PegaWorld 2025: Making Every Employee Your Best Employee: How AI Can Eliminate Blockers to Your Success

PegaWorld 2025: Making Every Employee Your Best Employee – How AI Can Eliminate Barriers to Productivity

Welcome. I think we're going to get going, folks. We, um. This is pretty amazing. How many of you are still here? Woohoo! We thought we'd have about three at best and we just counted. And I think there's about 30 of you, which is pretty amazing. So thank you for joining us. As we uh, we've made it, folks.

We are at the end of PegaWorld and, uh, well, certainly the breakout and the conference sessions. Have you enjoyed it? Yeah. You're going to have to talk to me because I can't see a thing with these lights. So. So you've had a good time? How? The feet. I'm asking everyone how the feet are because mine are killing.

Good. Everyone ready for a bit more partying tonight? Yes, I like that energy. This is very, very good. Well, hello folks, I'm Simon Thorpe. I lead product marketing for our customer service and sales automation business. And this is my wonderful colleague Rebecca. So, Rebecca, how are you going? How have you been? How are you feeling? How are your feet? My feet kind of hurt.

Yeah. And I've been, like, switching up the shoes and everything like that. And that still hasn't helped. I'm wearing sneakers and still. I think I did 18,000 steps and I didn't leave the MGM yesterday, so that's pretty impressive. But, Simon, in all honesty, the last few days have been truly inspiring for me.

And my favorite part really has been been, you know, having the conversations with our clients and partners and hearing about what they're doing in their organizations to transform processes, transform customer experiences with the power of workflow automation and AI. And do you know when we were prepping for this, I was thinking back to last year because we always do a bunch of talks and presentations at PegaWorld, and I was kind of thinking, okay, what what do we get up to last year? And I was thinking there was a ton of work involved.

There was, you know, we were researching, we were creating storyboards. We were creating the decks. We were looking at accreditations, getting feedback from our colleagues. It was a bunch, right? It was a lot. And then if we fast forward to this year. Well, AI has completely changed the game just just for that little process.

It made it a ton easier. It was a lot quicker. I'm not saying, you know, we didn't do any work, but it was a hell of a lot easier to get to that same point, right? Yeah, it sure was. And that's why I'm so excited about what we're going to be talking about for the next 45 minutes, which I think is really near and dear to both your heart and mind and hopefully to everyone in this room, which is really about making every employee your best employee.

So we've been talking about AI this entire conference. You heard Don and Rob this morning. Talk about the hype of AI. And I think that they did a pretty good job of talking about how that plays into humans. And we know that regardless of how advanced AI is going to get and whether we're driving in our autonomous vehicles or flying in our cars, um, employees are still going to be important, and they're really the heart of your business.

But before we get into the solutions, I think it's really important that we talk about the current state of the employee experience. So we're witnessing a transformation within the front office, where more and more work is becoming automated by the AI that we've been hearing about generative AI, statistical AI, and workflow automation.

Shen. Now, this isn't going to happen overnight, but we expect that within the next 5 to 7 years, there is going to be a significant shift in the number of employees in the front office and the employees that are going to be working in contact centers and sales teams are going to need a whole new set of skills.

So instead of those repetitive tasks that they have had to kind of endure for decades now, there is a need for understanding AI, knowing how to actually work with it so they can be more efficient, and then having higher levels of emotional intelligence, because at the same time, we're seeing the continuous rise of customer expectations.

Now, at the same time, we're seeing a huge amount of pressure from businesses where they're asking their employees to do more with less because of cost constraints and other macroeconomic trends. The impact of these pressures is evident in the data. So in 2024, Gallup research came out with a survey that saw a 21% decline in overall employee engagement.

It's not a small number, and this isn't just an HR metric. It is truly a warning sign for businesses. So despite all of the technological advances that we have seen over the past decade, there is still a huge problem in terms of employee retention and overall employee happiness. Now, why is that? Well, we see several reasons which are probably, you know, pretty understandable.

