Building a Business Case: How to Gain Investment in a New RMIS 

Hi, everyone. Welcome to our webinar on building a business case, how to gain investment in a new RMIS. My name is Aubrey Eyer, and I'm thrilled to be your host today. Today's program is a conversation between Jim Marek, vice president of sales for Origami Risk, and Gail Newman, vice president of risk management for Bright Horizons Family Solutions. We'll have a live q and a at the end of the conversation today. And if you'd like to ask our speakers anything, please submit those questions through the q and a function on the Zoom toolbar, and we'll address them at the end of the presentation. So we're very excited to hear from both Jim and Gail. Jim has been with Origami Risk for six years and is the vice president of sales. He has a background in IT services and analytics, and he served in the United States Marine Corps. Gail has been a member of the senior leadership team at Bright Horizons Family Solutions since twenty seventeen and serves in the role of vice president risk management. A key element of her role of Bright Horizons is the evolution and deployment of the global strategic risk control program. Gil currently serves as chair of the board of directors for the Vermont Captive Insurance Association. And prior to joining Bright Horizons, she progressed through the financial and leadership development programs at General Electric and Lockheed Martin. So I'm gonna turn the program over to Jim now. Please go ahead. Thanks very much, Aubrey, and and thank you to everyone for joining us today. I'm very excited to kick off this conversation. And and, Gail, thank you for joining. Thanks for having me. Building a strong business case for new software is the first step in driving organizational change and risk compliance and safety, and and we're looking forward to learning from Gail's experience. There's nothing more frustrating than becoming excited about something that's gonna provide the features that'll help your team in the day to day, week to week, and over the years achieve your goals, only to find that, in most situations, it's critical to gain buy in from variety of different stakeholders. We all have CFOs and other members in our organizations, and the decision of whether to purchase or procure something is, unfortunately, not always up to just us, and often resides somewhere else in the organization perhaps. So while you may reserve all the rights to choose your favorite vendor, the reality is that consensus is really important, and that depends on a couple of items of which include a return on investment analysis and the understanding of the business outcomes to get the approval, which can not only speed up your process, but more importantly, bring you speed to results. And so with that, Gail, I would love to understand if you could start out by telling us why is it critical to build that business case for software when you're going about, you know, getting a a project approved. Sure. For sure. And and hello, everybody. Thanks for joining us today. It's great to be here. Really to field that question, I think all of us, of what line of business we're in, what industry we're working in, particularly here in the US, you know, we're contending with a lot these days. We're seeing more claims, more litigation, bigger demands, you know, fines associated with compliance infractions, our ever evolving risk registers, and the need to deploy continuous oversight these days. So we need tools that can help us keep up with the pace, especially when know, a lot of us, our spend is tight, our teams have been short staffed. So the case, you know, is there to make about freeing people and time up by reducing the complexity of the manual work that may be in front of them. I over I operate in a global business that has a variety of its own complexities and different compliance needs, various licensing bodies that we have to work and comply with. And Origami is the software tool we use, gives me a platform to really have a bird's eye view into what is going on across the globe. So diving a bit deeper, when you think of the nuances of how organizations make decisions and all of the layers of people involved, what are the challenges that you faced when trying to secure budget for something like origami? Sure. That's a great question. And I think, you know, right at year end, and a lot of us are submitting budgets and going through that process of watching our wants and needs kind of perhaps drop off the twenty twenty six roster of of what we wanna get accomplished, you know, I I would say every organization has needs and priorities. And, you know, as our executive leadership realizes and communicates to all of us on the senior leadership team, all of your needs and priorities are equally important. We just cannot fund and support all of them at the same time in a given year. And, you know, that's a really fair point, and I think it's great that our executive leadership realizes that no one's need or priority is more important than the other. We just have to figure out, you know, what comes in in a consecutive line that makes the most sense. We have finite budgets. We run really thin margins in the business I operate in. So we have to think about how we prioritize use of a system over other initiatives. And admittedly, sometimes that's difficult when you're looking at what do we need for short term versus longer term strategic needs. Sometimes we've got an issue staring us right in the face that's something that we need to remedy within the next couple of months, but it'd be really great if we could take a pause and think about longer term strategic