[Webinar] Scaling Success: Guidewire’s Guide to Driving External Learning Impact

Hello, everyone, and welcome to today's webinar, Scaling Success, Guidewire's Guide to Driving External Learning Impact, brought to you by TSIA and sponsored by Seertech. My name LMS Vanessa Lucero, and I'll be your facilitator for today. Before we get started, I'd like to go over a few housekeeping items. Today's webinar will be recorded, and a link to the recording of today's presentation will be sent to you via email. Audio will be delivered via streaming. All attendees will be in a listen only mode, and your webinar controls, including volume, are found in the toolbar at the bottom of the webinar player. We encourage your comments and questions. If you think of a question for the presenters at any point, please submit through the ask a question box on the top left corner of the webinar player, and we'll open it up for a verbal q and a at the end of today's session. Lastly, feel free to enlarge the slides to full screen at any time by selecting one of the full screen button options, which are located on the top right corner of the slide there. I would now like to introduce our moderator for today, Brad Swingruber, chief revenue officer of Seertech Solutions. As with all of our TSA webinars, we do have a lot of exciting content to cover in the next forty five minutes, so let's jump right in and get started. Brad, over to you. Great. Thank you, Vanessa. And as Vanessa said, I'm Brad Swingruber. I'm the chief revenue officer here at Seertech, and I'll be helping lead discussions today. I have some amazing guests, and I'm thrilled to, have them share their stories, successes, and lessons learned. So let's dive in and meet the panel today. So let me start. I'm excited to introduce Gina Siancio. She is the senior manager for education delivery at Guidewire. So Gina is dynamic and an amazing leader. She brings twenty five years of experience driving organizational value and focusing on coaching, leadership. But one thing she'll touch on specifically is maximizing content monetization. So we'll hear more about how she's also empowered some of their training coordinators as well as her ability to build the educational program through things like dynamic pricing models, and really driving customer and, new revenue streams. So very important topic we'll touch on and excited to hear from Gina today. Also excited to introduce Sherry Sawyer. She is the principal program manager at Guidewire. She leads the go to market education team. She has tremendous experience as well, specifically around agile program management and this idea of digital transformation. She brings a a proven track record of delivering enterprise level initiatives. She's the perfect person to join our discussions today, and she'll speak more about her background and what she's done at Guidewire. And last but not least, we have Janice Lee, the director of research at TSIA. Janice will bring some amazing real world examples outside of the Guidewire example in our conversations today. She focuses week in and week out, working with educational leaders, learning leaders, helping them turn insights into, powerful, actionable, business impact. So she'll highlight some of these. She'll specifically focus on and touch on some AI powered learning ecosystems, think about maximizing your tech stack strategy and driving engagement. So she'll touch on these topics throughout. Alright. Everyone, welcome, and thank you again for joining us today. Before we jump in discussions, I wanted to highlight a little bit of background here on Seertech. I promise I'm not gonna be too long winded here, but also give you some context of Guidewire as well. Let me start with Seertech, though, first. So for those of you not familiar with Seertech, we've been in business last twenty years. Yep. I said twenty years. We I like to say we're the best kept secret in the LMS market. So we've worked with complex organizations across, you know, hundred and eighty different countries. We really help them focus, on compliance while also providing personalized and engaging learning experiences. Think for both internal and external learners. So you can see some of the amazing iconic brands we support today here on the left. One of those being Guidewire, and we'll get into more about Guidewire here in a little bit. But one thing I wanna mention, before we move into that is one thing that separates your tech and the mark market is our ability to handle the most complex use cases and drive business impact. So, you know, we're helping someone not just with compliance training, but we're actually mitigating the risk and trying to drive cost savings and then actually proving it out. We pride ourselves on solving these challenges. And as I said, Guidewire is a great example of that. We'll we'll get to Guidewire here on the next slide. Alright. So about Guidewire. Those of you not familiar with Guidewire, they are a global technology company. They were founded in two thousand one. They provide solutions for property and casualty insurers. Think about to manage underwriting, policy, billing, claims, in that in the crazy world that that is insurance. And Guidewire supports hundreds of customers. They have one of the largest partner networks. So you'll hear from Guidewire's learning team here today how they thrive in supporting this idea of external training. But what makes them, in my opinion, even more impressive is the fact that they've done this in a market that is rapidly changing. It's under heavy regulations, and I always say it's under this compliance microscope. So we're highlighting Guidewire not just for the journey they've they've built and and designed, but because they actually