models deployed to service our stores one of those being in-house technicians and on top of that we've got over 50 outsourced vendors and of those 70,000 worldwide locations 10,000 of them reside in the US and Canada and are responsible are the responsibility of our team so and the other international locations are licensed to franchisees and other countries and then internally and we'll talk a little bit more as we go through this we run a very lean team and are able to do that because of the systems we have in place so we have 45 support analyst specialists and managers that's heavily centered around the field and about two-thirds to three-quarters of those guys are actually our field support personnel and and those 45 people are responsible for 1.2 million work orders a year so not only do we have a multitude of locations spread out across the entire US and we're doing a tremendously large volume so that leads us into kind of how we ended up with Nouveau Lo and kind of where we were in our previous life and so when I was brought in to help implement a solution and the issue we were facing was that we really didn't have any visibility and to what was going on in our stores about a decade ago we had outsourced our entire maintenance organization to a third-party vendor who was then responsible for brokering out actual service providers billing they had everything from the help desk so from the point of contact for the franchisee to the field personnel supporting all the way to billing our franchisees so we have very little note we had very little control and very little visibility into what was happening in our stores so what used to happen is a store would call in to our provider that provider would then dispatch an actual service provider and at that point we were notified that something was going on in our store so we weren't able to act in any kind of proactive manner for any of our stores at that point a third party was dispatched we didn't have access to know who that third party was and and we were left with a ton of questions what who was dispatched right we still didn't know who was being dispatched to actually do the work we didn't know what asset was being worked on we had no way of tracking any kind of asset reliability we had no idea whether a replacement was needed so trying to track capital replacements became very difficult and required multiple systems and no visibility to our franchisees and we had very little visibility into how long it was taking to do the work so any of those major Const control measures that you would typically have we didn't really have access to and we had no way to track contracts and then we had no way of telling whether or not something was covered under warranty you're not so all of that left us two needing a solution that would really let us get to the bulk of our issues and really let us take ownership back in-house of that system so with that do we have questions before I move on I think we should be okay no questions so far god um so as part of a larger overall cultural change that was going on at 7-eleven we have the opportunity to join with all of the other 7-eleven help desks and an implementation of ServiceNow so really our journey it started as trying to find a way to simplify problem resolution for our stores and from a franchisees perspective it doesn't matter if my problem is a maintenance problem or a logistics problem or merchandising or anything that could go wrong in my store having to remember just done tickle to do what was so cumbersome and led to really difficult management anytime anything had to be flipped between between so as part of that overall plan and of an enterprise we had decided to implement ServiceNow at that point we realized that as a maintenance organization if we were going to be really successful in taking ownership back we needed extended capabilities that allowed us to see full visibility into all of those maintenance activities really take ownership back of everything that we were doing maintaining a small and lean team and we didn't have a budget or the approval to increase headcount and and we'll talk a little bit about how we we solved that by automating all of our dispatches and we also needed a way to to really own our own data we were reliant on our third party who was providing a service and was managing the service providers they were self reporting their own performance anybody who deals with vendors can understand how that's a huge liability and really leads to a lack of transparency there is no way for us to to manually calculate performance we were being handed performance reports with no visibility into how are they getting to these numbers and we'll say their numbers looked really great until we list um but so those are really the main goals as we went into our implementation and luckily we were able to end up with new partnering with new Volo for our first implementation so really our first implementation was just to onboard a set of stores as part of a we just acquired a set of about a thousand stores so we really use them as our as our guinea pigs for onboarding and then after we were successful with that team last May we rolled out a service now a new Ollo to all 10,000 of our North American stores so since then right that we really we went live in 2018 and rolled in all the stores in mid-2000 19 so we've really been lying for over a year and and we have gotten some incredible outcomes and I won't talk to all of these but I did want to talk to a couple and really talk through how broad our outcomes have been so the first is we've obviously by owning our own workflow are really able to drive process efficiencies and time savings and obviously process and time savings usually equals money saving I have an example and really pertinent