Um, especially within enterprise organizations, there's technical debt, legacy systems, inefficiencies in processes where there's barriers and potential Bottlenecks. Now we see things within customer service, where there are certain seasons where you need to onboard a whole slew of new employees, and they don't have a lot of time to get up and running.

So that can lead to some pretty inefficient and ineffective customer experiences. Now, at the same time, these workers are still having to manage a ton of manual work. So we're seeing turnover rates that are continuing to kind of get worse, which is quite unfortunate. And this isn't just bad from an employee's standpoint.

We know that if your employees aren't happy, your bottom line is not going to be impacted in a positive way either. So the question is, how do we take what we've talked about in the last few days predictable AI workflow automation and apply that? So the future of workers is bright. So. And you could have all left because I literally can't see anyone, can you? But let's have a show of show of hands.

Anyone heard of marginal gains? Is that a thing that people have come across? No. Okay. All right. So so this is a concept that was popularized by a guy called David Brailsford. And Dave Brailsford was tasked with turning around the fortunes of the British cycling team. Now, you may have gathered I'm British, so this is pretty close to my heart.

Um, he took what was the laughing stock of the cycling community and turned them into world beaters. So if you jump to the next. This is Dave. Now, sir Dave Brailsford, um. And he had this brilliant idea. So he worked out that if you broke down each individual factor that impacts performance and you improve each part of that just by 1%, you're going to get big marginal gains.

And what I love about Dave and I'm talking like I know him, I really don't. But what I love about Dave is he completely transformed the success of the British cycling team, not by looking at the silver bullet, the Big Bang, the overnight wow change, but making incremental changes one step at a time.

And I think this is really how we need to be thinking about AI. So let me let me take you through how Dave did this. So most people thought this man was a complete nutcase. He was the laughingstock of the cycling community for a number of years. So he was getting his team to redesign the bike seats.

He was getting his team to Rob alcohol on the tires of the bikes to try and increase the traction. He had all the riders wear heated shorts so that they would stay at an optimum temperature. Keeping their muscles nice and warm even went so far as developing specialized gels that would increase the recovery time of the rider's muscles.

He even went to the extent of having every rider have a personalized pillow and mattress, which he got his team to transport around the world to every single race meet. You can imagine all of these poor riders. I mean, they weren't doing the carrying, but struggling into every hotel with their own mattress.

But that incremental gain, those one percents added up incredibly quickly. And as I said, he turned to the British cycling team. From being the laughing stock to absolute world beaters. They won the Olympics. They won the world Championships, they won endless tour de France. Sir David Brailsford is now recognized as a pioneer that everyone is following in nearly every sport, and that is really what I think we need to be thinking about when we're thinking about AI and performance, and what kind of gains that can give you.

It's not going to be an overnight smash success. It's going to be those little individual increments that will add up to big successes over time. And if we look at our own organizations, whether that's a customer service part of the business or sales or marketing or development, all of that comes into play.

I mean, if you could turn every one of your employees, if you turn up their productivity by 1% by every week for argument's sake, or reduced average handle time by a couple of couple of seconds each week, or steadily increase your sales prospecting, you know, maybe just by little bits over over a period of time.

Well, those improvements are going to add up to massive, massive differences. And that, we think, is how AI is really going to speed up our transformation thinking in that way. And that really is what Rebecca and I want to talk about in terms of the things that you can do right now to start really delivering those marginal gains in your organization.

Simon, I love that analogy of marginal gains. And today AI is really becoming that great equalizer in the workplace. So I think the reality is we all know it. There are some really high performers within a workplace. And then there are folks that are maybe just getting started or just a lower performer, and I can really level the playing field, providing real time guidance, automating routine tasks, surfacing critical insights and ensuring consistent decision making.