sustainability. And sometimes that's just not an option. You know, I'd also add, it's really kind of the carrot versus stick approach. You know, I've I've seen folks, whether it's, you know, putting a business case together for a RIMA system or whatever their priority or system of choice may be is, you know, they go forward with the budgeting and say, if we don't put this in a place, this is gonna happen. And while that may be true, that stick approach doesn't necessarily sit well, you know, or align with our organizational goals or really more the longer term strategic approach that we want to take. So how I try to approach it and what we did when we implemented Origami several years ago now is we looked at it and we thought to ourselves, what's in it not only for me and my department in risk management, but how others can benefit? There's a there's gonna be a time savings, and we'll we'll talk about that as as we go through, these line of questions. But we really looked at savings of time, the financial impact, and really lessening the burden on our workforce. We are a very people centric business in child care, and the last thing we want to do is have our child care providers being burdened behind a desk with administrative work. And we have administrative work requirements for compliance reasons, but we needed to figure out a way of how to lessen that burden. The last thing I would add is really getting clarity on what I'd call a cross functional impact in terms of when we implement something, what's the benefit not only for your department or your organization, but who else in the organization? Right? A shared value. Who else can benefit? And start to collaborate and use their returns on investment, their ideas of what they could get for gains on that, and use that to build your business case as well. Yeah. Absolutely. You mentioned trade offs, and we know budgets are a zero sum game. So, occasionally, it could be you get something and somebody else doesn't. So it sounds to me, and I'd love to hear your opinion, that the the internal buy in even across other departments, is critical to the not only getting something approved, but ultimately the success of the system itself. Sure. Sure. So I always go back to what are your annual goals and objectives. Right? Look at it from that entity level top down approach. You know, your executive leadership, what are they putting forth for the year in front of you? Really start with that. Because in theory, everybody across all the different departments, organizations, geographical footprints of where you operate should indeed be aligning to those golden objectives. And then from there, frame it up as, you know, does this investment, this investment that we're about to make with initial implementation or continued investment for sustainability of using the product and the platform more longer term, does it align with those organizational goals? And how do you make sure that it continues to align with those goals going forward? And it it really goes back to that last point I made in terms of clarifying the cross functional impact. I think that's really helpful to help quantify how that investment can can align with those goals and objectives. And then and, you the other thing I would say is I always think about it from what I call an integrated risk management approach. And what I mean by that is ask the questions. You know, what are we doing this for? Why are we doing it? Who will it impact? What are the positive and perhaps negative impacts that it could have on the organization? And what resources do we need to support? And really that the key part of that last piece in terms of what resources do we need to support is, are those resources available to support this initiative in the year ahead? Absolutely. Great points. I think it's a good segue into diving a bit deeper into the specifics. So when you're building your actual business case, what in your mind are the core components? Absolutely. I think first and foremost, you need to identify really good, what I'll call project management leadership, in a cadence of how you establish that. And it's really important both on the side of your business, but also with your business partner, with your vendor. And with that, you really need to work to identify stakeholders. So, you know, like I had mentioned before, this idea may be great for your department, for your risk management department, but it's going to affect your operations. There's gonna be a financial impact, so you need to work with your finance teams on budgeting. There's going to be a big element of IT, your information technology folks. You may need to pull your privacy people into the game. You know, we we realized that when we were probably a good six or seven months into our initial engagement with Origami, that the more data that we brought into the system and the more systems that we integrated with internally to pull in key data to help automate forms and processes, there was a big privacy element that we didn't initially think about. So really sit down and take time to understand how the system is going to touch as many parts of the business as possible. And then I would move on and say, you know, confirm your technological feasibility. And what I mean by that is, if you need to integrate with other systems, for example, to really make the system flow well for us, when we stood up our incident management reporting, we wanted to automate as much as possible. And that meant integrating with a Workday system and other platforms that we use to house a lot of key information for our business, for the children in our care, their parents' information, any