PegaWorld 2025: Transforming Customer Engagement at Vodafone Greece: The Power of Real-time Personalization

PegaWorld 2025: Transforming Customer Engagement at Vodafone Greece – The Power of Real-Time Personalization

So I guess we'll kick off. Hello. Good afternoon and welcome to this afternoon's session, which I know is going to be a great one. Um, I'm Joe Alan, and I work within the 1 to 1 customer engagement business unit, and I've been around Decisioning Lead for over 20 years now, and it's a great pleasure for me to be able to introduce someone else who's been around for a good period of time.

Now. I've had a sneak peek of this presentation, and I know it's going to be worth your time. You're going to hear some great insights, and you're also going to hear about one of my favorite parts of the Customer Decision Hub around next Best Action Advisor in a retention scenario. So watch out for that one.

This afternoon you're going to be in the great hands of Georgios Papadas, who is a Decisioning Lead strategy chapter lead at Vodafone. Now, Georgios manages a team of specialists who work with business stakeholders to optimize their customer communications and enhance business performance using Customer Decision Hub.

He spearheaded the transition from legacy tools to Pega Customer Decision Hub and omnichannel customer engagement with targeted customer contact. He's a big advocate for test and learn, and he's continuously innovating and driving success in this space. Today, he's going to talk to you about Vodafone Greece journey from siloed channels, audience based messaging, and long lead times to true, real time, omnichannel, context aware communications.

And he's going to share some of the great learnings along the way. Don't forget to have your questions ready. We'll have time for that at the end. And in the meantime, without further ado, I'll hand you over to Georgios. How is everyone today? Ready for some Pega? Or shall I say hello, pagans? Because that's how they call us in Vodafone Greece since we started the Pega journey.

And like we are some sort of weird species, you know, trying to manage campaigning. Anyway, I'm thrilled to be here today, both in Vegas and also in front of you to share my story. And that's what I'm more thrilled about, our story and how we actually welcome this winged horse Pega afraid to get on, and then how over the years, we managed to get everyone on board and everyone wanting to get on board to leave their products, value and customer experience.

So I'll not talk more about that. Let's get on. I think most of you know about Vodafone as a brand. My colleague Ben shared some more stuff yesterday, so I'll not spend a lot of time around that. Vodafone is a worldwide known brand with a With presence in many countries with millions of customers worldwide.

Stores, channels, etc.. But today we're going to say more about Vodafone Greece, of course. Small market, but quite dominant in terms of the position of the market share. 1 billion company. We reached the 1 billion of revenue which is. Think about the country size and the competition is a very big milestone.

And we're also the first that we launched 4G in Greece back in time. And now we're in 5G. And we're going to six G. Anyway. But let's crack on campaigning before Pega. Everyone knows who use or using extensively. Pega you start from something that doesn't really shoot for purpose, something that you want to improve, you want to automate, you want to get, let's say, to the next level.

So how we're doing campaigning before Pega for those who work in comms, we have all core products that every telecommunication provider provides prepaid, postpaid and the fixed product, which is fiber, to the home aDSL, VDSL, TV. What happened was that even when I actually joined, we had all these silos showing prepay.

It was solely managed by an external vendor. So imagine business people were actually product product owners in a way giving requirements. Campaigns were run by an external vendor. So there were many individual actions done just on the prepaid base. Lots of Adqura targeting. But as you can imagine, it was more in an uncontrolled manner then post-pay.

All the the the long term contracts likewise. But in house lots of manual campaigns, lots of silo based executions and with a big kind of drawback, lots of overlapping amongst the targeting. And what were the actual priorities and moving towards the fixed product? A Vodafone Greece acquired many smaller companies, which means lots of different databases.

I know that's a pain for many businesses where your data sheet, how the quality of the data. So especially when you acquire a different provider comes with a pros and cons. Data is also one of the cons. What's the state of it? And alongside that lots of multiple campaigns manual. I keep that in mind for later on.

And lots of manual multiple data ingestions which again is another for the data people. That's a pain. And over the top of that convergence key target for every telco provider cross-sell campaigning. How can you get the most of these bases? How can you make most of your customers have every single piece of these three boxes, and we're using this to do campaigning.