for right now we as part of Kovac relief we're able to take all of the data that we have easy access to and trust and we were able to save her as franchisees a significant amount of money in their monthly contract rates and as part of a broader co-ed relief plan we wouldn't have been able to do that otherwise we essentially had data backed discussions and negotiations with our vendors to be able to bring those costs down for our franchisees we talked about you know been talked about equipment replacement and uptime and you know in our world of time of equipment equals sales period and we struggled with how long it took us to replace equipment so from the time the store called in and says hey I have a Slurpee problem to the time our technician is dispatched we determine hey we can't we're gonna have to fully replace this piece of equipment from the time it was determined we needed to replace it until the time the store was back up and winning our average was 15 to 21 days that's a long time that's 15 to 21 days that a store isn't able to sell surpise um through workflow and continuing to onboard vendors and some some heavy look at both internal and external processes and our target by 2021 is to have that down to three days that's huge to take it from 15 to 3 and and we think we're gonna be able to get there we talked about lean teams and we talked about how we do 1.2 million work orders a year and everywhere that I had been prior to 7-Eleven required some kind of dispatch team didn't matter the industry everybody had some kind of personal team that was looking at every single work order determining where it went scheduling all of that we realized that with our size and scale and how fast we want to grow there was no way that we could maintain that and be cost effective so we worked with new Volo and and actually came up with a way to auto dispatch all of our work orders so ninety-nine point nine and we'll talk about the point one percent but the majority of our work orders are actually auto dispatched without human intervention so our store reports a problem either by through the ServiceNow vendor portal I mean through the ServiceNow store portal or through our third-party helpdesk and it is almost immediately in the hands of our providers and that does so many things for us as a company not only does it allow us to resolve issues faster we eliminate the human error that comes intrinsic with with humans touching things right people making decisions based on um you know feelings being a person you know making mistakes um but it also gave us the ability to actually flex that so we have the ability to not only turn on auto dispatching but we can turn it off in some cases too and this has led us to be able to to implement a deferred maintenance program where we can turn on and turn off certain lines of service and categories that are not not critical items in order for us to either provide cost savings or to be able for us to be able to actually bulk those cases together to send technicians out so we're not paying duplicate trip charges we're not sending out multiple providers multiple times and really drive some some significant cost savings and the last piece and and we really talked to this been mentioned vendor management in the beginning and and the hardest part of vendor management is holding vendors to KPIs what we found is that by implementing a system that gave us the level of reporting that service now a new bolo does and opening that exact same reporting up to our vendors not only do we have complete transparency between our internal team and our external vendors we're also able to in real time drive for better performance so there's no surprises there's no waiting until the end of the month when a vendor scorecard comes out - for vendors to realize that they've missed the ball and we actually have vendors running running pilot programs with us as a client because they're able to see in real time and and readjust their performance because it's all right there in the palm of their hands and we'll show when I get into the demonstration some of the dashboarding and kind of those reporting that we've really put in their hands but this has given us so much time back we're not constantly fielding requests to run reporting for vendors and and again we're able to end real time correct problems we're not having to and you know retro actively try and solve problems after it's already snowballed and and we've got significant issues and vendors are able to see in real time how the decisions and the changes that they're making are affecting their performance this is obviously led to quite a few big wins for our team the biggest one being that through workflow and all of that visibility for both internal and external users we've been able to reduce our breached calls by 50 percent so based on where we were at implementation versus where we are now what we're seeing is that our average breaches are down 50% and that's purely due to the fact that we have reporting now that lets us act on those cases before they happen and vendors are able to self monitor and self adjust as they go we talked to the huge amount of quarters that we do per year and that's split between both corrective and preventative but it's a it's a humongous amount and as we continue to grow as a company that number only continues to grow and then we found some unexpected efficiencies along the way and and a lot of us refer to this is the million dollar ladder but we were actually able to with the help of the data that we have and the level of visibility and transparency into our business we were able to find some cross-functional alignment with other teams that were utilizing facilities providers to save the company a million dollars we found out that our IT counterparts were