sort of contact employee information for employee incident management and how that integrated with our workers' compensation Rimace system. And what we realized is that there's an element of work and a body of IT work that we needed to budget and plan for, but then also an API integration that needed to happen. So, you know, we really need to understand the systems that we used outside of Origami. Could they talk to Origami? And what would it take to sustain that both financially and from an IT support perspective? You know? And like I said, you know, just because it's a good idea, you know, for your department or for my department, you know, when we initially started this this journey almost eight years ago, when we started initially engaging with origami, we had to do a lot of discussion with departments. Because from the time we started to talk about this and when we actually implemented, a two year time span went by. So it took us some time to get this off the ground. The other piece I'll highlight too is change management. You know, we were used to doing things on paper. You know, we had a process, and everybody said if it isn't broke, why are we fixing it? Or why are we trying to modernize what we're doing? So the change management piece, I would say never underestimate that. Because if you think it's challenging, it's probably going to be two to three x more challenging because there's so many people who are used to doing it the old way. They're comfortable with that. So that is a big piece that you have to think about and bring into your project management element of this. Lastly, what I would say, Jim, is ask lots of questions. Try to find the unknowns in the process. And what we didn't know was that when we started automating our incident management approach, the amount of incidents that were actually brought in to the system were, you know, hundreds of times more than we originally had thought, because it really gave an easy platform for our our our employees to be able to submit information, which is what we wanted. You know, we were striving for that for a variety of reasons, to be compliant with bodies of of licensing and and other areas where we need to make sure we're managing our data. You know, we wanted to make sure we were capturing everything, for our health and safety department to start trending near miss. We wanted to give really good dashboard reporting to all of our regions and divisions so they could assess more effectively what was going on in their business. But with that came the the question of, wow. We have a lot of data, and how do we retain that data? Because that also came with an expense. So we spent the better part of the last year, really figuring out a more cost effective solution of how we transfer that data because we do have statute of limitations based on the nature of the business that we're in in terms of data retention. And it's it's it's quite a long time. And and as everybody knows, keeping data on hand is is very expensive. So that was one of those unknown unknowns that we'd, you know, we had to kind of course correct throughout this process. Okay. I love that you talked about change management because people get comfortable with the way they do things, but a new system presents a new way of doing things. So how did you go about matching the business challenge with the capability of the software to truly understand whether, you know, it met those challenges? And then to your point, you could go out and sell that change. Sure. So when I joined the business now about eight and a half years ago, you know, it was really kind of an inflection point for the business. Our our business was, you know, growing. The complexity of the different services that we offered was also changing in in a good direction, in a in a positive direction. But also the complexities of the insurance market, the way we have to ensure our business, capacity was diminishing and we really needed to have a better view into what was going on in our business so we could tell our underwriters a good story about not only how we were capturing and managing the incidents that could give rise to claims within our business, but, you know, how we were using that data to more effectively modernize our risk control program. You know? And frankly speaking, you know, working with, you know, other governance functions within my business that we, you know, formed a a strong governance risk and compliance team and meet frequently with key executives throughout the business, you know, a platform ask was it came directly from some of our chief executives. So, you know, that was kind of a nice push that we had that top down ask to to go find something that could more effectively support our business in incident management. But they want our our executives wanted greater insight, you know, more better reporting to be able to to gauge where they needed to deploy resources. You know, as I had mentioned, you know, insurance capacity in our business segment is diminishing. You know? So, you know, they were driving this too to get a better handle on our incident reporting. You know, we we use origami as our first notice of loss. So whether that incident ever gives rise to a claim or not, it effectively captures as close to that incident as possible the date of injury, the type of injury, how we categorize it in terms of escalations, the whole laundry list of what you want to be able to effectively capture. So even if something happens three years down the road and somebody wants to submit a claim, you know, our insurance companies can't deny coverage because we've effectively captured it and we've worked with our insurance