took a step back. They reviewed their education strategy, and they knew they had to go through kind of this rearchitecture and reevaluate their approach to learning. They knew the market's changing. They had to look internally, have discussions internally, and put their foot down and say, you know, we have to be agile. We have to separate ourselves in the market and give ourselves a competitive edge when it comes to our learning and education. And I'm excited for them to speak more about this today. Alright. Without further ado, let's jump into the panel and questions. So first alright. I'm gonna start with you, Sherry. And as I mentioned, you know, Guidewire has gone through this business, transformation, and we're calling it the the rearchitecture of your learning environment, specifically for your external learners. So tell me, Sherry, what initially prompted Guidewire to kinda reimagine its external training strategy? And then, also, can you give us a little bit more for any of the leaders that are learning leaders that have joined the call here? Do you have any specific business drivers or challenges you were looking to solve that you could share as well? Sure. I'd be happy to. Hi, everyone. And first, Brad, thank you very much for the for the thoughtful question. So Guidewire has been a partner with SeerTech for over a decade. And so in that time frame, the pace of digital transformation, the expectations of what learners have for their LMS, and also just an overall training strategy has rapidly changed. So in our early years of our life cycle with Seertech, our LMS provider, we explained the learning journey with slides. We also provided one to one engagements with our customers and our partners to explain that. So fast forward now to last fiscal year where we engaged on a series of learner experience surveys and focus groups to understand what our customer partner pain points were, to which the overwhelming feedback was, I don't know what courses to take to get certified. And so customer satisfaction was our primary driver for reimplementation. Now some additional factors within that implementation that we looked at were our need to leverage our LMS to its full capabilities with out of the box functionality. So with our legacy data architecture, there were a series of dependencies that we had. We couldn't simply look at redoing our LMS and improving the learner experience in a silo. There were several highly interdependent pieces that we had to do together. Next, we have complex system logic. So Guidewire is an ecommerce provider, and we also have high stakes proctored exams. Those are our two primary use cases within StereTech. And to enable that, it does require custom logic. And so that was a technical complexity for us that we had to be very careful about from a requirements gathering perspective to see if and how and to what degree we could reimplement your tech to achieve the goals that we were looking for. So our gap analysis confirmed that we were not taking full advantage of Seertech out of the box functionality. We've been a customer for quite some time, and the product has rapidly evolved. So this was a major effort as far as embarking on our implementation journey. It took over nine months with very highly skilled resources on both sides with Seertech as well as Guidewire, and it had significant change management implications. This was no small feat. Even an overnight cutover was involved to make sure that we were doing this at a right time based on our global audience. And so despite the challenges and the constraints that we saw, we knew this reimplementation was necessary, and, ultimately, it was worth it. So, Bradley, answer that second part of the question that you shared around what were some of our goals. So the learner experience was our number one goal as far as improving that. We took to heart the customer and partner feedback that we received from those surveys, and we realized the total landing page of Seertech needed a revamp. So our goal is to rebuild the data architecture to provide a self-service learning experience and learning path experience. So what did that look like? It meant using out of the box functionality like the search, browse v two, categories, modalities, even the pricing matrix or components that we realized we needed to implement. And so while this large project was being scoped and evaluated for level of effort and complexity and such, we took this time to take a long look at our product offerings. And so, yes, we implemented out of the box functionality, but in order to do that, we said, okay. Let's take a step back and think about our subscription offerings. What are they? Is this simple? And that analysis also revealed to us that we could make some strategic changes, like learning paths, for example. Guidewire has always used your text out of the box learning path functionality. But this gave us an opportunity to say, how can we rethink this native feature in a way that would help our audience? So the vision for our reimagined learning path and learning page for Seertech meant looking at the home page from an objective lens. So our surveys realized that we have users coming into Seertech to get certified. That's one. Second being update your certification. That's the second objective. The third being general learners, people that wanna just browse and understand by role of our product what we have to offer. And so we took those three overarching objectives and made that the catalyst for our home page tile experience. We also added some native fact functionality from the browse e two feature that Seertech offers to filter based on role, by product, by delivery method, and even by language. So, ultimately, that learner