using our maintenance providers to dispatch ladders 10 to 15 times a day and it was because of a weird clause in a contract that meant that their providers didn't have to take ladders with them I was in El Salvador with our help desk and our help desk one of our supervisors came up and he said you know we they keep calling for ladders like why aren't they taking their own ladders and us what do you mean they're calling for ladders why aren't they taking their own ladders so our team dug into it and realized that this had been going on for years and because we just we didn't have visibility and our team didn't have ownership of this not only did we not know it was happening we had no way of fixing it so we were able to in the course of like two months and solve this issue that obviously you know there's been quite a bit of other huge value outcomes for us but so I do want to walk you guys through what this looks like for us and I think it makes the most sense to actually start from the view of a franchisee because one of the things right like I said we were part of a much larger implementation and really focused on how to be best and how do we best to give our stores a single-lens so what that means then is that we have a we have a ServiceNow portal colloquially called seven help that helps our franchisees with anything that they could need so I'm going to type in Slurpee and because of metadata I'm a sieve I've got a Slurpee cabinet or I've got a Slurpee machine and I could potentially also see logistics and merchandising and any of the other teams that are within ServiceNow to be able to dispatch my case to the right group we also behind-the-scenes have the ability to reassign should a franchisee get confused or something ends up in a spot that it shouldn't be once that franchisee gives us just a little bit of information it Auto populates their location and we use a three-tiered oh sorry we use a three-tiered classification system let's see sorry guys okay hey Ben can you see me now yep looks great perfect sorry I hit the escape button with my fingers good like to talk with my hands but essentially they're able to give us just a couple pieces of information and within seconds after they've created that case that case is in the hands of our providers who are already ready to act and get to a store to resolve an issue the store has a single platform to see all of their updates in the same format so whether or not they're getting an HR case update or maintenance case update it all looks the same like I said this creates an incident that then creates a work order as soon as that work orders created it shows it up on our vendor dashboards so we've made the decision as a company that as we continue to onboard vendors and we are onboarding them into the new Volo vendor portal and the new Ola mobile app exclusively and that's because what we realized is we went down the path of integrating with vendors early on in our journey and we realized very quickly that what that means is that anytime there's a discrepancy in API is any time that there's any kind of API or integration hiccup and that it's automatically blamed on the technology and not the performance by requiring that our vendors who want to do work with us use our system and our processes we can guarantee data integrity and ensure that everybody's looking at that single pane of information so we essentially have two dashboards for our for our vendors we have kind of an actionable insights dashboard that's going to include things that we need them to act on open cases we show them they're breached calls you know we talked about 50% in reduction in breached calls and that's really driven by what you see here we're able to show them how many cases have been open and for how long and we're able to drive them by starting with the oldest highest priority to really solve Wars issues by highest priority and longest so that we're operating in the most effective manner they're able to click into work orders they're able to see all of their work orders all of the pertinent information and then within our work order they're able to assign it to their in traffic technicians so they're actually many of our providers have their technicians in their back office support are all in our portal using our portal for like I said scheduling assigning and managing their workload for us you'll see down here we also have an expected start and that's just to give the franchisees a heads up that says hey you know you can expect to see someone on site here and what we found is that that lets us provide a higher level of service and our franchisees love that visibility into what's going on in their store once it's been assigned i'm the technician then uses the nuvola mobile app and we've done some some work to really simplify these screens for our teams to make sure that they see only the pieces that they need and can quickly and succinctly walk through the workflow process so they're not spending time looking through clunky buttons or screens or trying to get into a website it's all at within an app and they can check-in and check-out using a simple play button and then all of their workflow options and statuses are available at the tip of their fingers we also have problem cause' and resolution codes at the tip of their fingers so that we can make sure that we can make data-driven decisions on assets without knowing what our technicians are actually fixing in some kind of actionable data format then we can't catch things like manufacturer defects or you know any kind of issues that we're seeing more often if we've got a certain Slurpee machine I'm gonna use Slurpee because everybody knows but if we continue to see problems with a certain model of Slurpee machine we may choose to no longer let that be the standard