SPSS modeler is a great tool but not for that. So that's a real flow of fixed outbound communication for retention. If I'm not mistaken. The person who did that knew how to work it. The reason I'm showing you that is, imagine if I make a perfect SPSS modeler and someone hands me that over, how quickly can I pick it up? Make the change in my business stakeholders want and launch it safely to production.

So in terms of challenges at that time, Vodafone had a single person dependency because no corporation has the luxury to have two people per product to work on one campaign just in case something goes wrong. So everyone wants to get on holidays. We cannot stop people from being sick or leaving the company.

So that was a big problem. And that also jumps to the third point, which is business continuity. How can you ensure, no matter of the people, that your business will keep on going smoothly with no impact either on revenue or the customer experience and getting to the second point efficiency. It was all manual work.

Every month, every single analyst or campaign owner had to run a campaign, so to speak. And that's real numbers 3 to 5 working days, end to end requirements development, testing, launch into production, then urgent changes. You show this complex diagram. How quickly can you perform quick changes? Then a big challenge that I mentioned earlier on is the alignment between the channels.

How can you achieve omnichannel? You can't if you have all those individual flows. It's nearly impossible to merge them all together and see the wider picture. How do you contact your base? And that leads to the other point. Communication. Policy. Governance. How can you ensure you're doing the right for your customers? How often you contact them with what you contact them? And if you don't contact them correctly, how do you go back and see who did it and how you can improve it over the time.

And of course, as everyone likes, no matter the department campaign performance and reporting, how can you do that when everything is fragmented? So those were the challenges. And that's when I joined alongside with many other people from both business and it trying to resolve this and overcome all these challenges.

And that brings us to the tools and that's essential. I didn't criticize SPSS modeler because the tool is a fantastic tool, but it's a tool for data mining and analysis not campaigning tool. So what we did we tried to set what is our tool case and what our people will be using in order to perform campaigning end to end.

No matter if they are business or it, or people in my team that are more or less in the middle. So what the reason I mentioned that is all of those 4 or 5 tools are fantastic, but we have to use them for a specific purpose. And Pega, of course, is more or less in the middle to do the proper campaigning and decisioning.

And as you see, whoever has worked with Pega, it's much more, much more intuitive, much more clear. And it comes with all it's much easier to document and control. I'll tell you more. So you know who you target. You know which are the campaign audiences who you want to contact, who you don't want to contact.

And it just makes it simpler for the people who use it and not talk to you more about Pega, because I'm not here to advertise Pega. It's more about the journey and just a little summary and comparing. Like before campaigning this tool, you can put in your organization tool that you want to decommission or you are trying to put aside and use Pega.

So I'll focus on the Pega side is that you have all the different environments to safely reach production, which is essential and you don't have with standalone tools. So we are able to deploy in a weekly Life cycle. Pega provides you versioning capability, so if something doesn't work in production, you can roll back and go on again and have a smooth production.

And most importantly, it's a one common source of truth. So we call it that action history. So everything that happens goes out of Pega is recorded. So at any given time you can get your number, your number, your number and you can see what have we done for you. What was the message and even how you responded.

And the key point that all Pega people will advertise is very, very good to connect with any channel, any channel you have in your company, digital or non digital assistant, unassisted and the real time capability which you cannot have with every tool like the tools I showed before. And you can do hotfixes in production if you need, so you can always be on top of the game.

It doesn't mean you need to stick to a weekly life cycle of course you have that for good reasons, but you can share what needs to be done at the right time. So how did we do that? These are the roles over the years that we actually work on Pega end to end. And they both sit either on business side, commercial or IT side.

And you need both. You cannot do with one or the other. And starting from the top I mean this is the telco terminology, the KVM, commercial value management analysts and product people who manage the campaigns day to day, all the KPIs. They are responsible to bring the DB and the targets every year, and they are responsible to shape how each campaign will be made.

Then you have the strategy designers who are the people? Also, it's the team that I lead that they are in charge of analyzing what needs to be done in Pega, new or Biu, how you can keep on developing it. Developing it right. Meeting the customer needs meaning what the commercial teams expect and making sure that it's up and running 24 over seven, 365 days a year.

At the same time, you also need the more technical people, the Pega developers who sit on it. They know all the IT world and they manage integrations, APIs, new enablers that we need in order to enhance and leverage what Pega can do. Because otherwise, if you don't have the capability, the underneath capability in your systems, then you can't do all these great things that Pega can do.

