So thank you all
for coming today.
Thank you for coming to
Dreamforce, and thank you
for being interested in
sustainability, namely
Sustainability
as a Service
and how it is a
revenue driver,
I'm so excited because
we have three humans here
who are changing the
way business works.
Very different
industries, very different
opportunities,
and I think it's
going to be great to
hear from them today.
I'm our Director of
Sustainability Solutions.
And what's really
fun about that
is I've been at
Salesforce for eight
years and
sustainability, I've
never seen something
accelerate like this,
I think, in my
entire career.
It's like week over week.
So I'm going to have
our panelists introduce
I'll start with
you, Kristen.
How has your
career evolved,
I lead sustainability
for Oak View Group.
So we own and operate
sports and entertainment
And so we think
about sustainability
in terms of energy,
water waste in stadiums,
facilities that
host sports,
Sustainability in my
world has evolved a lot.
I started in real
estate and learned a lot
about sustainability
in buildings,
and then that's really
emerged into a growing
focus on sustainability in
sports and entertainment
that's really driven by
corporate partnerships.
This did not
exist years ago
and there's really no
regulation around sports
So it's still a little bit
of a Wild West in terms
of sustainability
and other industries,
but growing and
growing more and more.
So really excited
to talk about it.
Can you hear me all right?
I'm the Managing Director
for Consulting and Energy
Solutions at
Mitie in the UK.
Most of you probably don't
know what Mitie does.
We're the UK's leading
facilities management
And in the last
12 to 18 months,
really, we've shifted
our business model
to focus on facilities
transformation and really
driving large scale
retrofits of the built
environment to make the
estates of our clients
more sustainable,
more digital, and more
And that's really
why we're here today,
trying to talk
about Sustainability
And our journey
in this space
started around 2020 when
we launched our Plan Zero
initiative, which set
out ambitious targets
for scope 1 and 2 net
zero by 2025 and scope 3
We wanted to play a
market-leading role
And because we have
over 4,000 customers
in our portfolio, we
decided that we wanted
to also help our customers
on their net zero agenda,
which is why we launched
an ESG advisory business
and why we started
acquiring a number
of companies that could
complement our end to end
decarbonization solution
for our clients.
And this is why
we're here today.
We realized that to drive
large scale transformation
at pace and at scale, we
couldn't do it ourselves.
We needed the right
technology partner,
we needed the right
ESG accounting
digital solution,
which forms
part now of our
offering to clients.
And it's where
Salesforce Net Zero
And I'll be happy to
share a little bit more
And thank you
for having me.
Can you hear me all right?
My name is Louis
DeMaso I'm with Pinion.
We're a agriculture
sustainability consulting
has been trusted
advisors for the food
and agriculture
industry for many years.
And we offer everything
from financial services
and accounting to wealth
management and planning,
and government and
public affairs planning
and things like that, and
as well as sustainability.
So about 15
years ago, Pinion
merged with the
well-established firm
from Washington, DC called
Valley Environmental
and began offering
sustainability services
because we recognized
the importance
of sustainability for
the long-term success
So that's a little
bit about what we do.
And we've recently started
working with Salesforce,
specifically implementing
their net zero Cloud
solution to help
food and agriculture
companies manage emissions
throughout their value
Yeah, the reveal
who we actually are.
All right, so I
love this so much
because your industries
and the demand
I'd quickly like to know
what that looks like from
pressure is perhaps
a wrong word,
but how the standards,
the industry
challenges, how you
guys are working
And also, what
are they feeling
and what do those
challenges look like?
What are you hearing back?
Louis, let's
start with you.
Well, there's a few things
driving sustainability
in food and
agriculture right now,
and that's, first of
all, customer demand.
So customers,
whether that's
retailers, food service
companies, restaurants,
they're setting targets
themselves and they have
their own sustainability
programs and goals.
And that means they want
to work with their supply
chain and work with
their suppliers
to help meet those goals.
So they're
requesting things
like sustainability data
and projects implemented
on behalf of the supply
chain to work together.
So when we work
with suppliers
of those companies
on sustainability
initiatives, part of
it's due to responding to
and maintaining those
positive relationships
Another piece is the
regulatory component.
So there is emerging
regulations in California
and Europe with the
Corporate Sustainability
Reporting Directive and
the California climate
Accountability
bills that'll
do things like starting
to make companies report
greenhouse gas emissions
as of next year.