And it doesn't necessarily replace human productivity. That's not the goal. It enhances it, really allowing every employee to Achieve their largest potential. And we see this in early data. So I love this. Uh, research that came out from the National Bureau of Economics. They surveyed about 5000 customer service reps, and what they saw is that there was a 34% improvement in call resolutions for lower skilled or newer customer service reps or CSRs. That's huge. It is huge. That is amazing. And it's not surprising that those lower skilled employees really got the biggest benefit from the AI that they were using. But if we look on the right hand side of the screen, also tenured and high performers saw pretty significant improvements as well, 14%.

So it's clear that AI I isn't just making an incremental difference, it's really making a seismic shift in terms of the way that teams and employees can engage with each other and engage with their customers. But as we've heard throughout PegaWorld, AI alone is definitely not enough. AI needs to be predictable.

It needs to be governed, and it needs to be controlled. And the best way to do that, like Don talked about this morning, is by combining that creative power of generative AI and agentic AI with workflow automation. So really creating a paradigm around AI where your employees can actually trust it. Because adoption is a challenge here.

People don't necessarily feel that it's going to be as good as you know them doing it by themselves. So being able to provide AI that's transparent is paramount. So unlike black box AI, predictable AI is offering that clear reasoning for its decisions. It ensures that the guidance and automation is within business parameters, and it's protecting businesses from unexpected outcomes.

So, Simon, with this in mind, let's talk about some of the top ways that we can infuse predictable AI into the enterprise. All right, let's do it. Let's do it. And folks you've seen a ton. You've seen a ton. And I hope you've enjoyed it over the past couple of days at PegaWorld. There is so much innovation.

There's so much for us to be excited about. When we were prepping for this presentation, Rebecca and I put our heads together and we went, okay, what are the top five things that we're really digging? What are the things that we think you could get to work with straight away? Um, across the enterprise.

And I think that's an important thing to mention here. If we if we move to the next, you know, what we're looking at here is AI is changing every role across your business, whether you're in customer service, whether you're in marketing, whether you're a salesperson, whether you're a developer, whether you're in operations.

AI is redefining how we think about creativity, productivity, efficiency. It's redefining everything. And that's really Pega's goal is to really think about, comprehensively look at the unique needs of each role profile, and think about how we can bring new products to market that will support their productivity, how they are able to do their jobs better than ever before.

And the first one I want to talk about is something that I think Don touched on this morning. Right. So, um, so that's our Coach agents. So I love this. I think everyone needs a Coach in their life. I could have done with a Coach this morning. So it would have stopped not wearing this jacket. Isn't it wonderful that you get to the end of the day, and then your colleagues tell you that was a bad idea? So, you know, a Coach would have been a really good thing for me to have.

Um, but really, this tool is all about unlocking potential. Okay, so it's about democratizing expertise across the entirety of your business. So what Coach gives every employee and again, Coach, depending on which part of the business they're in, will get personalized prompts. They'll get step by step guidance. They'll get the help to navigate all the kinds of processes and work that they deal with on a daily basis. There are also coaches are fabulous at pinpointing and looking for roadblocks, blind spots. I was in sales for lots of years, and the amount of times I was tunnel vision on something that actually I was missing opportunities and ways in which I could interact with my customer in different ways.

Coaches are fantastic at allowing you to do that, and really bringing everyone together in a way that you can transform your business and get every employee working to that peak peak potential. The next one I want to talk about. Have we got any customer service folk in the room? There's one. There's a few of you.

Hello. Um, I love this. I am a customer service call center guy. 25 years. Um, this is this is very much my jam. So I want you to imagine a minute a customer service representative walking through the door on their first day. They're a bit nervous, a bit scared. They don't know what to encounter. Just imagine if that person, rather than sitting in a classroom for, what, two months and then sitting in an incubation center for a couple more months and then having to go through the indignity of having one of their superiors plug in and listen to every call over the next two months.

That's like six months of training and coaching before they're let out into the world. Just imagine if on day one, we could put them into a situation where they're dealing with real world customer scenarios, but in a safe space. So rather than interacting with real customers, you know, we're not throwing them into the lion's den.