companies to make sure that they understand where we house this data and, you know, got inputs from them too. You know, what do you wanna see? What is the the thing that you want us to capture at first notice of loss? So, you know, the other part I'd add too is, you know, all those great things for compliance, you know, whether it be with what our executives want, what our insurance companies are asking for, we've reduced a huge burden on our operators. And, you know, giving them a tool that really takes the guesswork. It lessens the administrative load. You know, we we timed it. Any one of our locations, our administrators were staying after hours, spending in the upwards of three to four hours any given day to do manual incident reporting. And when we sat down and we looked at the perceived load a day and we started to build out our incident management forms in Origami, we realized that they could do an incident report in less than forty seconds. We sat down and worked with them in a pilot format. So going from three to four hours a day down to mere minutes was an incredible lift off of of our workforce. You know? Lastly, I would say, you know, it's it's always great to ensure that your forms and your workflows match your compliance requirements. It removes guesswork in terms of, you know, am I capturing everything? Am I doing the right thing? And what we did is we took probably one of the most, strict jurisdictions that we operate here in the US, and we built our incident report form based on those requirements. So that way, we're super conservative. We we don't run the risk of being noncompliant. You know, we don't leave any leeway for ambiguity in terms of what we're capturing and reporting. So I think it's really important to to build it right from the start when you're in a test environment and use that for your entire enterprise. Sure. And three to four hours down to minutes is a tremendous amount of time saved. So that administrative time then, it sounds to me like that's one of the really critical ways that you measure ROI for a system. For sure. For sure. I think that's, you know, basic blocking and tackling. Right? It's it's time saved, is the investment because then that way our operators can spend more time where they should be. Right? Taking care of our customers, and those customers are the families and the children in care and making sure that they get the attention and the education that they need. So for sure, it's a huge time savings and re redeploying their time for higher value work, as I would call it. But that ROI is also measured on on a couple different avenues as well. I would say, you know, timely reporting. You know, we we get that notification in. We're able to address situations more quickly. A lot of us in the risk management space and the insurance space know the quicker we can get to something and stop the bleeding or get in front of it and minimize the impact is definitely a cost savings there. So, you know, we're definitely able to to measure that. The transparency to our insurance carriers. You know, our renewals have been very difficult. Everybody's renewals are difficult these days. You know, as as we realize there's a lot of strain on you know, we have, you know, challenges with general liability and the coverages we have there. But, you know, anybody who's perhaps in a in a real estate environment with property and, you know, wherever, everybody's got their own distinct unique challenges. But being able to showcase that we're capturing the data and not only how we're capturing, but what we're doing with that data has been really impactful in a positive way with our insurance carriers. The other thing I would say is that it, you know, we really are able to provide solid data sets for dashboard reporting. You know, we do a lot of trend analysis, near miss analytics with our health and safety department, and really give our operators, our leadership operators, good insight into their business of where they need to go deploy their time if we need to understand, wow, this looks like a location that's doing really well. Is it truly doing well? And if so, what are their best practices that we can take and perhaps also deploy to those areas based on our reporting that are showing maybe we need to do some more training. We may maybe we need to do some more enhancements so we can avoid near misses or worse some some tough claims. Yeah. I love that you use the phrase redeploy time at other critical tasks because I think initially when folks hear about, full time employee efficiency, it's quite easy to assume maybe the only way is about reducing headcount or they're not thinking about it perhaps strategically enough. But you're saying that's not the case of with what you guys have seen at Bright Horizons. For sure. And it's interesting because recently, was at, a carrier client advisory board, and there was a big topic of discussion around use of systems and really AI, right, artificial intelligence. And in my opinion, artificial intelligence has been around for a while. It's how we aggregate our loss histories and how we use that. And it's become so much more advanced. And the one thing that somebody said during this conference that stuck with me is AI isn't gonna replace our jobs, but people who know how to use it will. And I thought that was a very powerful statement, and it really made me think about how we use origami as our system. And it's it's great. I'll go back to, you know, lessening the burden, how it lightens the load on our administrators so we can deploy them to providing really great childcare in in our business. But it's also helping those of us, you know, what