So that's another thing
that's driving this.
And the final thing in
the food and agriculture
industry specifically is
that food and agriculture
and natural systems
really have an opportunity
to be part of
the solution.
So these companies
don't just
want to do
sustainability requests,
but actually lead the
way in creating offsets
and impact reductions
and solutions for all
of the climate mitigation.
Kristen, how does
that look for you?
Yeah, I was going to
say I shouldn't go first
because we really have no
regulation or compliance
in the sports and
entertainment industry,
aside from in the places
that you mentioned.
So in Europe, in the
UK, and in California,
there's some
reporting guidelines.
But otherwise,
like I mentioned,
it's kind of the
Wild West, which
means that there are
other drivers we have
to tap into for
sustainability and sports
Again, I mentioned
corporate partners
So instead of
sustainability
being driven out of
compliance or governance,
it's how do we
use sustainability
to engage
corporate partners
to find new revenue
and to activate, have
real sustainability in
arenas and stadiums,
to engage with
fans, but also
be an amplifier
for those brands.
So Salesforce, let's
say, is a corporate
of a few sports and
entertainment teams
And so there's
an opportunity
to then activate
Salesforce's vision
for sustainability
urging fans,
and sports is really
that great amplifier
The other driver
is in venues.
So my company owns
and operates venues.
It's the less glamorous
behind the scenes
side of sports
and entertainment.
But we are looking
to reduce cost.
So we use
sustainability as a way
to help them
understand how
to reduce energy
consumption,
water consumption, help
them reduce their utility
costs, and also have a
positive sustainability
The carbon emissions
calculation
that comes with it is
just an added bonus,
quite honestly, for
them to understand what
other positive
ways they can
talk about their
sustainability
or their journey, or
justify investment
when they're thinking
about how to make changes
So much less
regulation right now,
but we're using that
as a communication tool
to get more and
more people engaged
for the future, knowing
that more regulation is
And these venues,
of course,
are huge consumers
so we want
to help them be ready
so that they know
their footprint and
know how to make changes
for the future when
there is more regulation.
And that's one
of the things
that I get so excited
about sustainability.
Like my passion is
to save the world.
And I think that
opportunity,
it's a little
bit Wild West
the regulatory
is the entities.
But when businesses
push businesses,
we're able to actually
accelerate change.
And that's where I
get really excited
and especially where there
is a revenue stream that's
So Alex, thinking
about the difference
of your industries,
what are
some of the
challenges creating
a standard, and
what does education
look like for
your customers,
and what's that
challenge been?
So I think, yeah,
our industry,
like Kristen
said, in the UK,
The challenge around
having to report,
account for your
carbon emissions
is getting stringent
every year more and more.
And that's something that
requires expert advice
to be able to report
on that in a way that
I think from an
FM perspective,
we manage the building
operations and the estates
of our clients, and
operational expenditure
Energy use is one of the
big drivers of ultimately
the operational
costs in our clients'
And the COVID crisis,
the Ukraine war
has created an energy
crisis in the UK
and across the world over
the last couple of years,
which will stabilize
now, but that
has sent energy prices
through the roof.
And while energy
previously
was not a board level
agenda, not a topic
that CFOs would
care about,
as soon as they started
seeing that bill going up
by tens of millions
of dollars, suddenly
everyone was
interested in energy.
So that is a big driver
and a big challenge.
And like you
said, education
is key because
a lot of people
don't really
understand energy.
They don't understand
scope 1 and 2 emissions,
and they don't really know
how to reduce that energy
and drive sustainability.
So while we can all
be here and talk
about the obvious
driver, let's say,
of sustainability, which
is helping the planet
and reducing carbon and
driving sustainability
agendas, there is
a lack of education
across a lot of our
client organizations,
which allows them
to really understand
why this needs to happen.
But as soon as it
became a monetary issue,
suddenly people are
starting to take action.
And for us, really, we
try to advise our clients
that sustainability
and taking
a leading role
in sustainability
doesn't need to
cost the Earth
and doesn't need to
be just a cost item.