We're simulating that experience using our generated AI simulator. And if you haven't checked this out down on the innovation floor, please, please do because it's so cool. So we know training, onboarding, particularly in the service world, is slow. It's inconsistent. It's incredibly difficult to manage.

If all of your wallboards are going red and phone calls are coming out of every orifice, it's incredibly difficult to then take a batch of your service people off the phones into a classroom. So wouldn't it be fabulous if you could de-stress that situation for everyone involved, and allow CSRs the opportunity to self-serve to be able to switch this on? Tune what kinds of customers and scenarios they deal with? You know, you can go from a really sweet, happy, you know, patient person to the grumpiest Argumentative person you could ever possibly consider and really get used to navigating the systems, navigating the way the business operates, the flows, and how to pick up and serve customers genuinely.

And some of you may have seen me speak earlier on today, we leveraged the simulator with my 11 year old daughter when she was ten at the time, and we wanted to dispel this myth that you could take anyone off the street and turn them into a customer service superstar. So we put her on the simulator, considering she's ten.

She's never been in a call center in her life. And within about eight hours. And yes, I am a horrible dad making her do that. But it's fun. It's gamified, you know, there's scores, but by by the end of the day, she was as proficient as anyone you like. And she's a ten year old. She was navigating the system.

She was having great fun with it. We build in all sorts of gamification and scoring and and she just saw it as a game. She wanted to do more and more and more. That I think is a real game changer if we're thinking average speed to competency in the customer service world is about nine months. If we could turn the dial on that down to days, how impactful would that be? And particularly given the amount of attrition most organizations suffer at the moment, getting people to stick quicker and feel like they can Self-train and Self-develop is a really powerful tool when we're turning up and trying to improve employee engagement as well as productivity.

And Simon, I love that this is safe. It's a safe environment. Yeah. To for people to get comfortable. You can screw up. Yeah you can screw up. And it's great because not only is it providing you with this kind of real life simulated experience, it's also providing you with key coaching for you to actually improve on.

So after an interaction within customer service. Today this is generally available. You can turn this tool on and basically have a agent manager provide you with the things that you did well within the interaction and the things that maybe you need improvement on. So this is again democratizing best practices expertise across businesses and bringing it closer to customer service reps in a way that feels real but doesn't have the same stakes because you don't want someone who just got on the job.

Maybe having a conversation with a super angry customer. The first, you know, and then they get a bad, you know, experience as an employee, and then the customer ends up going to a different brand. So this is really a game changer. Again, not only for employee experience but also for protecting the business.

S. So like Simon said, you can try this out yourself in the Innovation Hub. Highly recommend it if you have not yet. If you go in, turn to the right. Yeah. And you'll see a whole line, um, on the on the right wall of folks that are ready to help you. You can get on a headset, you can choose to talk with Elvis.

You could talk with talk with a Boston man. I find him very friendly because I'm from Boston, so that's my favorite, a southern belle. And I think there's a few others as well. And you can actually select the level of difficulty. So you can choose beginner, intermediate or expert and engage both on chat and voice.

So uh, definitely a great tool. And I think there's a couple hours left in the innovation hub. So and there's a leaderboard with prizes to be won. So if you want to try your start your skills out, now is the time to do it. All right. So moving on. The third way that you can unleash productivity within your employee bases with Pega automation agents.

So not surprisingly, based on the name, this capability is arming employees with automated AI powered assistance across every workflow and task, whether that is in the back office or in the front office. So automation agents can intelligently provide interaction summaries. They can automate documents like Don talked about this morning, which can really take a long time.

So this is streamlining, a very manual process. It can deliver real time voice interpretation, extract data. And this significantly reduces the manual work for employees, really just acting as an assistant for them to use throughout their days. Similarly, using the same automation agents, sales teams can make every meeting prep more seamless with on demand AI briefings.