that we reorder we may order a newer one or an older one our work directly with the manufacturer to figure out what's going on I'm so having that information and making it easy for our technicians to input was critical I also have things like picture taking and sign offs at the tip of their fingers and they can also put in work notes super easy so while they're on site they don't need to go back to their I don't need to go back to their truck and enter work notes they can do it all while they're on site they can actually scan our asset tags while they're there to make sure that we're a full view of what they're doing in our store they're also all of this information goes back to our franchisees and our number-one goal is to provide as much transparency and to provide the best possible service we can to our stores and what we found is by giving them full visibility into what's happening they feel more in control and feel like they're they're receiving better service on checkout we ask for them to update a time sheet that lets us track things like first-time fix right does it take a provider they do really good work they get it done but maybe they're not carrying the right parts on their trucks and it takes them two trips every single time they get a call having that insight lets us track and and work with our vendors as a partner to really help them hone in on on their best practices as well and then we were able to also because we have multiple providers across lines of service we oftentimes find that a single provider or a single a single work order may not be sufficient in solving the work and solving the franchisees problems if I have a roof leak nine times out of ten unless it's just recently range that roof leak is not actually a roof leak it's an HVAC way and it may take an HVAC technician and then a roof guy to come repair the damage to the roof in order to fix the actual problem so we asked for acknowledgment on checkout and completion that the stores problem has actually been resolved and if not we ask them to call our help desk like I said and we've strived to give our our vendors as much visibility into their into their work as humanly possible and by using dashboards and the analytics and the power that we have within ServiceNow in Ebola we've really been able to give them everything they need without having to manually run reports or download data and run pivots and Excel and so I kind of just wanted to talk through what that looks like for our vendor so we've already talked through what the kind of actionable dashboard looks like this walks them through their reach cases it walks them through rejected invoices that they need to resubmit it walks them through any new work orders that they haven't completed anything is working progress that needs follow-up capital right so that requesting and replacement we have that tracked clearly as well as NT es in order to ensure that we have cost controls we've implemented a not to exceed by category and in order to invoice above that in te it has to go through an approval process so we have the vendor has to tell us why they need additional funds to complete that work and then we have KPIs so we talk through our main KPIs our response resolution and first time fix and really what we wanted to do was give our vendors everything they needed to know how they stand performance wise in a single spot where they're also managing their work so we'll show them by priority and like I said this is this is live so they're able to see day over day am i doing better am i doing worse how were how am i trending how can i how can i improve and they're actually driving to that improvement and what we found is that this gives us so much visibility and so much ownership and the things that we've been able to accomplish as part of this implementation have actually led us to a second round of implementation that we kicked off with Nouveau low about a month ago and we're looking at bringing in our construction team we will bring in our capital replacement process we are looking at potentially bringing in some real estate functionality potentially some energy management or looking at really how do we utilize the system to its fullest extent now that we have this incredible baby line of our maintenance management and so with that I'm going to hand it back to Ben to talk about the platform as a whole great Kiley real quick before we go there that last slide I wouldn't question for you let's but kind of before you implemented this solution you mentioned that you know your vendors were giving you these reports giving you this data one that you had a validate but to with how long did it take to get those reports was that you obviously talked that was real-time data you're looking at right there on your screen what was kind of a time frame to get your vendor reports um depending on whether or not it was kind of a can report that we asked for regularly or whether it was one-off it was anywhere from a couple of hours to weeks and it aired on this side of weeks most of the time and even now if we need historical data typically takes us at the very least multiple days and that's not that's just to get raw data that's no actionable insights into that data yes that's a really good point Kylie and the fact that you now have by the way you're both looking at the same source of truth for that data you and the vendors in real-time of exactly what's going on and who's doing what what SLA czar breaching what a business impact that has now that's a really neat story and you Kylie one aisle can kind of give you kudos new you as an organization your 7/11 or team they're made that business decision to have your vendors work in the system I'll tell you I couldn't tell you how many times I'm talking to other retail clients other