We can drive a lot
of value from it,
not only operation, like I
said, from improved energy
efficiency and lower
energy costs, which
can save up to 10% in the
apex of organizations,
but there's a whole
raft of other benefits,
like cheaper access
to finance and lower
You can be better at
attracting and retaining
Anyone who's
been into people
to join the organizations
knows that the younger
generation will
use sustainability
as a key decision
maker when
So if you have high
metrics on ESG,
And also, recent
McKinsey studies
show that you can
accelerate revenue
two or three times
more than peers, which
don't drive a
sustainability agenda
So a lot of drivers, which
are becoming increasingly
stringent, but
also a lot of
benefits that
organizations should not
And it-- well,
actually quickly,
who in the audience
is in sustainability?
I love that it's
not the whole crowd.
And this is something
when you think about
if you have been
to a Climate
Week or a
sustainability event,
think about how
that's shifted.
And if you've ever been
to Dreamforce before,
it's not been a group
of sustainability folks
specifically at
a Dreamforce.
So it's cool to see
the different humans
from different
business groups.
So I say that to say
it doesn't really
matter which
industry you are in.
And thinking about
that, one of the things
that we have in common
is our supply chains,
Salesforce's emissions,
70% to 80% of those
do come from
our value chain,
and it's almost
industry-agnostic
where that comes
from to a point.
I won't say that
universally.
But when you do think
about the granularity,
and I'm interested,
Louis, in your industry,
how it is much different
obviously than these,
but how do you appeal to
the origin of a supply
When you think
about it's going
to be very
overwhelming data-wise,
how am I going to work
with these farmers?
How am I going to provide
a standard that makes them
And that standard
is just like,
how do you manage that
data and make this easy?
It's terrible, but make
it easy for those farmer
Yeah, there's a
few core benefits
that we're really
looking for when
we work on managing
sustainability data,
and that's first
data aggregation
So we're trying
to bring together
everything that
exists into one
So that means that we're
pulling information
from different companies,
from different software
platforms, from
suppliers and utility
providers,
things like that,
from information
within the company,
from their accounting
or HR software,
again, to try to get
to that single source
of truth where you're not
trying to pull together
this information ad hoc
for different requests,
but you have this
single database
where you can pull
sustainability insights
And that really
creates the possibility
for a really flexible and
powerful reporting tool,
which is the
other core here
to be able to then
turn that information
into useful insights,
whether it be
for compliance
and reporting
or for business insights
related to running
the business and
determining where
to make investments and
which projects to pursue.
And then the final
one is really
that collaboration piece.
So helping people
within the company,
whether it's employees who
need to submit information
about their operations
or executives
and managers
who need to make
decisions and understand
how the business is
performing related
to sustainability,
giving them
the opportunity
to supply the data
that they have
in their function and then
get the information back
out that they need to
help run their function.
And then thinking,
how does that
work with you, Kristen,
and the many arenas
and entities that
you all oversee?
Yeah, so I'd say the
classic value chain supply
chain procurement, the
carbon emissions related
to that process is
a decent amount.
We serve a lot of
food and beverage
And of course, we need to
keep the facilities to be
state of the
art, which means
a decent amount of waste
and construction materials
that go into
creating the latest
suites or the newest
technology and the venues.
But actually, probably
our biggest area
of carbon emissions
called scope 3,
so on the less directly
related emissions,
for those of
you that aren't
familiar with
that concept--
Thanks for bringing that.
--is really big in
our industry related
So if you think
about the people that
are coming to our
events, there's
a huge amount
of visibility
of people who
are traveling
And it's also what
people typically
think of when they think
of sustainability related
to sports and
entertainment.
Less people think
about the natural gas
it takes to cook the
hot dogs in the venue.
They're thinking
about how many people
drove their cars to
the giant parking
So in terms of the whole
value chain, that's
a big area of focus
for many venues,
is incentivizing
and getting
people excited about
more sustainable
And again, corporate
partnerships
can help people,
again, be incentivized
to make more
sustainable choices.
And even just starting
to quantify that
Think about an event
like the Olympics
in Paris this past
summer, people
were coming from all
around the world.
Of course, that's
a much bigger event
than a single basketball
game in an arena,
but it's really
difficult to start
to quantify how people
are coming to our events
and knowing where
to stop that mesh.
In addition to
the fans, we also
think about the
entertainer.
So Billie Eilish
is coming on a tour
through our
buildings this fall,
making about 12 different
stops in our buildings.
She's promoting
sustainability
in her tour, but
where does her tour
stop and start as it
relates to our venue?
So do we have to
count the miles
it took her to come
from the arena next door
or where she's going next?
Same thing with
sports teams.