Of course, we need to have even a lower level DevOps necessary to monitor that. Pega sits there on the right side. It's always on. It doesn't impact other systems, and we have this smooth operation and support engineers that they can pick up problems when we are asleep. That's essential as well. And the way that we actually do it is simply try to make it as simple as possible.

How do we get into prod? How do we start from dev and we get gradually into prod. So we have the actual development. Then we have the two middle environments. Citi and Pre-prod, where the code will be pushed on. We perform the test there. The test could be. Could be regression testing, volume simulation, and all of that in a way ensures that I will never get into production unless I have checked all the boxes.

What do I expect from every single feature? Small or big? Doesn't matter. In order to get into production and we hit production. But that's not. That's not yet the end. We need to ensure that it's up and running as good as we can without impacting any other subsequent systems. And what Pega gives and what we've built actually is we have a clear release plan definition.

We have weekly deployments. So every week there is a new feature coming out or many or none. If there is no demand and we are very, very thorough around testing. And we learned that the hard way when we did discounts into testing. So that's my advice. Never go live without proper testing because then we'll have impact can be big, it can be small, but the impact is never welcomed.

And then I'll tell you the story of how we started and how long it took us to bring everything into place starting back in 2020, when we actually it's also when I actually joined Vodafone Greece and we started the whole analysis, how we bring the mobile products into place within Pega. And then it took us a good few months to just launch the first journey.

It was the migration journey of postpaid and prepaid to hybrid and alongside. I never mentioned that it was both products, it was both retail and business customers. But the first two years, as you see it was much less we still we were trying to learn the tool, trying to see the capability, what we can achieve, but then moving towards 2022.

That was the speed up. That's when we actually started to show what Pega can do. We actually made a dedicated team to work purely on integrations, so that team responsibility was mainly to build all the necessary APIs, the DBS, we need all to be under one place. And of course, all the links with the digital world, all the digital.

We have two applications the CRM, the chatbot we're using in Vodafone Greece, and we manage only in six months to launch our first journey without even the support of our our vendor. So the train buy initiative was developed by two people. So we managed to launch with, if I remember correctly, in two months.

Imagine people who have never worked with Pega before. They managed to launch a purely digital initiative via Pega via the app. And that was the unlimited proposition. And it had a much. I think the conversion rate was 2 or 3 times more than the standard campaign we were doing at that time. At the same time we launched, I don't remember who I was discussing the retention journeys, which is the key and the most significant journey we have in telcos, both for Cebu and Cebu is the business customers.

And that one was also a big success because the call centers were really awaiting of that, a proper structure retention campaign to assist them to do proper management of ready to leave customers. And around that time also came the NBA Next Best Action advisor. I will talk more about it later on, and it's a tool that helped us manage customers in retention phase.

And in 2023, it was also a very busy period for us. We launched a massive renewals for business customers. Any of you who is dealing with a big clients with many accounts. Pega really helped us a lot in that, and it was also what everyone in leadership are, in a way awaits the decommissioning phase.

So with decommission, many legacy tools, one important was the SMS platform. Imagine that were charged per SMS per customer. So if you think we are a small market, but we were sending thousands or hundreds of thousands of SMS a week. So if you make the calculations, we speak about lots of thousands of euros every single week.

So that was the commission with the commission, the prepay platform. So it was both a software kind of cost as well as people cost. And of course, the legacy mobile negotiation platform with all its flows and other cost. And in the same year we also launched the fixed campaigns into Pega, which was all fixed communications done via Pega in all channels, including assisted and unassisted.

And I'll talk to you later on about that. And that was the biggest success story because we did it nearly 100% ourselves. No vendor involved. And that was the last part I showed you there. If you if you make if you separate this timeline into three areas. The last third, we were fully on our own, no vendor involved.

So we managed to bring all this knowledge in-house and know how to do it. So just a quick glimpse about how and how many campaigns are running into Pega Pre-pays the big chunk of it, because there are many campaigns running in real time. And then we have post-pay fixed. I will not read you the numbers.

