PegaWorld iNspire 2024: Fast, Innovative, & Repeatable COE-led Delivery at Deutsche Telekom with Blueprint

You guys heard about Blueprint by this point. So I'm excited and I think we have a lot of great stuff to share around this in this session around. All right, some cool tech that was shown during the keynote, but how can we actually apply it within sort of a scaled development environment? And what sort of value can it bring? So for those of you I've yet to meet Matt Healy, I help out with product strategy and marketing around the Pega platform. So I get to think about all things development in Pega. So how do you build an application? How can we enable developers to do that more effectively? And then what capabilities do we have at that platform level to automate and improve business processes?

And pleased to be joined by a Pega Community all star. Thanks for the thanks for the invite and for the thorough preparation. Um, my name is Daniel Wenzel. I'm from Deutsche Telekom. Um, currently maybe known as the largest telecommunications provider of the world, together with our sister company, T-Mobile. So as a as a joint Pega in here. Thanks, guys. Um, and I'm taking care of it and process governance in the area of finance and HR. And amongst those, we are using Pega for a vast majority of our HR services.

So as a matter of fact, I am resident in Deutsche Telekom Services Europe, which is the shared service center for all the HR services. So our salaries paid there, our timekeeping and so on. Um, we are taking care of accounting for the whole group doing a central procurement and have reporting Features, and not many of you may know we presented it a year ago as well, is that we have a project called HRcules, and HRcules has its name for a reason. It's an ambitious program, uh, to migrate HR services for more than 120,000 people in more than 25 countries. And that's a mess, because every of those countries has its own regulations. And then we distinguish between tariff non-tariff executives. We even have civil servants still, um, creating a lot of complexity in our processes. And that adds up to 800 of those. And we use Pega regularly as what we call the spider in the web to orchestrate a variety of systems and to guide our employees safely to the jungle through the jungle of HR.

Uh, yeah, definitely an ambitious sort of goal that you have there. I want to dig into the modernization aspect of this a little bit. So let's put a pin in that. Um, how many sort of developers are in your Pega ecosystem and how are you using partners as well? Um, well, with partners, we are gladly to team up with Pega, uh, accompanying us through this long journey we started in 2018. I think we peaked when we had a full project team of around about 150 people, but that included really everyone from business side to business architects to IT development and so on. So regularly, I need to look to the folks. I would say we have around about 35 to 40 developers. Matthias is nodding.

Thanks for that. Um, varies, always a bit. But what we're trying to create is what we call a trickle down effect. So you see that resources are scarce, at least in the European market on all levels, be it our business architecture or on system architects. And we try to push down the requirements so that we have less senior staff to do the job. And by that free up capacity and to enable business to do more of the kind of low profile development work by themselves. Yeah. So a pretty big setup. And I agree, like figuring out how to sort of change the skills make up that you require on, on your different projects would be.

Sounds like it would be invaluable. And then we'll get to the modernization and the acceleration of that as well. But before we do that, tell me about your first impressions of Pega GenAI Blueprint. Pega GenAI Blueprint. Um, don't want to carry on too much stuff of the keynote tomorrow, but we are in excessive need to speed up. Yeah, I mean 800 processes. We are doing this in six years. We are. We realized around about 500.

That remains 300 to go. So we are looking for any possible scenario to be faster and to get to the target quicker. And that was when I was introduced to Pega Blueprint already in September last year, or the predecessor of it. I think it has been released a bit later on. And um, the first point was that we gave it a try with a very specific German process in German language. And the point was that it was not right, I need to say, but it was not wrong either. And if you're looking onto what makes your life tough, what makes your implementation slow is that you come up with a point that you're coming from a legacy system having, um, a lot of exceptions, it has been grown to an age where the old system would be allowed to drink alcohol in the US. So more than 21 years old and no one cuts things down, right? So you add up, add up, add up, add up, and things come overly complex and people are trying to migrate that.

So business and I totally respect that. It's very enthusiastic about the job they do, but they also tend to convince everyone that this is an amazingly complex job and that it's very important to be done. And by that they add up exception for exception for exception. So something that Pega Blueprint is very valuable for us is that we start with a clean sheet and get rid of the legacy and come up with a proposal and a fresh idea, like, could this work? And that gives a good starting point, because coming to the point where we have a joint discussion between business and IT, looking again of the direction of the colleagues, I would say six weeks that we are at the point that we are fair to discuss as a joint team and by shortening that period to significantly earlier point in time, cuts the whole end to end delivery chain. And that's a big value for us. Yeah, yeah. I think when you're running through a big modernization project like that, it's an amazing opportunity to reimagine what you're doing. Don't just lift and shift, but rethink, optimize, and Blueprint is a great sort of tool to assist business and it coming together in order to do that.