So just trying
to figure out--
we're still trying
to figure out
what our footprint
really is,
much less how and where
we can focus our impact.
Yeah, thank you for that.
So you can--
that last point,
you can see how
complex this is where
it starts where it stops.
That goes, again,
for any industry.
if we think about where
our pens come from,
that's part of a
company's value chain.
And so Kristen,
to that, when you
think about Sustainability
as a Service,
what do you provide
to your buildings
to say and help where
that starts or stops,
and how does technology
fit into that?
So we, not surprisingly,
our industry
And so we try to lean into
that to help people really
think about and understand
what to tackle first:
Again, fan travel, some
of these different areas.
And of course, that
starts with good data.
So we've been building out
a dashboard on Salesforce
Net Zero Cloud to really
understand, not just one
facility, but how
one facility compares
to other facilities
of its type.
So there are so many
different buildings.
Climate Pledge
Arena is one
that we built
in Seattle, very
sustainable by
own definitions.
But how sustainable
compared to another NHL
building or compared to
another arena of its size
So we have a new dashboard
to be able to measure out
those different
data points
and help them all
compare so they even
know how they're doing
and then where to focus.
So technology's been
really helpful for
that and just the
visualization of showing
where one venue is
compared to another
has helped them
make change.
We have facilities we work
with quite often that say,
show us where we're
the worst so that we
can take that to
our leadership
So they're more focused
on not being last, sports,
than necessarily
always being at the top
since they're
sometimes a little
nervous to be the boldest.
I love the sports
piece of it
and how it's competitive.
I just lost my train of
thought, which is perfect.
Alex, vamp amongst
yourself quickly.
I've totally lost
my train of thought.
I think I'll build on what
Kristen said a little bit
and what Louis said
from, how are we
using Net Zero Cloud
to offer Sustainability
I mean, the ESG
challenge, I think,
everyone can agree in
the last couple of years
has become a
data challenge.
I think most business
challenges are
becoming data challenges.
I think you said earlier,
Louis, the number of data
points that you
need to make sense
of to be able to even
have a starting baseline
of where your footprint
is, let alone how
to do anything about
it, is increasing year
In the EU, we have a new
regulation called CSRD,
which requires you to
analyze and make sense
of over 1,100 data points
just to be compliant,
which is crazy if
you think about it.
Those data
points will come
They will be in
different formats,
they will come from
different stakeholders,
and they will require
different skills
to be able to
make sense of them
and generate insights to
inform decision making.
So all of that means that
expertise alone will not
be enough to be able to
do something about it
and technology alone
will not be enough,
which is why we, at
Mitie, have partnered
with Salesforce to
launch emissions
intelligence, which is our
rather than Sustainability
as a Service, I would
call it net zero
as a service, which
is effectively
a-- which merges
Salesforce market-leading
platform, ESG
accounting and reporting
platform with our
expertise in building
operations in net zero
and decarbonization
and in energy to
be able to provide
all the dashboards that
Kristen was talking about.
We created similar
dashboards,
benchmarking
dashboards that
allowed our CEO
and our execs
to look at the
different buildings
that we own and say, why
is that one performing
Should we focus
on this one
or should we
focus on that one?
This is allowing
quick spotting
of trends and quick
decision making
to be made by the seniors
to say, prioritize
this investment
or prioritize
So I think really for
me, the key takeaway
is, yes, it's a
data challenge,
but technology and
data platforms alone
You need to have experts
in the room who understand
the subject matter
expertise to be
able to make
sense of the data
and do something
about it, really.
And that's such
a good point.
I think the common
person perhaps,
when you think about
Salesforce, one doesn't
immediately--
an ESG company,
like they are an
ESG technology,
but we are a data company.
And when you
think about a data
cloud or any
other Salesforce
product on our
platform, because it
is on the same
platform, you
have all these other
sources of data.
Perhaps if you
use Salesforce,
if your company
uses Salesforce,
a lot of the business's
data is already in there.
And one of the
challenges that just--
I'm thinking about
this more broadly.
When you think
about internally
change management,
I think this
is a challenge I hear
from many companies.
My CXO, pick a C-suite,
pick someone in the board,
How do I show
them something
And Louis, what's
that experience been
And I'm just-- as you
think about your career
progression, who
cared out of the gates
and who were you like,
I have to convince them.