They are all there. Many channels. As I said, Pega thrives in having many channels, digital or non- digital. And in the middle you see this wee woman with the omnichannel approach. That was the key. That was the main challenge. I remember my first manager asking me, we need to achieve that. First of all, no matter if we are delayed or not, we need to have omnichannel and we manage that and just some numbers around the different products of how we communicate and how many customers roughly.

Of course, we cannot compare with big providers like Verizon T-Mobile that they have millions of customers, but considering that is Greece and we are only 10 million, I think these are pretty good big numbers. All done via Pega, of course. So what were the benefits? Why we went through all this hassle, all this moneywise especially, you know, lots of money invested into that people's time changing priorities, everyone to focus into this Pega project.

It's because Pega in a way helped us bring we consider it as a brain. You can put any sort of data in it. So we used all offline data segmentation. All the models from data science teams, machine learning, and then the real time aspect. For me, that was the key that no other tool could do real time build flows.

That in a way helped us respond in the right time based on what customer in a way did, either in the app web or the store. And of course, commercial logic. We cannot do without the minds of the business to embed that in to create this circular way of information, knowledge, experience, to give us what is the best next action.

You hear NBA it is it is the most important. What's the best action we can use through our channels and then wait for the customer interaction. So Pega gives us this kind of circular flow that never stops to recalculate and provide. What is the next best action and the next and the next. And that gives us three things.

Digital. There is no better tool to do digital than Pega in my opinion. Fully. Automation. No hands off. You just monitor it and you ensure that it runs as expected. And one source of truth. You know what happens to your customer base at any given time. You just write a query, you build a dashboard.

You know what's happening. So we moved just to sum up from silos to omnichannel, from audio based messaging, as I call carpet bombing. Just let's contact 100,000 customers and see what happens. To actually personalize and target specific points of our target customer base, long term leads to real time.

And of course, making it relevant and insightful. So Pega in a way enabled us to be real time. I mentioned it all the time because it's important you don't want to be contacted. After some days you don't want your problem to be resolved. After some days you want it now. Multiple offers. The most of the campaigns I mentioned earlier on, it was just one offer or two offers.

So we gave the option to many product owners and product managers to provide as many offers as they wanted, prioritize them based on the channel, based on the the customer profiling, whatever they wanted. So we did that both outbound and inbound. And that helped us a lot in the digital penetration. We show a big spike, especially the first year picking double digit improvement year on year.

Universal contact policy essential. We had finally proper reporting. We're able to actually provide the business finance expert committees what they needed to know about how we actually perform. And that led us to the point that even Vodafone itself ranked us over the top three markets of all Vodafone operations.

And that was a great success for us, not because we are top three, but because we managed it. Because if you ask me, 2020. Will you be able to do it? Yes, but I don't know when. But we did it and then gave us 100% automation. Imagine that. If we had in total roughly, let's say 20 to 30 campaigns taking working days, not hours, it takes four hours to run everything every morning.

So that was a key point for us. And we were able to use all the channels and be able to control what's actually happening out there, because it's I think in 2025, I think it's unspeakable to not know what you do with your customer base, what you contact, a customer calling you and say and saying like, oh, you offer me this tariff at that discount, and the agent not being able to know what happened.

And a complaint resolution will take days, weeks, months. I've seen even years. So we don't have that anymore. And that moves us to one key piece that Pega wanted me to add. And also Joe mentioned earlier on is Pega Next Best Action advisor. It looks like that it's a real time negotiation between the call center agent and the customer.

That's it's also a lot of Greek in it. I don't expect you to understand. And I have a video that shows you how we go from that's our CRM. The agent speaks with a customer. Customer proposes the offer. These are the multiple offers I mentioned earlier on and customer says it's not for me. Can you do something better? So in a way that gives the agent the hint that he needs to go and kick in Pega and VA and that's, as I said, real time negotiation with a set of rules built in the background.

And it shows in real time the assets of the customer, the tariff info about, you know, when the contract expires, if the customer has any bundles added to his or her account. Contract duration. And that happens as the agent speaks to the customer so he doesn't need to go check another page. Have a lagging load, another kind of interface.

And instantly the customer says, you know, you offer me the tariff. B I want to go into unlimited. Can you tell me what's the best you can do for me? So in a way, what you see now the agent goes around, tries to find the tariff and then go and add the discount and try to add the maximum discount he can actually offer.