organizations that say you know we'll just integrate to our vendors or we'll just pass those tickets manually through phone calls and emails to our vendors you know obviously that's you know what you did gives you that source of truth and you truly can like you said hold your vendors accountable to the work that they're performing it's good I think testament to the work that you guys did to drive that business change so really exciting one last comment I'll make I likes I'm curious you mentioned this IT story this a million dollar savings per year in ladder trips to your stores right one of the things that I see too often is that these departments even within facilities all work in their own little silos they all run their own tools they all run their own capabilities and there's really no easy way to one you know past work but also report across departments so maybe talk a little bit about the fact that you've made a business decision to bring all of your facilities departments and you're continuing by the way with your roadmap here but also you have IT working in your system and the fact that you had IT in the same platform you actually could get that insight into that million dollar savings because they were requesting your facilities teams to get dispatched for those ladders to your stores right yeah absolutely so and you hit the nail on the head I'm just like many organizations and we particularly larger organizations our teams tended to have worked in their own tools and their own silos not super collaborative and not very data-driven there was a lot of this's what we do because this is how we've always done it and luckily as part of like I said as a company our leadership was really driving towards a digital transformation we realized that if something didn't change we were no longer going to be able to be the leading-edge retailer that we've been through our entire and you know wife span as a company and as part of that they realized that one of the biggest downfalls was the number of tools the lack of connectivity and the lack of integration of our business and through that they got some some new perspective and they you know through through transformation tends to lead to change and through some change there were some new eyes and some new opportunities for and some real some huge impact and change for our stores and and so a lot of it was a perfect storm and but it was also driven by the acquisition of the Sunoco retail locations so they acquired a thousand stores and an acquisition of that large requires quite a bit of integration and as part of that they realized that they've had an opportunity to really show the organization that we could do all of this that we were talking about right we could break down these silos we could put everybody into a singular system um and and it didn't mean that one team was sacrificing and one team got everything that they wanted all of our teams in the system had workflows that they feel like they're in control of and that they're they have enough autonomy to make decisions for their piece of the business but as a whole it's opened up so many opportunities and and we're constantly we actually have a BPO group that is all of the other means across the organization and we get together at every single week and just problem-solve it's hey I'm seeing this how do we solve it hey these have been sitting out here forever what is the issue where do they go and through this we're constantly making things better and what we've really seen too is it started to really drive a collaboration that I don't think the company has seen in years there's we think a lot more because we're all in the same system about how what we are doing impacts both upstream and downstream and because of that we are we're coming up with solutions that actually solve problems as opposed to mandating the solution and making life easier just for our team or just for the IT team and again being able to see everybody and really see the progression right we're able to see when tickets bounce around between 12 groups and it's like okay guys who owns this one but but having all of that at our fingertips has been really really critical that's great that's great Kylie and I appreciate that and you're right you actually have the visibility truly of where work is going who's doing what who's on first who's accountable to the work there was a question that came actually it relates to that comment it looks like Megan had a question around if a third party has similar capabilities right they have their own technology as as far as mobile app as far as mobile app enabled from the field would integration be an option and you know I can say the technical side but it says there's a business side of it too Kyle and you you hit on it and I will do it so so the I mean the answer is always yes you can integrate whatever you want um what I what I will tell you um one we're fortunate enough to be in a position where we're large enough to demand things and and I mean that in the best way possible but what we found and we we've done both we have much larger providers that some companies that are larger than us who are integrated and we have some that are smaller and and several of our larger providers are integrated and I touched on it a little bit earlier but we do nothing but argue over data integrity when it comes to reporting on performance regardless of the fact that at the end of the day our system is the source of record it's always well my system shows this and well you didn't take into account this and I'm filtering out this as opposed to if it's this is what you are you know this is how you're performing and he found that we're able to drive much more we're able to drive better performance with them working in our system versus in their own