And I think this changes
with every single person's
And you don't have
to necessarily
name names, but
when you think
Yeah, there's a
range of different--
there's a range
of perspectives
companies have
about why they're
And like we were
talking to earlier,
it could be
customer-driven,
it could be
regulatory-driven,
it could be just part
of the business plan
But there's a few
key challenges
that are really
driving Sustainability
as a Service for
us and as a firm.
And that's, first, that
sustainability is really
So companies come to
us for help navigating
the changing
regulatory environment,
for help responding to
those customer requests,
and for help
really keeping up
with understanding
what's going
on with sustainability
in the industry.
And it often makes
sense for them
to leverage
Pinion's knowledge
of sustainability in
food and agriculture
as it's changing as
opposed to changing
that capacity internally.
Another piece
is that the data
is really hard to manage,
as we've touched on here.
So providing tools
and systems to help
manage that data
better, that's really
where Net Zero
Cloud comes in,
some centralized
sustainability data
management software to
make that more doable.
Because it's
so fast-moving,
sustainability can
also be overwhelming.
So helping to prioritize
and figure out,
not trying to boil the
ocean when you approach
sustainability,
but identifying
the certain topics
and certain projects
that a company can
really move the needle on
and it makes most
sense to focus
the efforts on first,
it's really important.
And the final piece
is risk management.
So it's really--
fortunately,
there are some
risks associated
with sustainability
disclosure.
So what we try to
do is help companies
be confident in the
sustainability claims they
make and confident
in the programs
that they've put forth
to ensure that they have
the necessary data
to back those up
and to comply
with assurance
requirements that
are coming down
the pipeline too
related to things
And Kristen,
what about you?
I'm so glad you
brought risk
some of you in the
audience, or all of you,
may feel that as well,
the risk opportunity.
Think about your
internal what's
that looked like for you.
I mean, I feel like, one,
leaders that are focused
on it or say they're
focused on it,
it becomes very evident
very quickly which
ones are real and
which ones it might not
And sometimes that's
a luxury they have
if their business
is performing well
or they've booked
a lot of shows.
And so they have
time and money
to be able to focus
on sustainability.
But I also think, like
what was mentioned,
so much of sustainability
is about translating
Chances are,
everyone cares
about something related
to sustainability,
even if they don't
care about saving
the polar bears far away.
And so it's about
translating what they're
personally
passionate about
and getting them
excited about it,
and then making them
a champion of it
I think that's true
outside of sports
and entertainment as well.
So I think good
consultants translate that
quite well and
show the value in--
and speak the language
of those leaders
to get them engaged
and excited.
Again, I've talked about
corporate partnerships
because that is the
primary business
driver in sports
and entertainment.
So I've been
now conditioned
to always talk
about sustainability
Of course, there
are others,
But I think it's quite
clear that sustainability
is becoming a bigger
topic of conversation.
And so leaning into
some of the pressures.
If the positive, proactive
benefits don't work,
then the pushing
them along with some
of the pressures and risks
if they leaders don't
start to engage
in sustainability
is also a helpful
second option.
And with that evolution
and your roles,
and you think
about all of this,
if knowing today what
you know now, what would
you say your past
self or companies just
getting started on a
sustainability journey
or wherever
people are like?
If you could
tell that person,
you're going to have
to deal with this,
what would you
say looking back?
It depends how many
years looking back,
I think, as with any big
change or transformation
in industry or in
life in general,
I think people
tend to always want
to have all the answers
before they make a start.
With sustainability
and ESG and climate,
I don't think we'll have
all the answers even
by the time we'll
get to the date
where we need to be
net zero as a planet.
So I think find something
that you understand.
Find like a pocket
of opportunity
where you can make some
sort of meaningful change,
no matter how big or small
it is, and then just get
I think that's
what I would say.
I speak to a lot of
C-suite stakeholders
across my client
organizations
who don't make decisions
because they don't have
the perfect answer or the
ROI is just not perfect
or the governance that--
the corporate governance
that they have
doesn't allow
I think we should just
maybe put some of that
aside and just get
started with something
because once you
get started and then
the ball starts
rolling, then
results will
come your way.
One thing I would
say is the importance
of recognizing the
different stakeholders
that are impacted by this.
So be clear on who
your stakeholder is.
Is it a capital
deployment question?
Is it the chief
procurement officer?
Is it the chief digital
officer or the CIO
in terms of IT
transformation
that is required
or the CSO?