So while you were talking, I created a blueprint for parental leave requests. I know you're a father. I'm a father. So, um, but I did it in German, and I cannot tell if. Conditions are better in Germany when you go. Yeah, yeah, I got, like, an hour off. It was ridiculous. Um, I can't tell if this is vundabar or not because I don't know German, so maybe you can take a run through. Yeah.

So what we see in here, and we. That's really an improvization. So we decided for the pros of three minutes before. Yeah. Just to share some insights. But what we see here is that for sure, in order to go on parental leave you need to apply for it. That's the step or the first case type we have here. And then we come to an approval and a decline section. And that is a very good example on where to discuss and where things are kind of right.

And also not It's fair to approve it, but at least in precise condition, it's a legal obligation to give parental leave. So that would be kind of a nudge to say, okay, maybe that would be even something that we take out on the way forward. And then parental leave needs to be maintained. Surprise, surprise. In order to take parental leave, a child has to be born. And that determines the time by which you get off. So you need to announce that. And in some circumstances, and I don't want to point to the negative ones, but there are circumstances where people say, yeah, probably cash is short or something. I want to return earlier.

So you're maintaining it or the other way around. You say, I would like to take it parental leave longer. We are very flexible in Germany on that, believe me. Um, at least in one thing. Um, but that is something we go through there, and that's literally the last steps where we have the application for prolongation and again, an approval step, which is perfectly correct here because that's then in the decision of the employer to say yay or nay. Amazing. Yeah. And this may not be perfect, but it does provide that starting point for the teams to come together to get their actual business requirements in here. If I can click edit.

There you go. You know, define out where do you need different automations? Let me ask one question to the round. I think guiding through this process, that should be something everyone should be capable to agree to. Right. So no matter where you're from, what your profession is, if you're an IT guy, a business guy, different industry, but that's at least the first basic common ground. Yeah. So we scoped out our topic already. Very, very narrow down.

Yeah. Yeah I definitely agree with that. And I think the really cool part as we saw this morning is now as of this week, being able to take these workflows as you're defining them and continually sort of look at how they're going to manifest for the users who need them in the back office for your operations employees for your agents in the contact center if they need to instantiate or check in on different types of tasks for on behalf of your customers, or for your customers or your employees themselves to create this type of work. So definitely see this as a super valuable tool for enabling these business and IT conversations especially. And I want to bring this back to in modernization projects. Let me round up your feedback when using Blueprint. I just can encourage you not to underestimate the effort of change it takes. On the business side, they are running this for years. That's the definition of their job.

That is their central competence and it creates a huge friction. The first time you show up with a with an approach like this, in order to say, by the way, things are going to run different in future, that's a matter of respect. That's a matter of. Yeah, but my important case, and also I still prefer this approach because when you're collaborating with the business side, they always have this one awful case in mind. That one case, which court which left them awake at night, which they worked so tough to solve, which was really, really tricky. And the point is, many try to model that into a workflow. And I have a deep belief that this is the wrong way of doing it, because these cases, yes, I respect the pain, I respect the effort and the creativity in solving it, but they have been an exception and we should treat them as what they are an exception. But that is at least for a German mentality. Very tough to let things go and to say good is good enough and not to have everything managed on there.

And I had the pleasure to meet the guys from T-Mobile when they explained about their journey and they said, we just started to get things going And that's the point I would really like to encourage to say a working process is something so valuable for the organization already, and from there on, we carry it forward. Yeah, absolutely. And I think that's that's a good segue into this modernization project that you're working on. So you've already moved a lot of workflows off of a legacy platform and into Pega, which is great. How many more do you have to go and sort of what's your timeline that you're working with? So in total 300 to go. And I mean, if you look onto that timeline and whoever is capable to do the math, this year is half year over. At the end of 2025, we need to shut down the old platform. No matter what.

We have no choice. It's running out of service. It will get awfully expensive to prolong it with certain security risks. So we need to be done six years for 500. Fair to say, the platform is included in there, but that leaves us with 300 over the next one and a half years. I don't know what you're doing in Vegas. You should leave. If I let go. Yeah, but that's really our concern when carrying forward.

How can we get get things done faster? And what have some of the sort of hurdles been as you're taking these workflows and trying to reimagine them? Let me let me start with an easy thing. Who of you is trustful to use Blueprint already? Just raise your hands. And would you allow Blueprint to do your salary calculation and your salary deposit? I think it does mine. So just you. You you invented Blueprint, right?