but it does brain zone challenges and there are there are cases where we've made some we've gone both ways really what we're looking at - with our larger providers is what we call a hybrid model and really all that means is that we feed into their system the work order information we require their technicians still to use our mobile apps so that we get those check-ins checkouts resolution codes all of those super critical pieces - both performance and asset integrity and then we feed all of that information back into their system so they're still able to drive their business from their own system but from a technician perspective we are getting all of that key data in in a controllable manner that is the same across the board right because everybody's systems and everybody's processes regardless of whether we're all in the same system right we have 50 vendors and 50 different flavors of the same work order process and it's those intricacies and process that really drive towards challenges when it comes to integrations and holding vendors accountable for their for their performance that's great Kylie there was another question I'm Megan I think I can take that one offline with you around kind of who to talk to on a hybrid approach certainly I can work with you offline on that but thanks thanks for those questions keep them coming you guys you know as we as we kind of tie in to this story and I'll just talk a little bit about this this vision of a connected workplace because Kylie's you know you and your team at 7-eleven have truly embraced what a connected workplace means right you now have departments IT your facilities maintenance department being able to collaborate work together your vendors being part of that vision part of that collaboration across this connected workplace and this truly in your roadmap and your plans aren't just a sock with maintenance you guys set an amazing foundation with maintenance and most organizations start at that exact place let's lay the foundation of an amazing maintenance program let's get our arms around us understand how our stores are running understand making sure that those stores are operating as efficiently as they can giving the data back to those franchise owners I mean what a story being able to give them negotiating power to improve their their contract costs right with their vendors but now obviously expanding that solution set into projects and it's your new store constructions being able to also have those teams work in here right be able to manage your real estate portfolio as you stand up new sites and stores track your energy costs across your buildings and potentially even looking at your corporate space longer term and looking at protecting it with cyber security you know Kylie really exciting stuff like I said you're embracing this connected workplace it's neat to see organizations take this step in the process and you're the data you're getting from this is allowing it sounds like you're just scratching the surface Kyle you got so many other things I think you can peel the onion back and start really understanding this how are we really running the business where are their areas for improvement you talked about this this Slurpee machine getting one replaced from 15 to 20 days down to three business days I can imagine just one of those assets and the revenue impact on getting one of those replaced and that much of a faster time I'm sure it's only going to get better but that's quite a quite a testament to the work you guys are doing there well and what we found too is that and we where we were the guinea pigs everybody was afraid everybody's always nervous when it comes to change we found was that we can jump in headfirst and and you know there was times where we felt like we were drowning but what we found now is that we've been so successful and have been able to to change the course of our business so much that we now have departments begging for us to help and coming to us and asking hey can you help us solve this problem can you help us solve this problem and that our team has gone from a system support team to a strategy team as we as we continue to grow it's fantastic yeah fantastic Ellie well we jump to the next slide really quick you guys you know obviously with a work that's been done just to give you a quick look at the architecture here you know we're built on service now so if you're if you're attending and you are already running service now when you snap into voleur just like Kylie did at 7-eleven you get that entire wheel of functionality for the facilities organization and can tie right back to the other pieces that are already running in service now whether it be IT HR security operations customer service and leverage that exact same deployment to take advantage of that entire suite of capabilities great last slide Kylie I think we're gonna open up for Q&A here great let's see we've got okay if anybody has questions we'll go ahead and open up for Q&A at this point you know I think you know Kylie Wan you know covering this connected workplace story you know hearing the return on investments in being able to measure your data you know that's it's quite impressive to see just how far you've come on this so let's see if anybody has any questions for Kylie or myself ok looks like no questions at this point Kylie one I want to thank you for your time today I really appreciate this it's a great story and one applaud to you during all this work during kovat and everything else you guys are doing to keep your businesses running efficiently effectively and delivering services to folks like myself that enjoy a Slurpee so Thank You Kylie appreciate time today thanks there one for joining and appreciate you attending the webinar today thank you guys so much take care everyone