Who are you actually
speaking to,
and what is the
benefit that particular
And if you craft a
story around that,
then I think it will make
it a lot easier for people
What would you tell the
person getting started?
Well, I like Alex a little
bit in terms of priorities
and how important that is.
Yeah, I would say
start with a strategy
that really
prioritizes action.
I like to think
of sustainability
It's really
long-term strategy,
thinking about
how are we going
to keep the company around
and successful for a long
And again, that
overwhelm is real.
So trying to start with
where you can really
move the needle and where
you can get the most out
of your investments
is important.
So starting with strategy,
with prioritizing.
But then I also
recommend collaborating
with partners, especially
throughout the supply
So upstream with
suppliers to try
to create the packaging
that you might need
or the new
production processes
or the new farming
practices in my industry
to drive that kind of-- to
drive that kind of impact,
or working with
customers downstream
to maybe adjust the
way that their product
specifications
are laid out
or adjust the purchasing
timing and things
There's real implications
throughout the supply
chain in making these
types of changes.
So working
together is really
important to making those
types of initiatives
actually echo what
Alex said earlier
about trusting
experts too.
So depending on how
big and complicated
the business is,
sustainability
is becoming increasingly
more complicated
than just having a
carbon-neutral goal
And so having a team of
experts around you to help
raise red flags
of how you're
talking about
your efforts,
as well as practitioners
to help you understand
the data,
visualize the data,
and also build and
implement action
And chances are, that's
not all one person.
So for our organization,
even though sustainability
is in my title,
there's plenty
of components of
sustainability
that I'm not an expert on.
And it's helpful to work
with Salesforce Net Zero
Cloud just to have that
backing and reassurance
of the carbon
calculation piece.
And then we worked
with our friends
at Slalom to help us
actually visualize
that data, which helped
us really tell that story
And then we're still
looking for an expert
to help us understand
that regulatory market
So if anyone knows of
any, we're taking--
But we're still trying to
build that team of experts
and that trusted network.
It doesn't all have
to be in exchange
of financial
services necessarily,
but even just having a
network of people that
are experts and
can help can really
help you feel more
confident to take
That network an
important piece of it.
So, Alex, I'm going
to give you the--
turn that to you as well.
The expertise, especially
in the consulting bit
of it, how has that been?
You think about your
customers and internally.
So I think I come from a
background in management
consulting before coming
to work for Mitie.
And I think there's
always a bit of a--
Like organizations
tend to want
to trust what consultants
tell you because they
don't think that they know
what they're talking about
necessarily and that
they throw in young grads
with one or two
years experience
trying to advise on
business transformation,
So I think it's always
been a challenge for us
to be able to convince big
corporate organizations
that they should listen to
us from a sustainability
I think, to
Kristen's point,
like you need to
really demonstrate
that you're an expert in
what you're talking about.
And if you're able to
craft a story which
has meaningful outcomes to
what you're trying to say,
then that is what's
moved the dial for us.
So what Louis
said earlier,
like business strategy,
ESG and sustainability
is a business
strategy ultimately.
But if you create
a report which
then sits on the desk of
a decision maker, which
is a nice, fluffy
strategy, that
then no one does
anything about it,
And what we've
tried to do in Mitie
is really create
strategic recommendations
on carbon reduction
plans that are actionable
and that can really be
turned into real carbon
So great to
have a strategy.
Have a business
case attached to it.
What can your returns
be over this many years?
But then if I want to
do something about it,
And that's what's lacking
from most consultants
and what we are
trying to do.
We want to fill that gap.
So, yes, great to
have a strategy,
but then if I want
to implement it,
what do I need to
do specifically?
And when can I really
see my carbon emissions
And that's what I
think is allowing
us to have now more
meaningful conversations
with customers, whereas
previously they thought
we were just
another advisor
recommending strategies
that then don't
So focusing on
implementation,
as you said earlier,
the action plans is key.
So first off, thank
you guys so much.
There's so much
here, and just
that common theme make
a very complicated world
that we're in data-wise,
industry-wise.
I'll put that in
big air quotes,
but simple so
that action can
be taken because strategy
till the end of time.
But act now, do something.
And so with the
technology or being
able to see what are
our areas where we have
opportunities to
actually focus and do
And I'm just really
excited about what
So thank you
all so, so much.
Really appreciate all of
you speaking and joining
And thank you
all for joining.
Really appreciate
all the work
you do because we're
all in this together.
I say that not in
a precious way.