I'll say in overhead functions. Right? I'm a corporate overhead function as is our internal audit department, our health and safety organization, our compliance organization. You know, we we would love to have unlimited people, but we all know that that's not budget conscious. So what we do is we really look to systems like Origami to leverage and really pinpoint, you know, where are the the top priorities and where we need to focus our attention based on what the data in the system is telling us. Because not only do we use Origami for incident management and how it interacts with our claim systems, but we also use it to aggregate our property values and how we do internal quality audits and our health and safety assessments to name just a few things. It's been really helpful because all of that information feeds into streamlined dashboards that give us a read not only on, wow, we're really noticing an upward trend in this particular location on an incident, but we're also having some quality concerns or perhaps some training concerns. So it really helps aggregate that data so we can more effectively use our people resources. These are great examples. Before we pivot to the next topic, are there any other methods that you use to measure ROI? Sure. I think, you know, for some of the the folks on the call that are in the probably in the risk management and the insurance disciplines, you know, I would just go back to saying, you know, use of this system is really you know, has been a a great factor in the equation in terms of improving our carrier and underwriter relationships via the transparency that it gives. We're able to tell a really good story. And in the the comments that I've gotten from some of our our key insurance partnerships is, wow, you tell a good story based on the data that you're able to share with us, you're you're a good risk to underwrite. So I think that's been really impactful. You know, how you tie a dollar amount to that is is challenging, but I think the fact that we're able to sustain those relationships, and this is a key piece of that, helps. I would also go back to and just rehighlight the strong first notice of loss and factual incident capture as close to the event as possible helps us reserve and protect our rights to not have any coverage denied if if a claim does arise, you know, weeks, months, possibly years down the road. And then, you know, I would say, you know, the centralized system of record, you know, that we've agreed upon with our insurance carriers that it's it is the first notice of loss system in which we retain our incident data has been very impactful as well. Well, you identified, like, a a number of tremendous factors that can move the needle and help improve an enterprise. So but if you get all that right, you still have to put into play to get something approved. So how did you identify the right time and drivers for adoption? You know, I think if if, you know, if I'm being honest, I I would have loved to have implemented the system right away. You know, I said, you know, it took us some time because there was a change management impact, and there was also having to get buy in. So, you know, truth be told, when myself and one of my other compliance colleagues really wanted to hit the ground running and all of a sudden IT came in from left field and said, woah. Woah. Woah. You That was a learning experience for us. It was very eye opening. It was like, Wow, we do need to pick our head up out of our own distinct needs, which were always well intended, but there's other people around the table that need to be involved. So with that being said, I think inflection points for all of us is when the growth of your business outpaces your hiring or outpaces the processes that you've had in place for the last twenty years, you know, that's often a trigger to say, wow. We should be doing something different or thinking about something in a in a different capacity automating what we do. You know? I think, you know, read the room. Right? Whether it's, you know, changes in your leadership. You know, me coming on board was a a very big change to the risk management approach at our business where I was very business process oriented and and had in my past lives leveraged systems to to really be able to effectively manage my own department and be able to tell a good story, whether it be on a risk roster or or how I developed an internal audit plan. So I think, you know, those changes, you know, while people, you know, may think, wow. You know, this is gonna shake my world. It's gonna make me think about what the way I've always been doing things. That's not necessarily a negative. You know, I think, you know, reading the room and and and staying in front of potential changes is always great. You know? And always look at how can my, you know, my organization is an overhead of corporate function. You know, we're in service to our operations. You know? How can we provide a better process, a better experience so they can truly look at, you know, what they're doing and say, wow. This is taken care of. We have a good process. We have a solid system so I can can really focus on my day to day activities. What's more important? You know, I I really think it's it's situationally dependent, and, you know, it's it's really dependent on, you know, what your business is doing, what space you are and time in your business, you know, what kind of investments you can make. And like I said, you know, reading the room in terms of, you know, what is the the goal and objective coming from your executive leadership at any given time. Yeah. And that room is often the c suite in many cases. And