experience was the primary driver for why we embarked on this major reimplementation journey and found much success. Love it. Absolutely love it. That's a great detail, Sherry. And I think, couple things stuck out, especially the fact that you kinda took the customer first approach, which is I mean, I think a lot of a lot of, you know, organizations try to take that approach and, you know, might struggle initially because they get bogged down in in tactical things. But, I think the way Guidewire thought about the approach and and said, hey. It's customer first and and built around that is is amazing. And to segue off of that, I think, talking about kind of customers in the ecommerce piece, Gina, I would love to ask you and and I know we touched on this in the beginning with your background, which is you have an amazing background and experience here. But love to hear, you know, how did you approach monetizing training and education, especially through things like service credits, ecommerce, flexibility, dynamic pricing? Because as Sherry said, this is a big part of your of your business, your go to market strategy. So, love to hear your perspective here. Alright. Great. Thank you, Brad. Thank you very much. That's a good question as well too. So, yes. We did develop a a multifaceted approach to this, and queue a few key mechanisms as well. So our monetization strategy is is really a blend. It's a blend of contract based service credits. Service credits have price protection. Learning credits. We use learning credits quite often. So those those are not price protected. Flexible ecommerce for direct purchases. So we do, take advantage of Certik's Seertech ecommerce, configuration in the system as well, and a pricing matrix. So that enables that dynamic adjustment that allows for the pricing by region, modality, customer type. So this approach really supported both the large enterprise contracts and the self-service purchases, and it provided those mechanisms for both fixed and flexible pricing as well too. Amazing. I love it. Yeah. I think the we probably have quite a few people in the webinar today that are, you know, in the beginning stages or further along, but, like, the I know you might be getting a LinkedIn request or other people asking follow-up here because I know this is a hot topic for a lot of a lot of fast growing tech companies right now. But that that's terrific, Nina. Okay. So let's shift a little bit here. Let's dive into, microlearning and badging. So everyone talks about it, but how do you actually you successfully, scale this when you talk about micro microlearning and even gamification? So let's start with microlearning first. Sherry, I'm gonna go back to you here. Can you share how you're structuring and positioning content now? What's resonating with learners? How are you keeping them engaged from a microlearning perspective? Sure, Brad. I'd be happy to. So our learners fall into two general use cases with microlearning. The first and primary one are business analysts as well as developers who need to stay updated on Guidewire software. And the second are people that are used to adult learning theory. So short bite sized training modules that they can pick up and put down based on their competing priorities. So for Guidewire software, if you're looking to stay current, we have three software releases a year. And so with that, our entire content library needs to keep in sync with that rapid pace of we even have some products that operate on a continual product release cycle. So they are iteratively adopting, albeit monthly, for our content library to stay true and make sure that learners are provided with the highest updated content and quality. So in order for us to operationalize that rapid pace of change, microlearning was not an optional component. It was absolutely mandatory. So even some of our larger five day long courses are broken down into those smaller, bite sized training modules so that we can iterate that we have an agile methodology in which we could simply pull out some of the content, make a small change to it, and add it back into our learning management system so that learners have the most up to date. That's incredibly important. About five years ago, we started on this content usability framework, and that allowed us to look at all of our content library and rebuild it from a modular construct that allowed us to iterate. So for us, it was a requirement. It was not an optional component. Terrific. Awesome. Thank you, Shay. That was great. And I think the yeah. That's a that's a a great piece there specifically when you're talking about modularizing, and and you've built a strategy around scale, which is important, because since, inception of of Guidewire, you all have grown rapidly. So keeping up with that scale is extremely important. That's great. And then second part of this is badging and the gamification. So I feel like gamification was, you know, and still is very popular, but organizations, you know, we kept hearing kinda forced to do it to say that, hey. We're doing gamification. You know? Look. You know? They can show their senior leadership, but maybe not really understanding true results or impact of that gamification engagement. So love to learn because I know Guidewire has done a phenomenal job with this. Love to learn more on how Guidewire has made this kind of front and center, and you guys have built more of this motivating learning culture for your customers and partners. Gina, Sherry, do you wanna you wanna start and and speak about the badging program? Sure. Absolutely. So our badging program started about three years ago, and it provided us with a fun way to celebrate learner behavior. And so we began with course