So this capability, available within our Pega Sales Automation solution actually allows you to generate an on demand briefing with things like talking points, relationship insights. So is this a happy customer? Is this someone who maybe had a bad interaction that we need to have a little bit of a different approach with um, and correspondence timelines.

So what have we been doing in the past several months with, with this customer? And how can we maximize this conversation that we're about to have? So this significantly reduces research time. And it also ensures that sales teams are on the same page and really ready to engage. So super cool feature.

And last but certainly not least, you've been hearing all about this. We would be remiss to not talk about Pega GenAI Blueprint, which empowers IT and business teams to accelerate app design and development. So really transforming business ideas and intent into clear business value. And this significantly accelerates workflow prototyping.

It allows organizations to respond more quickly to change. And then it allows you to actually see what that is going to look like within an application. So again, if you go back to the Innovation Hub, check out one of those cool Blueprint kiosks and try it yourself. My favorite thing to do is to preview your app within Customer Service and try out that Agentic self-service capability.

It's pretty amazing how responsive it is. I've tried to kind of mess it up and I have not been able to. So that's saying something. One of my favorite things to use Blueprint wise, particularly when I'm talking to customer service execs, is going, okay, what does the journey look like and how? How are the what's the stages and steps and who's involved? Who does the work? How does the flow of work pass through the business and use Blueprint to map it out? And then I usually get a couple of agents in the room and say, is this what happens? And nope, never happened entirely like that at all.

It's usually work around here, and we do this and we change this. And I've got a sticky note over here. It's a great grounder to find out what the reality of it life is going on. And and I can imagine you could use Blueprint for any manner of ways of a real reality check. All right, so all of this sounds great.

There's lots of cool stuff, lots of cool features. How do you get going? So we thought about this a little bit, and we thought we'd use an example to sort of bring this to life, um, because like all AI and you've seen a bunch of talks over the last couple of days, there's a couple of key factors in here.

The the kind of technology get go is quite straightforward, particularly for some of the things that Rebecca and I have been talking about. I mean, you know, you can get going with Blueprint on your phone right now. Um, but the moving forward and delivering value, we can get to something like that, like that in 90 days, 120 days.

It's not very long, but you've always got to be thinking about the human and how you take those human beings along that journey. Your customer service people. Are they going to run for the hills, or are they going to think this is replacing their jobs? How do you help them on that journey to feel like this is additive? This is supercharging what they do.

This is making life easier for them versus effectively spelling their long term career doom. Um, so you've got to have that in mind. But what we thought we'd do is just break this down in terms of an example. So what we've got here is we've got Stephanie. Um, and she, uh, is a claims operator, so she's managing claims all day long.

And if you imagine if we use that as a kind of example, maybe that's an area where we're thinking we might be able to drive some more productivity. That might not be anything to do with Stephanie and how well she is managing her work. It might be a case of that's a tough job. A lot of that work is very manual.

A lot of that work is, um, requires a lot of detail and focus and thought. So we might be thinking, right, how can we help Stephanie by supercharging what she's all about. So the first thing, as I've just touched on is get Blueprint out. Use that. Almost like your diagnostic phase. So think about how you can start looking at that line of truth, that reality of what's going on.

So the second thing that you want to be doing is think about the low hanging fruit of what goes into, um, Stephanie's work. So that might be in the claims process. Document analysis takes a ton of time. Customers are sending in those claims documents. She's reading them. Multiple teams are reading through that.

Surely that's a process that we could automate and and try and streamline. And that's always with the human in the loop. Stephanie could be looking at summaries. She could be looking through some of the finer detail, but we can exponentially speed that up by dropping in some form of automation into Stephanie's work.

And she should immediately feel the difference there. The next bit I think this is where it starts getting a bit more exciting. So when we start using automation and intelligent agents to really start helping with some of the complex stuff. So it might be helping her manage processes in a more effective way.