So no, but that comes to a certain essence. Um, from my perspective, as of today, Blueprint is not a solution for every process that you want to tackle remaining in the area of HR. There are many things which are vital, and things in HR are always personal. Yeah, like celery is the most essential process that we got. But there's other things where you maybe want to handle things on a more empathetic way. Yeah, worst case, death of an employee or something, which unfortunately happens. There is nothing you want to have designed with such a solution yet. Yeah, but on the other hand side, there are so many annoying topics in HR. Yeah.

Correction of a vacation, booking, um, documentation of a payment that has been made. So things which are not putting people under pressure. Yeah. Where you say, yeah, it needs to be done and it needs to be fine, but we will figure it out for us. That means from the 300 we have still to go, 250 are of such a kind of low impact and are even executed less than 150 times a year. That translates to less than three times a week for an organization of 101,000 120,000 employees. So the impact there is really, really low. We will never be every euro we spend in developing those processes. I don't want to say it's a waste, but it's never going to be a positive business case.

So with any chance that we have that we can transfer that in a way that it's good enough, safe enough to try. I'm at least very committed. There are some hurdles. I know we have challenges with integrating it. I know that especially from IT architecture, there is stuff to do. It's not like a plug and play yet. But on the other hand side, and especially as we carry forward, we need to get more creative on how we make this also in a productive way. But anyhow, even though if the solution yet is still not like a fire and forget like, like push it over and it's taken care going along the whole chain. The first part is the one where we lose most of the speed, bringing competencies together, having them documented it properly, having it in a way that and I mean it's business people.

No offense, but there are things like what's the unhappy pass? How does cancellation work, which parties are involved. So and even if I just perceive Blueprint as a checklist to tackle those items and to get the feedback on those items gives me such a significant speed in the elaboration and documents that in a way, an IT developer understands it without any chance of misunderstanding. Generally. Yeah, that is just an accelerator for everything that we do. Yeah, yeah, I think you touched on a bunch of great stuff there. I mean, you already touched on changing the skills composition so you can tackle these remaining 300 workflows. Maybe you don't need to bring on an LSA every single time. Um, business and IT collaboration.

I think I remember the first time I talked to you. You. You had established some sort of intake form around your business, facing requests in the. Workflows that are in here. And they had to fill this out. And then you probably had to sit there and translate that into case types, into user stories, into data objects. And now with Blueprint, that's done for you automatically. And even if we keep this form, the way for business to come to the input to this form is already vast, just because of the variety of cases they need to consider in scenarios they need to consider. Yeah.

So those are some of the challenges. Now what's the opportunity. And almost like tangibly, how have you started to leverage Blueprint to accelerate this modernization? Yeah, I think when you first time in contact with a Pega implementation and many people in our organization still are, there's quite a bit of philosophy to understand. Right? So there are certain formats you need to understand what is an interaction, what is a case type, how they do things add up and the first thing that it does, it bridges the gap between the IT language and the business language. Yeah, that it gives this famous structure of a flow. Our organization is mostly used to BPMN. That's a complete different style of documenting of reading.

And don't underestimate that change. They have grown into that for 15 years. For 20 years. Maybe that's the way how they work. And now somebody coming and saying yeah, we do things different. That creates disruption and a lot of difficulties to adopt and pushback. So giving them a chance to find themselves back in those processes and adjust instead of recreating and having them a guided discussion with somebody familiar with Pega is something that that that makes sense for us. Yeah, I think an incredibly invaluable sort of motion we've started to see emerge over the past couple of weeks and months around Blueprint is just sitting down in a workshop for half a day business, and it together work through a single use case in Blueprint and with the import functionality. At the end of that three four hours, you have a prototype of a new set of workflows production ready, I'm assuming.

Yeah, in general production ready. But that's probably a bit. What if I could formulate a wish? Yeah. Having something integrated into a work. I mean, we, we spend a lot of effort into designing a platform that is reusable and scalable with certain reusable applications and scenarios, and that is something that Blueprint not yet can consume and anticipate. So that would be and don't get me wrong, it's amazing what has been done until here. Yeah, but that would be something which would be really cool to really say, yeah, I know that's the telecom platform. And here we plug in and really to use it as a Lego brick to to carry it forward.

Yeah. Okay. So you're using it to bridge the, the gap between business and it. What else are you thinking about? How else is it helping out. When it comes to to collaboration? First of all, we have all those scenarios where things are forgotten. Yeah, like notification emails, cancellation parts and even it can be that you start with a process you have no clue about. So I need to say I'm doing also some, some, some other topics at Deutsche Telekom.