completion badges and then migrated over to our certification program as a way to provide some fun badges along with that requirement. So Guidewire as a whole has about twenty three thousand certified, and the certification requirement is in place to comply with cloud assurance standards. So we are up to ten software releases to date with our badging program in place, and this allows us to incentivize staying cloud ready. And so the badging program gives us a way to not only provide a fun, way for our customers and our partners to stay up to date and current, but it also helps us from a reporting and compliance perspective there as well. So with our latest release, we incense badges very quickly. Our latest release in July, we had over a thousand people update with the latest release in under two hours of our walk. Over three thousand in the first day and over seven in the first fifteen days. So this badging program has taken off exponentially. I don't think any of us imagined it would happen with such a a pace and wild adoption. They're especially popular with our partner audience. Our implementation partners act push their learners more than we do from a customer and employee perspective so that their business analysts and their developers are up to date within the first twenty days. It's a tenant of our program, and our partners have come to expect that they achieve the certification badges. So we've made cloud compliance fun. I love it. Oh, that's amazing. And the the the stats you just threw out there are kind of mind boggling, but, also just amazing. So that's terrific. And I know like I said, I think badge you know, I don't think badging is anything new, magnification, but when you can do it effectively and you build your strategy around it like you all have done, it does. It creates this powerful learning culture, and it's showing in the results you guys are driving. So congrats on that. That's amazing. Alright. Well, I do wanna make sure because this is this to me is a very important topic. I think everyone's trying to hone in on microlearning and really drive gamification through badging and motivating, engaging learners. So I want I would Janice, I would love for you to highlight, what you're seeing in the market by way of microlearning strategies and share some some, some feedback for the team here. Thank you, Brad. Yeah. I would love to jump in here, and thank you, Sherry and Gina, for sharing your experiences at Guidewire. You definitely hit on some of the key trends in terms of micro content and badging. And my current research right now, Jordy, is studying the evolution of AI driven personalization. And from the poll, we found that thirty eight percent of the education services organizations identify a lack of microlearning by modular content as being their biggest challenge among other challenges such as unclear ROI, lack of integrations, and no AI expertise in their company, not having microlearning is a critical blocker for organizations for moving forward with a personalization effort at a high level as Sherry was mentioning and gina highlighted briefly In order to achieve this reusable modular microlearning content, we advise our members to focus on three key best practices shown in this slide right here. First one is content segmentation, which means developing content based on task analysis for specific phases of the customer's product journey. This is exactly what Sherry was describing earlier. And second one is leveraging key metadata layers using tags or things like job role, product feature, proficiency level to make content discoverable and useful for personalization. And third one is content syndication, which ensures content is streamed from a single source of truth, a central repository. This preserves the integrity of the content and, critically, enables rich analytics of learner engagement. Biggest factors in microlearning strategy is reusability, AI discoverability, and having a repository of single source of truth. Ultimately, having modular micro content allows you to establish a personalization assembly, with AI, which is going to be another important topic that we can discuss today. Love it. Yes. I think the I think you you brought up a great point there and the breaking it up into modular content, but also, you know, having that the micro learnings that can be searchable as you know, especially as companies are investing in AI. And, of course, we're not gonna get out of this webinar without talking about AI, but for good reason. And I I know I'm hearing I'm sure, Janice, you're hearing from learning leaders, executives, you know, pushing, across the board. Hey. What's our AI strategy? How are we gonna incorporate AI going forward? You know? How are we utilizing? How are we maximizing our teams? And, Jean, I can start with you here, because I know AI is a big part of Guidewire's future current and future vision. But what are some of the current and planned use cases, especially when we think of personalization, or even just just content creation, in Guidewire's world. Sure. Sure. Yeah. We're definitely using, the AI for the content creation. We're using, notebook LMS for design, development, quizzes. We we're, using AI quite a bit for our proctored exam for our certification program as well. As you know, exam question writing, is a very time consuming task. So, delegating things through AI and generating exam questions and then giving them to your SMEs to have them review saves immense amount of time. Creating quality distractors is typically a time consuming process. So that's a big one, and that expedites the the time to market as well too. Sherry, any anything to add on that? I think, Gina, you've summarized that quite well, both from a