there's probably not only the exercise of getting something approved, but maybe an opportunity for some folks to educate the members of the executive leadership team on what you do on a day to day basis because perhaps they don't fully appreciate, like, what goes into the risk management department and leadership. So, you know, how do you recommend using this as an opportunity to almost level up your strategic footprint within your business? Yeah. And that's a great question. I just wanna to riff off, something you just said there is, you know, sometimes, you know, the c suite doesn't understand the breadth or the depth of what goes on in risk management or even perhaps some other gut governance functions, you know, because it's it's one of those behind and sometimes it's behind the scenes organization. Right? And it's not important until it needs to be. Right? When you're reacting to something, you have catastrophic event, you have a headline news claim that's on the brink of of having a negative impact on your reputational risk, you know, things of that nature. You know, I think that is something really important. You know? And, unfortunately, you know, we've we've had things like that happen to us over the years, so it definitely has pushed, you know, our governance functions more to the the front line when we present to our boards and our executive leadership. But, you know, how do you speak to them is is really getting that cross functional buy in. Why is this important to our business? How can this help us manage potential reputational risk? You know, how do you tie these things to what you have on your risk roster and your enterprise risk management framework? You know, that's a great place to start. One of the things I encountered very early on, not only when we were presenting Origami as a great solution for our business, but some other initiatives as well is, you know, I've had leadership say to me, well, can you promise x percentage in an insurance premium reduction if we implement this system? And that's a really slippery slope because it's not linear. It's not the only factor that drives your premium reduction. So the way I've really positioned it to our executive leadership is doing things really helps us stabilize our risk. It helps us in our risk mitigation strategies and and how we get our arms around our KRIs, like our key risk indicators. And the data that we have in Origami has really helped us evolve and mature our key risk indicators, which just, you know, recently coming out of one of our our board meetings, you know, a lot of accolades of how we approach our enterprise risk management framework. And, you know, part and parcel of that is, you know, how we've been managing our data and how we've been using that as risk mitigation strategies. You know, I think emphasizing, you know, the fact that this gives this system gives us a lot of visibility. You know, I would say we're not shooting darts in the dark. You know, every loss is preventable. And, you know, are are we perfect in in what we're doing? No. Because we're still putting more data into the system. We're still evolving the information that we have. We're still looking at near miss information and how we can deploy our resources to get ahead of that. But are we in a much better space than we are six years ago when we implemented the system? Absolutely. Because we've got a lot of great trending data in the system that helps us guide our decisions and our discussions. You know? And I think the last thing I would add to this, Jim, is, you know, just to go back to, you know, do you wanna be reactive or proactive? And, you know, a lot of times if something catastrophic, thankfully, hasn't happened in your business, you know, you may get the the opinion or the reaction from your c suite of it hasn't happened. It's it's never gonna happen here. And I think we operate, especially in the United States in a country now that's incredibly litigious, and it's really the it comes down to it's not if it's gonna happen, it's when, and and how do we wanna respond to it, and do we wanna have tools in our hands that can help us have a good response strategy. Well, before we pivot to questions, I think I'd like to wrap with, is there anything else that you'd love to share from lessons learned or best practices or anything you would have done differently that could help your peers who would be going through the same process, you know, after you did? Sure. I think I I love this because I'll I'll say it to the audience. It's kinda like, you know, what not to do. Right? I I always like, you know, what's the cheat sheet here? And, know, we've, you know, we've all joked around, you know, with our account executives at Origami and the teams that have supported us over the years. And Bright Horizons, we we kind of grew up with Origami. We were one of the the clients that was a very early adopter, and we were used to test pilot, a variety of modules within the system. And we're really able to help shape a lot of of of what you see with the mobile app. And that was really important to us to evolve because a lot of what we do, we've got folks within our operations who are on the move. Right? We all have a mobile a mobile device in our hands, and, you know, we it was really important that we were able to give this functionality to our operators in a in a mobile device. So, we were able to really evolve that capability with Origami. So that's something I think that's been a a big plus for us. What I would say too is that when you're engaging with an with with a vendor like Origami, there's a lot that's gone into this. You know, incident management is pretty