But if I'm confronted with a topic I have no clue of, at least Blueprint gives me the chance also in our core businesses to get a feeling on what we are talking about. So it's like a quick jump to have an idea of a process. You see, for the first time, you know you you hear a name, parental leave for example. So you get the first steps ready to start a discussion, even though you may be familiar with the methodology, but not yet with the content of it. So having this elaboration more guided is something which increases quality of documentation, and by that avoids that. We run in vicious circles of having to ask questions back or the classical. And that's, by the way, one of the biggest benefits. I don't know who of you ever heard the sentence from business. Like I imagine that to be different.

Yeah. And here you can at least give a preview to say, hey, that's kind of what it's going to look like. Yeah. And with, you know, sort of the GenAI infused throughout, you kind of have an opportunity to flex your prompt engineering skills and add some more of that context in there and regenerate different components to maybe get closer to what the business is expected. I mean, that's a very good impulse because it allows also business to to describe the topics in their natural language. Right. So just as we speak and even if you use Speech to text, even just record what they are saying and have that plugged in. All right, so bridge the gap. Elaborate sort of unlock some maybe different ways of looking at things.

What else? Yeah, I pointed on the topic of open to new ideas already. Um. I think it's a tough job to establish a culture where it and business work hand in hand, and not one side tries to convince the others that they know the job better. I mean, that's human. Everyone is convinced of the work they do. That's no offense to anyone. That's just kind of the culture in which we are active. But the point is, whoever comes up with a suggestion often feels to be like asked to be challenged or to push something forward.

But having a machine generate an idea of a new process, first of all, strips it down. Yeah, because GenAI mainly focuses on the commodities, on the. Yeah, on the largest common things that you have on those processes. But from there on you can work on it from both sides. It's a neutral ground on which you can grow. You start. Everyone starts from the same point and everyone has their valuable input. And hopefully we forget about these exceptional cases, which we are going to treat as exceptions and not as the standard process. Yeah.

And also, you know, the opportunity around reimagining legacy. You know, you saw the BPMN import capability this morning being able to plug in some of those legacy assets. That would be amazing. Yeah. Yeah. So that's going live in just a couple of weeks. Very exciting. And that's sort of the start of a strategy around, you know, we think Blueprint is a great place to rethink and accelerate some of this modernization. So it needs to be informed by, you know, your legacy estate.

So you'll see more and more of those capabilities coming over time. And then you mentioned 250 of these workflows you're working with. Take them or leave them. But we need to bring them forward. But they're maybe not the highest value things in the world. So how are you thinking about that? That's why I'm really starving for the feature to import BPMN. I mean, we are in the lucky position that we have those things documented in BPMN, so that would give us a push, really, to just get rid of the old machine that is going to free up millions of euro once we shut down the legacy system, because that's to be clearly said, it doesn't matter how unimportant the process is. Legacy can only be retired.

Once you migrated everything or decided to shut it down or to to stop doing it. But giving this as a chance, and we have this awful deadline on our neck. 2025 end of 2025. The plug is to be pulled. Okay, we can all say we all know it. Maybe it's mid of mid of January, but anyhow, the deadline is there. And that is a risk because the alternative is pen and paper. And here if we got this, that also drives with our organization the acceptability because we know we need to get like an 80% version. Right.

And then we are good for the next because the alternative scenario is too risky for us. So that is why lift and shift is one of our priorities as of now, as speed matters. Yeah. Yeah, I love it. So, you know, I do want to get into sort of where you see this, all of this going. Uh, you know, your Blueprint wish list, along with how you see, you know, Deutsche Telekom incorporating it, but maybe what's your sort of final word of advice for the folks out there in terms of getting practitioners into Blueprint, how to incorporate it, how to think about it? I would, first of all, say it's safe enough to try. Yeah. I hope that everyone has at least tried to build a Blueprint.

It's taking less than three minutes. I just created one in the break. Just as the point to say, let's see how far it gets us, because it doesn't matter what I'm saying on this stage. Yeah, maybe that doesn't apply at all to your organization, and you may have different pains and different scenarios. You may be much more advanced than we are. But anyhow, in order to see your application point, I would encourage you just to try it out and to see how far it gets you, because I'm really believing that there is a benefit in there. Yeah, I think having something to react to and adapt is just critical. And Blueprint will get you to a prototype, a proof of concept that you can have conversations around in a couple of minutes. So it's a no brainer.

So the future. The future. The future, where do you see all of this going and what does Tony Stark have to do with it? I don't know if everyone is familiar with Tony Stark, Iron Man and his AI Jarvis, who's is actually doing the whole job. But the situation with Blueprint currently is that it's only available at design time. So once I set up a new process and I describe it, that's already a huge value add. But in a perfect world, I would have a future version of Blueprint guiding me through continuous optimization process, analyzing the the existing ecosystem, identifying how a process could be improved. Let's say with parental leave, for example, we figured out that every parental leave is approved, so why not taking it out of the equation? Things like that, adjusting thresholds in order to process it faster, kind of this stuff.