If you see this red kind of a circle over there, it's like a live kind of indicator to the agent whether the agent stays within budget. So it gives a control to the agent. And of course, if you aggregate it to the team lead and product Owner. What's the maximum, let's say, discount can give to the customer? Because of course the agent wants to sell, but it gives control.

It gives control that the agent will not offer dilutive offers and it will stay within budget. So it's a win win situation that gives the flexibility to the agent to negotiate, try to meet what customer needs, but also stay within the boundaries the commercial team has said. And also what NBA gives us an option is you can set in a way specify the profiles of the agents.

So if an agent is around bought out, someone is ready to disconnect. He has higher, let's say, jurisdiction to play with the discounts and even offer dilutive offers to ensure that the customer will not leave. So it's not like everyone can do only one thing. You can spread it around the teams that actually use NBA.

And also it's the device accommodation. So here also we see that the customer is interested around a Device as a device and tells the total cost what the customer will pay. And in a way hit next and push the order to go through. So that's a live demo. That's a two minute, 2.5 minute call. That is a full sale for a customer.

So the benefits, as I said, it's a control over the negotiation. Very, very big reduction in HD. We saw that from the very first month that we launched the NBA. And you have all the customer information on one page with the commission, the tool and all the issues we had along with it, because it was like a black box and we have more or less 1000 users daily, meaning agents and shops and work smoothly all the way. And the most important, the teams own it. We brought the call center teams supervisors into that to design it and deploy it, so they couldn't complain afterwards that it doesn't have one functionality or the other functionality. We built that together and that was a key point to get everyone on board.

What am I most proud? I got asked that question before. It's our own story around fixing broadband, where we actually had to assess what we need to transfer into. Pega data was a big problem. It was a parallel project that in a way improved the databases, and we did an analysis that we had, as you see, a total of eight campaigns.

But what we figured out it was we need to bring everyone again on board from all sides, from channels to operations to business IT to ensure that we'll capture what we need to do to do that. Right. And now we convert it all those campaigns into three campaigns, because eventually whatever you see on the site are all propositions, all actions.

And we have just one base targeted with multiple offers in real time. Both siblings are a CRM and all those three conventional programs giving us what before were all individual campaigns. And the highlights are, you know, lots of FTE saving. We even launched new products, the FTTH migrations into that.

We had very good targeting and prioritization we didn't have before. And in a way we had the proper governance of what's happening. As I said before, all the omnichannel challenges we had with the previous legacy tools, low lights, data quality, of course, and of course, how CRM in a way impacted us in doing that, right? As I said, it was all designed, analyzed, developed by Vodafone teams, and we did that all in less than a year.

We launched it in less than a year, when vendor took more than a year to develop and had the expertise. So that's something we're really, really, really proud of. Challenges. Nothing comes without challenges. It's difficult to find the pagans. As I said, there are not many of us out there. And even if you find the pagans, you need to train him in your own environment and what's out there.

So that was a big challenge. And it's still a big challenge and attrition because you might know Pega but what do you do when you don't deal with Pega? That's a question. Many of my guys that even left my team asked. Low utilization. That's not a Pega problem. It's how do you convince your business to do more with Pega and enablers? So that's my challenge day to day, month to month.

But we're getting there to be always doing more and more clever stuff and Pega. One of the drawbacks is that it's heavily reliant on other systems. I can't tell you how many times I've seen problems baptized as Pega problem. And it was it was sometimes Pega problem, but the majority was CRM middleware data.

Cloud everything was a problem, but always it was always a Pega problem because Pega is the messenger is the top of the pyramid, at least in Greece. And data quality of course. And the last thing what's next? You might ask me. You did all what's next? There is nothing else to deliver in terms of products.

So we are now working around embedding Adobe Analytics. So we'll have over the top campaign campaigns story based on the digital activity that will trigger an SMS or a push notification because customer, let's say is on the device section of our web page or on the renewal section. So then it's like you see that in some companies you receive a text, a push notification, an email.

So that's the next thing. We're working on it all further out. NBA for fixed products, a adaptive model. We are working on POC. So we are looking to bring adaptive model more into play A big aspiration since I started in Vodafone is household level campaigns, but that's a difficult one because you need to really bring and change the way your products are structured on an account level rather than subscription level.