content development and an exam perspective. Our internal content development teams are also utilizing tools like Glean just to index across our ecosystem organizationally what existing materials are out there and can be leveraged. So from a design perspective, they're also seeing immense gains as well from just time to market and producing a net new course. Amazing. Amazing. Well and and, Janice, I know this is this is right up your alley of expertise. Love to hear if you have any market analysis feedback, from an AI strategy. Thank you, Fred. And, like sharing, Gina, you mentioned content development is one area of using AI that has clear ROI. But, another reason why ai is such an imperative is because of the risk of falling behind on personalization as this slide shows our research quantifies the risk of one size fits all learning and companies have found generic content takes forty percent longer to onboard for customers and twenty five percent higher churn rate when there's underutilization of features due to lack of training. So generic content is not only inefficient, it could be a business risk. Let me also add why AI powered learning is not just a nice to have, but it is imperative to start personalizing your training. And you may say, well, I can make personalized learning manually without using AI. Let me tell you why that thinking is actually a little bit dangerous. In terms of AI imperatives, we need to be firmly grounded in the reality of workforce transformation That's happening right now and quite frankly. We're in the dark ages right now We know it's a big deal. It's a big hype. Everyone's talking about it But there hasn't been a whole lot of clear ROIs with AI in action other than areas of content development that Sherry and Gina had mentioned using LLMs. So people are hesitant. However, leaders will need to adapt fast and at the least be actively exploring So if you're planning to jump in when the tide settles, it may be too late We all need to be a bit more adventurous right now and it's time to build blueprints for the future. Otherwise, you're risking your market share, as she says right here, and diminished agility and readiness, which is why I emphasize with all of us where we need to have a solid foundation, and that foundation is data alignment across all functions. And there should be clear visibility when it comes to sharing and aligning data within organizations. Love it. Yeah. This is great. And I think the you said, you know, we we can't be scared to jump into this. I I couldn't agree more. I think, everyone's kinda waiting for the right time. The right time is now. Start testing it to your point and, having these discussions if you're not already. Absolutely. Thank you, Brett. And in twenty twenty four, our TSIA survey found that forty two percent of the organizations were already using AI for content creation. But I will have a new twenty twenty five data in about a week, and I'm expecting this number forty two percent will be much higher now in twenty twenty five. Eighty four percent are actively working on personalized learning initiatives. Only sixteen percent of the respondents said it's not prioritized or they don't have an active initiative. So it's definitely a majority initiative initiative right now. And sixteen percent of the organizations already have their job roles mapped out, meaning on the content front We're pretty ready to move forward However, as I said earlier the misalignment in data sixty four percent of organizations have disjointed misaligned learner data for job roles. This is an existential crisis, and this has to be resolved for us to move forward in the application. Great. Thank you for sharing that. Yes. That's terrific. And these these stats, when I see them, they sometimes are are alarming, but, you know, I'm sure people on the call are also wondering where they fall in those stats and saying, okay. Okay. I gotta I gotta either get things together or get more smart about this. So thank you for sharing that. Terrific. Alright. Let's segue into another topic here. We got one more topic, to cover. And while while Gina and Sherry, are absolute rock stars as I've outlined, at what they do, they do have amazing teams around them, that have supported them. One theme, I know Guidewire has done, Gina, is make it a point to empower and support these training coordinators. So love to hear more about kinda what drove that decision when you when you have these internal discussions across the team, and how's that been kind of this catalyst to scale your education program? For sure. Thank you so much. That's a good question. When we when we talk about training coordinators, I think of three keywords. I think of growth, scalability, and partnership. Super important, the partnership piece. You know, as our cloud customer base grows, you know, our team isn't growing in size, and we have to figure out a way how to scale that support. So we rely heavily on organization training coordinators. One of the first things we do is onboard a training coordinator for an organization, and that person partners with us with our education success team to help guide their learners through these education paths, these learning paths, and certification journeys. It you know, so that that critical role was really the driver in in managing and facilitating education within their organization then. So this pivotal role helps, you know, us collaborate with these with the organization on that level. We work with these training coordinators not just at the beginning, but throughout the project life cycle. That training coordinator is the conduit for vital information. They're the first line of support. We're there to partner them partner with them, but