you can replicate it across a lot of businesses, whether it's a childcare company like ours, whether it might be a retailer, whatever the nature of the business. You know, injuries tend to have a lot of similarities. So I would say really be careful not to over engineer, the the form sets and the workflows that you're building out. There's a lot of good stuff already in there. We spent a lot of time trying to, with our operators, capture every single incident scenario possible. And if we hadn't drawn a line in the sand, I'd say six years later, we'd probably still be having that conversation. Right? We we deal deal with children every day. They're very unpredictable, and if you have children, you know that anything can happen. So, you know, I'd say just be really careful not to overengineer. It could cost you a lot of time and, you know, valuable time and money that is not necessarily needed to be spent. The other thing I would say because we're we're we're we've been working through this the last year, you know, plan data retention early. You really understand the totality of of what you're thinking about putting into the system and and really understand any sort of legal or privacy needs you may have around it, know, how long you want to retain the data, where you want to retain it, and the expense associated with it. I would say last but not least, you know, the system in terms of, you know, how we captured our incidences, it was very eye opening to us in terms of the volume of what we were uncovering in terms of incidents. We we operate in an environment where we have to record everything, and providing a really easy platform gave us quite a a bird's eye view, a a very eye opening view in the first few months when we went live across all of our locations to go, wow. We we've got a lot of data here. So it really gets back to, you know, you don't know what you don't know and and then also that data retention point. Yep. Fantastic additional points to add on. And so, Gail, first of all, thank you for running through everything with us. Think a tremendous amount of takeaways. Some of the things that, particularly stick out for me is, no matter what, no matter where you work, what type of industry, you're probably gonna have to do this. Because like you said at the start, budgets are finite, and there's trade offs in competition for resources. And so whether it's the quantifying the impacts in terms of the administrative costs or the the outcomes with reduced incidents or the buy in with the stakeholders or building things out and the eighty percent is good enough versus the catchall. I think these are great vignettes and examples of how to go about this the right way. For the folks that are on the phone, we understand that whether you're going through this, you know, in the more immediate future down the road, you'll eventually have a choice of how do you go about it. And there might be five or six ways to get on that path to success, but I could probably promise you all of them involve some sort of business analysis and justification. And so Origami has some resources that are available, to folks in your shoes to include business case templates and consultative ROI tools that you could use. Whether you just wanted to explore or actually start to put those things together, they they will meet your needs in whatever way. And so, I believe now, we have the opportunity to turn it over for some questions. So, Aubrey, I'll, I'll give it back to you. Alright. Great. Thank you so much. Thank you to both of you. So if you do have questions and you haven't already submitted those, you can type them into the q and a section. If you're on a computer, it should be at the bottom of the Zoom toolbar. And we'll go ahead and start with our first one. So I feel like you guys summed up. There was a lot of good information in there. But what would you say you know, what are the top three tips you think people should take away from this for building a successful business case? Sure. So the top three tips, I would say, what's your business need? Right? And I and I and, Carl, forgive me. I'm just seeing your, your question, but I'm I'm probably gonna answer it with with what I'm about to say, the top three tips. So, you know, the top for us is we have our two biggest assets in our business are employees and children in our care. Right? We our services, you know, we provide care to to families and children. And with that and why we have to report incidences is there's, you know, extensive licensing requirements across all of the jurisdictions that we operate. We're pretty much in all fifty states, but we're also global, and there's different licensing bodies all over the the world. And they require from a licensing perspective that we capture any incident with a child, large or small, whether it would ever give rise to a claim or not. So we need to make sure that's documented. So, you know, answering the question of, you know, what incidences are we capturing for children, you know, that's that's a partial answer to that question. But I'd say the top tip is, you know, really frame up what do you wanna use it for. You know, we went into this going, you know, our number one thing and our number one pain point is how we capture and automate this data and, you know, how we make sure that we use any information that we have that we could integrate from other systems, whether it's the location of the child, who the child's parent is, any unique identifying factors, you know, how we built out injury to the body and a body map and, you know, anything else we needed to capture for specifics. I'd say that's probably my number one tip. It goes