It might be using smart decisions based on certain rules and parameters around that claims process. And then the final piece possibly could be introducing something like Coach that sits like the angel on Stephanie's shoulder, really telling her and guiding her through all of these processes, advising her where she might be able to improve things, do things more effectively, more efficiently.

And that whole process could take, you know, 15 weeks. It's really not that long. I think there is a lot of fear. I understand that completely in terms of AI deployment at the moment. But what we've learned certainly over the past two days at PegaWorld is the most successful companies. And US Bank was a wonderful example.

Yesterday was start small, think big, but start small. Take a small select group of people or a use case and start working on that and building it out over time. Prove the value and then roll that. And what I love about Pega is because of Center-out and because of the reusability, we can operate in that sort of sprint agile format to work on one use case and move to the next very, very quickly.

So a fantastic way of getting going. But there's lots of different and I is new. It's springing out all of the time. So what we're going to really try and do in Pega is keep releasing these ideas, because I say to my kids and my wife all the time, I is only limited by your own imagination right now, so we need to sort of spread the word of how quickly we can get things moving, how quickly we can develop value and share that with you all so that you can follow you can model that in your own organizations or find new ways of doing things.

I love that example, Simon, and I think one of the great benefits of Pega is that we've been doing this for years, even before Generative AI with our Pega express methodology, where you focus on one workflow at a time. And that still applies here with AI. So we don't actually propose that you go in and change everything at once.

You can do this in a responsible manner where you're still ensuring that you are keeping up with the competitive pressures within the market. Cloud fan. All right, so we have covered a lot of ground, and hopefully you have had a very engaging and informative and entertaining PegaWorld. And if you were to walk away with this session with a few key takeaways, the first thing is that we know that employee experience is undergoing a massive transformation, and there's more pressure now to do more with less.

And that's why it is so important that you don't plan for the future. You start acting now. Start putting in the plan, go in, check out Blueprint and see how you can optimize your business. But successful AI isn't just about chasing shiny objects, it's really about having that predictability and control.

So make sure that you are considering the governance, the controllability and the auditability within your AI processes. And we highly recommend grounding that in workflow automation. And I think my thing is I keep harking back to those marginal gains, you know, what's your business objective? What are you trying to achieve.

And that might be very localized around a department a function, a workflow. But you need to be thinking about what are we trying to achieve and how can we get there. And I genuinely believe those small, consistent improvements over time are the way to go. I think that's where real transformation comes.

Um, so as a final plug, we would urge you in the last couple of hours to go and try some of this stuff. We've got the chess tournament running at the moment, so there'll be a whole bunch of people downstairs who will be watching Alan probably demolish most and all comers to the the chess tournament.

But Rebecca and I would also be happy to bring you into some of those conversations, show you some of those demos, get you talking to some of the product teams and really understanding, you know, how we're doing this for other organizations. I think the authenticity of some of the presentations we've had over the last couple of days has really resonated for me.

There is fear from all walks of life. I feel scared about some of this stuff, you know? Rob Walker put the heebie jeebies into me this morning. I must admit. But the potential and the the real wow of this, I think, comes from these, these little steps at a time, these little pieces that will give you this massive amounts of value.

So thank you for joining us. We never expected for one minute we'd have half a room full. We thought we'd be talking to one of our colleagues and hitting the bar. So we're very, very grateful you've you've joined us. Thank you. Does anyone have any questions? You are welcome to come to the scary, impending mics MCs that stand up here or.

Or come up. Yes, sir. A brave volunteer. Volunteer. Hey, Dave, you're with T-Mobile. So show and tell is great, and obviously having people experience the benefit is a great way to overcome the fear. But do you guys feel like. And do you see within your clients the need to just educate a little bit about this is what's happening with I.

This is how it works. I mean, and do people I mean, it could be complicated, right? Like, not everybody has hours. Not everybody can come to a show like this. Oh, totally. How do you educate folks a little bit on how the sausage is made? So at least there's, you know, as part of the trust building. I think it's absolutely crucial.