Something we always do utilization over utilization. It's never perfect. We always strive to make it perfect, and something we're working on is to work more with Chatbot and Viber. It's a new channel that Viber is used more in Greece than WhatsApp in the rest of the world, so we are looking to leverage those two channels more.

And that's me. That's all we talk today. And with that, we'll turn it over to questions from the audience if anyone's got a question. If you want to just step up to the mic and then. Hello, Georgios, thank you very much for that. That was very, very interesting. May I ask about the. How difficult was it to persuade the business to invest in Pega? What was the business case that you had to present to the board to make them want to go ahead? And secondly, could you tell us more about the the business benefits that you've got from using Pega? So what return on investment you've got? How has it helped to improve the finances for example of of Vodafone.

And also what difference has it made to to customers. What do they see that they didn't see before. Yeah. Thank you. Two very good questions. Uh, and the first one is something that I also have to say that, uh, in order to convince, it doesn't matter if it's IT or business, you need to have, uh, advocates on a high level.

So you need to have on board. If you ask me, two key people, one in commercial, let's say commercial director or product director and someone in it because you need those two, let's say, ambassadors to assist you and the teams underneath to achieve what you want to achieve. And also, I'm not saying in the sense of being your middleman, but you need them to help you resolve all the obstacles because especially in the first months of trying to use CDH and roll it out to business, you only face obstacles, and sometimes the obstacles are ones that you don't know how to tackle.

So on one side, you need to have your advocates, and on the other side you need to do lots of POCs. So we never went full blown. Nobody wanted to imagine it like a fuze board. Nobody wanted to turn all the fuze boards down and then all the other channels. It was always one at a time. So we had in the how we had weekly, let's say, reviews, with also the leadership team showing the time plan, all the project plan, what we delivered, what we didn't deliver.

What were the challenges? What were the obstacles? So in a way, we engaged all sides to ensure not only they are updated to see where their money effort people are in a way working on, but also to assist us of what were the problems. Because if they didn't know what were the problems, they couldn't assist us.

So that was one thing. Keep them on board. Keep them on track of what's going on. What are your challenges and how can they help you. And see also the deliverables being tangible feature by feature. But the release wasn't weekly. It was more spread because in the beginning you had more complex stuff to deal with.

And in terms of the improvement it brought, it brought improvement in many levels. As I said, efficiency, the efficiency in terms of the manual work, that was a key point. We saved a lot of man hours, days, actually, that turned into weeks, and we saved a lot of errors that they were made. You know, you see many times telcos in the news saying look what they sent to customers.

And you know, that's it was also done by us. So we saved a lot of time on that one. We saved on customer NPS. That was NPS was significantly increased because we were able to do lots of loyalty activities, NPS activities. And as I said, having omnichannel already improves the experience of the customer because the customer in a way knows that if contacts one channel and then goes to another channel assistant unassisted, the message will be unified.

It will be always the same. So that's a key point, because otherwise you say you don't know what they're doing and you felt it all as customers. To many companies, the right company is the one that knows what's happening. And in terms of revenue, okay, that's difficult to measure. I mean, to tell you exactly how much money or how much SR it improved, for sure.

The success rate in digital campaigns was significantly improved with double digits, as I said, in the first years. And then the other point was on the NPS. As I said, NPS was significantly improved with a lot of NPS actions that were unable to do before because we have embedded the digital activity.

As I said, and that in a way you can do the right movement, the right message to the customer at a time. Pega and our data science team thinks is the best. I hope I answered your question. Any other question? Yes. Please. Hi Georgios. A really great presentation. Great story. Thanks for that. Uh, I'm going to ask, you know, especially I also work for telco and it's a really dynamic world.

And I see you have like every week deployments. So can you touch base on the testing. How do you test, uh what tools you use. Like I mean do you use reuse any of the out-of-the-box tools from Pega or just a bit about, you know, how those testing side of things work on your end. Okay. Yeah. I mean, testing happens all in Pega to answer your question, but it depends all on the feature we're working on, because if it's something that is not totally new, let's say tweaking a campaign in the offers or the targeting population or the channel we'll use.

So when the changes are around that level, the changes happen in Pega the before and after. So I did exchange. I run a test campaign. I see the results. I run it on the database all in pre-prod environment. So we want to ensure we will not touch prod before we go live. So that's one side. But then in more complex kind of, uh, features that involve, let's say a new tariff that you need to engage CRM changes, you need to engage digital.