back to one of the takeaways is understand your form set, what you need to capture and why. We also did this, Carl, to answer your question on the employee side. We wanted to understand the injury rate, like our TRIR rate. Whether it gave rise to a work comp claim or not, we capture all of our employee injuries, large or small. And that's been a huge benefit to our health and safety team to be able to go in and assess why do employees keep getting hurt in this particular location at this particular time? Do we need to reconfigure a classroom or the way we have our furniture set out, just to use an example? So I would say, you know, number one point is understand your dataset and your workflows. The second key point I would say is, you know, understand how you're gonna use the data. And that to me is really the layup for how you put your business case together because you're gonna have to then use that second point to pull all your constituents in. Right? Because it's not just gonna be you from a risk management or insurance management capacity, your health and safety teams, your loss prevention teams, your operators, perhaps your legal folks. Whoever it may be, they may have some stake in that data that you're putting forward. The third piece I would say is, for me, in terms of putting the business case together is that that reaction versus prevention. You know, do we, you know, we we always we we we talk about this pretty much daily at my business. I was just on my weekly catch up with our head of safety yesterday, it's like, do you want to address the uptick in our claims on workers' compensation to use an example? Do you want to react to that or do you want to get in front of it? Do you want to put safety on the face of your business or not? You know, that reaction versus prevention. And it's like, well, how do we do that? Because we couldn't really stand behind that, you know, seven or eight years ago fully without having full datasets and that trending behind us. So, you know, I would say, first and foremost, understand your your datasets and your workflows. The second piece is using that to get your stakeholder buy in, and then that third piece is the reaction versus prevention. And I'll add one thing that I've seen as well from working with many of your peers, Gail, is, try to think like a CFO when you go to actually build the justification. Quantify in real dollars wherever possible, And I would say lead with that Great point. Then talk about maybe the features and functionality. Because sometimes they may say, don't care about the workflows. Tell me why I'm gonna cut a check for this. And so we know that there's tremendous benefits. You can keep workers safe, and you can keep your your customers safe. But at the end of the day, the way they operate is they're gonna look at at costs and and savings. And so thinking that way and leading with that first. And then I'll add in providing ranges adds an element of credibility when you could say, here's a low end, here's a typical, and here's a high end. Sounds more scientific and gives you, like, a a better research position than just saying, here's one number of what I believe we could save. Agreed. Thanks. And I think that kind of connects to our next question, which is, you know, Gil, how did you navigate the budgeting and approval process, or do you have any advice about that that portion of it? Yes. And we could probably spend an entire other webinar just on this this question. And, you know, I think it starts with pull all the necessary constituents into the conversation, you know, whether it's yourself, you know, anybody from finance, your IT group, you know, any of your loss prevention people, you know, pull them in early and often. And the other piece is project manage this. You know, we had some starts and stops with some project managers on our side, which really kind of, created some angst early on in the process. So I think that's a really, a key piece of this. But, you know, once you have that in place, then I can answer this question. It's you need to make sure you understand the totality of everything that's involved. Because for us to just implement origami, you know, when we first set out on this, it was like, oh, we're gonna need x amount of licenses at x amount of cost per head. We could probably know negotiate that down with procurement and get a better, bulk rate here, and it's gonna cost us this. But then all behind it was the integration work as if, you know, if we turned on additional modules because our health and safety folks went, wow. This is really great. I'd love to be able to use this module. You know? And it just started snowballing from there. And then our IT people, you know, reminded us that there's some cost and support associated with any integrations, you know, to make the ease of our form sets and our workflows and the automation that we now realize an ROI on. But, you know, there was an expense associated with that. So I'd say, you know, really sit down in a room and and whiteboard it. Right? You know, I I I used to call it a war room, but just get in there and brainstorm every possible solution so you're not, you know, stuck stuck holding the bag going, wow. We forgot about data retention. Right? And we really need to focus on that now. Okay. Well, thank you. Well, it looks like those are all of our questions for today. So, I wanna thank you. Thank you both for joining us. Thank everyone who joined us for this program today. And, yeah, definitely a special thank you to Jim and Gail for that presentation. And everyone, have a wonderful afternoon, and happy holidays. Happy holidays. Thanks everybody for your time.