they truly are the first line of support. So it's important for us to enable those training coordinators. By doing so, we experience a lower volume of inquiries from the learners because they can go directly to their training coordinators for the education support that they need. We've done a few, initiatives, some larger scale initiatives. We actually built out a training coordinator learning path, and then we have smaller initiatives. So we have things implemented, things like contact my training coordinator feature right within our learning management system that a learner has a question, and in the moment, they think, jeez. I need to ask somebody. What do I do? And there it is right there on their screen. I can press on this contact my training coordinator, and it sends their training coordinator an email. I want to attend an ILT class. I want to purchase an exam. I want to learn more about, JUTO training. It's right there in the moment that they can ask those training coordinators those questions. So it really has helped scale our our our education by improving coordination, communication, and learner support all around. Oh, that's amazing. And and, you know, we talked about the gamification and the badging is bringing you know, starting to create this learning culture, and this is this to me is is absolutely massive in what Guidewire has done, in empowering the training coordinators. Because, yeah, they, you know, they start to share the successes, but you're making it easy for for people to access them. And it is. It's about that ease of use. So that is terrific to hear. Sherry, did you have anything you wanted to add there? Or No. Gina's covered it. The training coordinator role has greatly changed over time to provide some great self sufficiency on our team. Amazing. Amazing. Okay. Alright. So we've got, I think, little bit of time left, about ten minutes. I don't make sure we have time to hopefully get to some questions, but let's talk reflections, kind of lessons learned, advice for the audience here today. So let's do the we'll play the hypothetical game here. I like to play this game. You have a DeLorean, and Doc Brown comes out. It's a back to the future reference for those of you who don't know. But you can go back in time. Sherry, what would you do differently, if you were starting this transformation again? That is a great yet difficult question to answer, Brad. I think as a program manager by trade, a lot of the components that we see with a scale of a project like this reimplementation came back to documentation. So for us, again, we've been a customer of the Seertech for over a decade, and our underlying data architecture, if we had that crystal ball to look back in time to understand our use cases from a data architecture lens, how what's our archiving strategy? What's our targeting strategy for how we provide access to courses within our ecosystem? What are the metadata values, and how do they connect to orders? So that type of data management map, albeit data model, would be really useful in a retrospective lens. If I were to reimplement, I would say focus on understanding your legacy data and spend more time in building out your approval processes from that migration perspective because that was such a big component that we had to do. Yes. The user interface is new and slick and lovely, but the power behind it is our data architecture. And having a really solid documentation plan around that would have saved us a lot of time. So I think stakeholder engagement was also key, but, I would also add crit critiquing our expectations. So we have, again, been a customer for quite some time, and we all, as an education services team, have education services team, have different pieces that we bring to that table. And having a a clear understanding on what we are each using the system for would be really useful if we were to read that. So, Tina, one of my mess. Anything to add there? I think you did a great job. You know, I I'll just add, you know, a good place to start is, like you said, focus on needs first, not features. The features will come. Focus on the needs. What do we need? What should what do you want your LMS to do? Your your learners, your instructors, your admins, what do you want them to do better than they did before? So I I I think another thing too is is have those conversations. You know? Get get yourself on a calendar with your LMS vendor, with your vendors, and talk about these things on a regular basis. You know? It's easy to fall into that. Oh, everything's good. This is the way we've always done it. Keep doing it. Take a step back. Have those conversations that are so important to have about the future. What's next? What can we do? What did we do? What can we do? What will we do? Oh, that's that's terrific. Yeah. The and my next question follow-up to that, I think you both kind of answered it, but, love to just get you know, maybe maybe just narrow it down to one or two things, but you've just because you've executed so well, you know, and as we discussed in the beginning of this call, we probably have a, you know, a lot of people on here that are now saying, do I need to go through a rearchitecture? Do I need to start digging into my learning ecosystem and going through these strategies? And so for others that might be thinking about how to approach this, let's where do they start? Okay? Where should they start? First thing to start with. And you did kinda answer this a little bit, but I'm throwing you back on the spot again to to clarify. Where should they start in this journey? Carrie or Gina. I think a great starting point is is having crucial conversations and a a plan with your provider, with your LMS vendor, and understanding what