And we're all learning at the same time. I mean, I came directly into this session from a session previously with a couple of our colleagues who were kind of breaking down what it means, you know, what do what does a what's a large language model. How does how does it spit out this information from a, you know, retrieval augmentation system.

You know, all that stuff. I'm not a techie. I'm a call center guy. Um, and you've got to think most people aren't in that sort of headspace. So the more that they understand, the more the fear will, you know, eradicate. I thought U.S. Bank and I keep banging on about U.S. Bank, but they were so good at talking about this.

They they talked about that fear and uncertainty of change. And at first they were using our Voice AI capability, which, which effectively listens to to the call interactions and takes away a lot of the manual processing suggests cases and knowledge. It's a really cool tool, but a lot of their agents were like, oh my God, this is going to take our jobs.

This is, you know, this is terrifying. But they really managed it in an effective way. Um, and they slowed it down and they recognized that the human beings needed to or their agents needed to understand what was going on. And once they got it and realized that this was additive, this wasn't after their jobs.

This was really taking away all the manual, boring stuff in favor of them doing what they get up out of bed to do, which is help customers. When they were talking to them and saying, would you like us to take this away? They were going, no, no, no, this is this is awesome. This gives me kind of the rocket fuel to do what I wanted to do all along.

So I think you've got to educate. That's crucial. You're absolutely right. In the customer service world, and I think you put your hand up to being customer service. I think I was speaking to a couple of your colleagues earlier about how do you sort of manage change. And customer service is an interesting word because it tends to be masses of people and you get your healthy level of skeptics, those that have been there for 30 years that influence everyone outside the the cigarette bike sheds and, um, my top tip for any of this sort of stuff is pinpoint those skeptics, pinpoint those people that will be the naysayers and get them into your development and your rollout plans and your training.

Because if you turn their mindset around, they will be the ones, the arbiters of change. They will be your cheerleaders. They will be the ones that make this happen for you. Um, but education is absolutely crucial. And I think we're caught between the exec C-suite going, now, now, now we need this, we need this, we need this.

And the reality of we're all firefighting. We're trying to do our day jobs. You know, we've all all got a healthy level of fear. And there has to be some balance somewhere in between of education. Um, and explaining what good comes out of it, because we all run to the Terminator analogy. But actually there's an awful lot of really brilliant, far exciting, and, you know, innovative, creative stuff that we can be doing.

And Simon, just to add on to that, uh, around education, I think your your points are spot on. And the Pega Academy team has really been focusing on investing in our courses and our certifications to ensure that we are educating the Pega community and the Pega Ecosystem to understand where the market is going.

We talked a little bit about this, I think yesterday this new Groundbreakers program. But we really do encourage people to take advantage of the Pega community, take advantage of Pega Academy, where there is a lot of that kind of cutting edge research that we're putting into modular courses that are on demand and available.

And if you want us to come and talk to some of your people and, you know, dive into our expertise and the things that we've created, that's what we're here for. Use us for that. You know, we want to really want to go on this journey with you. We really want to help educate, no matter whether it's the C-suite or, you know, the doers, the people that really, you know, make things happen and, you know, deal with your customers time and time again.

I love that sort of stuff. And the other thing is we're still learning. It's changing so frequently, you know, like even Agentic AI, I think that was a term probably eight months ago that people weren't really familiar with, and now it's everywhere. So, um, you know, it's really important to kind of keep a pulse and kind of be humble and understand that we're all kind of in this boat together.

And this is a new frontier, um, something that none of us have really seen. And we have to, you know, ensure that we're curious and continuing to be curious as things change. And I know I keep banging on about the simulator, but we can do the simulator in your operation, so have some fun. Bring those those people that are real, you know, the naysayers.

I can guarantee they will be advocates in about two hours. Thank you. Any other questions. You can come up to us after as well? Everyone's desperate for a drink. Well, thank you so much. You've been a great audience. Thanks for joining us at PegaWorld..