So then you have to bring on board people from the digital teams or the CRM teams and imagine like a chain. So we test Pega like I described you before, and then you need to have the right test data for the people to test on the CRM or testing digital and ensure it's the right result, because they might come back and say you miss a component, something you pass in information not in the right format.

So eventually that cannot go live. So we don't use a specific tool. It's all done in Pega. And then I think I mentioned but very briefly essential for our operation is the regression campaigns. Because, you know, every strategy designer or developer works on a single floor or two floors, but at the same time you have another five, ten, 15 people working in different floors, all in one ruleset that goes live on a weekly basis.

So I could do a work using component modify a component, but that can have an impact in your work. The only way to see that is through regression campaign. So the regression campaign ensures that everything that runs both horizontally and vertically. Does it have an impact in the end product is as expected.

So we check the KPIs before going live. So we might see a spike down or a spike up. That's an indicator to see. Okay let's check what affects that. And that's in the whole ecosystem. And that's the complexity of it and the beauty of it. If you ask me of how can you go to production as safe as possible to meet what the product people expect and also what customer expects? Thank you again for all of that, Georgios.

Great information. And I do have a question on the NBA piece. Um, actually two questions for the first part. You mentioned, um, being able to have multiple offers and without I think there were some guidelines in there about being not going over budget, but how does that manage with so many different offers and so many conversations at any one time, how does it know which offers are staying within budget you still have budget for.

And then part two of that is how easy or difficult is it to take the information from those offers that have been put out there accepted, and use that to inform future offers? Good question. I should have my laptop here and show you the decision tree behind it. So imagine we set a set of rules in the back of it that we have all the tariffs as every telco has, and the proposition team across alongside with the product teams set the limits.

So let's say we have all types of migration. So we build all type of migrations that a customer can do or same tariff let's say. So let's say from a tariff A to go tariff B on that Life cycle that's a these are the uplifts I expect from the customer. Low level let's say $0.50 mid-level one $1 since we are in the US and the top one being we don't care.

It can be as much, ideally. As much as possible. So imagine that defines the red amber green. But. You deliver that across every possible transition. Luckily we did a simplification project that we limited the tariffs we offer to customers. We had I don't remember 60 or 80 different tariffs legacy tariffs.

So that was a manageable at all. Not only in NBA also in the all the Pega campaigns. So just to not complex things. Imagine you have drawn all possible migrations of a customer. And as a business person, you have defined what I expect to get from each migration and NBA ingested and has this kind of nice radar to tell you that you are within budget, you are marginally hitting the budget, or you are off budget and that all records in the interaction history.

So in a way, you keep the record that this agent made that sale. This agent belongs in that team. And that's if we got from that sale. And that gets pushed through to the CRM to, in a way, trigger the order. I think that's what you asked. I didn't miss anything. And on top of that, if you add a device it keeps also the device information.

So we have a model that we call it device recommendation. So this drop down box always brings on top the device that is more likely the customer to purchase. So we know you are an Android user. Apple user will not offer you the other way around. Or if your Samsung user we have a special deal with Samsung to get extra discount, the Samsung will be on top, so we assist the agent also to the sale on that.

Welcome. Still have a minute and a half in case someone else has a question. Yes. The gentleman. Yes. Georgios, I just wanted to ask you how you chose Pega. Did you look at alternative solutions, and what was it that made you decide to go with Pega? It's easy answer because I wasn't there when the decision was taken, but I it was more of a group initiative because as you know, the group in a way manages all markets.

So they took a decision that a strategic tool for Vodafone across every market will be Pega. So I think in a way, it was also that the tool we are going to use. So it was up to us how we will actually draw the plan. I mentioned earlier on choose a supplier and then go on and deploy it. 40s if someone has a question, I can do it.

I can do it like in the the radio kind of ads if you want, I don't mind. If not, I'm sure everyone will can grab you afterwards. George, if you have any more questions, he'll be around for the rest of the day. Um, thank you ever so much, Georgios, for a great presentation. And thank you for joining.

I think he deserves a round of applause. Thank you. Thank you all, guys. Thank you. Appreciate it..