native out of the box functionality does your team have and what can you leverage. Some questions that were really helpful for us to self reflect was around our data architecture. So does our current data architecture align to how we sell and operationalize content? Well, if that answer is no, that could be an indicator that a change might be necessary. And And so I'd also urge you to challenge the conventional wisdom that you have around your system. We fall into that trap, as Gina mentioned, of always having done something the same way for years. And so having a fresh perspective and being willing to critique that came in very valuable for us. Terrific. Gina, anything to add? I think Sherry summed that up perfectly. I was gonna say that was that I will say that was perfect. Yeah. The the and the thing that stood out through the through the discussion today that I think and and both of you have said it. I mean, I think Janice backed it up with with a lot of the stats as well, but, I mean, you you put the customer voice first. I mean, that was a big piece and had these tough discussions internally, bringing different groups together. And so I think you orchestrated it very well, but like you said, I mean, you the customer the customer was front and center, and then you work from there from that strategy. So I I absolutely love that. I think that is a something that I'm sure a lot of people will take away from this call today. So thank you both for sharing that. I I know sometimes it's hard to to say, ah, well, you know, point out the things you could've done better, but, appreciate you being being open and sharing those details. And, Janice, we'd love to have you wrap up with some best practices. If you have any great stats or, some learning impacts you can share. Thank you so much, Fred. Yeah. I would love to address, some of the key, trends and the things that we wanna take away today. But main thing with the ai technology is not only should we be asking What things can we do better with ai? But we should also be asking what better things can we do with the new technology out there? So really appreciate this time of the discussion. But first and foremost, before we do anything new, anything brand, anything amazing, cross functional collaboration is really the key. As Gina and Sherry mentioned throughout, effective training does not happen in a silo. It's critical to align with PS, sales, customer success, and marketing to deliver a consistent experience. And this is also important so that you can build that cross functional data library. You mentioned the data structure, having a clear documentation. Those are really essential so that you the data and the information that you have within the system can talk to each other and validate the crucial outcomes. And in speaking of outcomes, it's it's very important to have and build an outcome based curriculum. The goal is to align with your customers' goals, their values that they expect from learning. You have to measure outcomes that matter to the business, not just vanity metrics like completions. That doesn't really prove value of learning finally my call to action for everyone here is to be proactively watching the industry with vigilance and follow research on AI powered learning, most importantly, to continue to benchmark your own readiness with AI, your data infrastructure, and share what you learn. It's a turbulent time for all of us, and we all need to be exploring. And this is how we can shape the best practices and learn from each other so we can benefit the entire industry. Awesome. Thank you so much, Janice. That was terrific. Alright. So if you wanna learn more about Guidewire, see a product demonstration, or meet any of our customer partner education advisers, please scan the QR codes here. Keep in mind, I wanna reiterate this, we are very unique. We're not just a technology company and an LMS. We have some amazing learning consultants to help establish, help you build a foundation for your learning strategy, don't hesitate to reach out even if it's just a conversation to bounce some ideas off of us or to speak to one of our amazing customers. Lastly, we will be at TSIA and doing a drawing for a master class. Stop by our booth. Say hi, and please submit for that drawing. Okay, Vanessa. I think do we have time for any last questions? So we are running low on time. However, I hate to leave our audience hanging. So I am gonna ask one question. If we could make it quick, I would appreciate it. But we've got Casey saying, you've clearly made huge progress. What mindset shifts had to happen within your team or your org to really enable this transformation? I would say adopting a customer centric mindset to be willing to empathize with what our customers are seeing and use them as a catalyst for change. Perfect. Thank you so much. Thank you, Sherry. And thank you to everyone. I know there are quite a few questions actually still in queue. Don't worry. We haven't forgotten about you. We will make sure to follow-up. And with that, just a few reminders before we sign off for today. There will be an exit survey, and we'd appreciate if you could take a few minutes to provide your feedback on the content and your experience. And also a reminder that a link to the recorded version of today's webinar will be sent out shortly. Now I just wanna thank our speakers, Brad, Gina, Sherry, and Janice for delivering an outstanding session, and thank you to everyone for taking the time out of your busy schedules to join us for today's webinar, Scaling Success, Guidewire's Guide to Driving External Learning Impact, brought to you by TSIA and sponsored by Sir Tech. We look forward to seeing you at our next TSIA webinar. Take care, everyone.