And that would be a big benefit to the organization also. And I heard that my wish has been heard. Yeah. Ingestion of legacy assets, not only BPM, but in a perfect world we don't get fully rid of the blackboards and so on. But maybe we will be capable to import drawings or sketches of user interfaces, where we have a very clear idea how we want to structure stuff, because we have a common way of doing it across the organization. Um, prototype experience. We are there yet? Yeah. So that went fast.

And that is something I really want to point out, which I really found impressive. Um, I had some tough talks with our client success manager, who always called and said you didn't try out the latest version, and that was kind of a week to week. Yeah. So the the speed by which new features are released throughout the last year was really there was a drumbeat. Yeah. So, um, that's something to frequently look. And for us, as I said, we're doing HR services across the globe and every country has their own legislation. So having a chance to localize certain scenarios and to know that, yes, we all love standard processes, but maybe there's a need to localize, and having a solution for that would be would be great. And last but not least, I'm also deeply impressed how many conversations we have about that and how often we have the chance to give feedback and to see those things really happening in the systems.

I love it. Yeah, this is a great wish list and you know you'll be. Next week is fine, Matt. Yeah, well, you will be pleased to hear, you know, a couple of these are definitely on the roadmap. A couple of them you can see today. So you mentioned the UX design available at the kiosk. Continuous optimization. Optimization. Building blueprints based on Process Mining analysis.

There is a booth in the Innovation Hub. If you're interested in that as a topic, I'd definitely recommend you go check it out. It's really cool. You run an analysis, you filter out inefficiencies, and then you take something into Blueprint to reimagine it and get a new optimized workflow out quickly. And then, you know, as you mentioned, Blueprint, It's getting better every single week. So you saw the the UX design capabilities on stage today. Those should be live this week, which is amazing. So it's just continually iterating. And one thing which we are going to be doing there and we would love feedback on this as well, is starting to do more, you know, continue enabling continued enablement around what's new in Blueprint what's coming.

So look forward to newsletters, community pages, all of that stuff. So you can you can keep your finger on the pulse there with that. Daniel, I want to thank you for taking us through how you've started to incorporate Blueprint some of what it started to unlock in terms of this modernization project, your business and IT collaboration. I think it's great. And, you know, it's amazing. So any questions? Thank you. Yeah. We've got two whoever gets there first.

You go ahead. So you made some comments about Blueprint not being aware of. I think Layer Cake and reusability. Can you talk about that? Did you have to put that aside then in your strategy to get benefits from Blueprint, or how did you deal with that? That's a conversation better to have with our IT architects, I need to say. But the thing is that what's coming out still needs to be integrated. You want to well, it's a usable application to be that clear. But as we are operating on a platform which shall be treated as one with one area, we want things to run common.

We want to code to be reused. That's something Blueprint doesn't know because it doesn't know our system. Yeah, maybe that's coming at a certain point in time, but we don't provide that that input, neither by providing guidelines nor by giving the insight how the structure of our Layer Cake is. And therefore that would be a manual adjustment. And I'm to be honest, not sure if that would eat up the efficiency it created along the run. But definitely the part. I mean, looking at an implementation, it starts with the ideation. It ends with the go live. And I would say it currently it's like cut in half by the point you have your requirements ready.

And then when they are implemented and having that first period shortened significantly also shortens the overall. So yes, there is a benefit for us which we which we like and which we use, but it's not for our use case. Not yet. The plug and play scenario we are discussing in the in the organization. Still, if we have use cases out of our HR ecosystem and I love to say that word, there is a new law in Germany. It's called Gesetz, which is something to take care on your suppliers that you need to validate that workers are legal and so on. So that would be a complete new scenario. And there I would be pretty trustful that we get that done without having the integration just because we would bundle it, but for sure, still things like single sign on corporate Ldap. I will say as well.

So Blueprint as you've seen, doesn't have any context in terms of what's in your Layer Cake. But when you run the import, I wish I had a demo of this. You are able to select what layer you want to build on top of, and then reuse case types and data objects as you're going through that process. So probably not like there yet in terms of like a silver bullet, but it's going to get there as we build out more of it. While we were talking about Blueprint, so the application which is generated by Blueprint, it would require a lot of refactoring to bring it in line with enterprise class structure and right. Situational Layer Cake. Right, exactly. I mean, that's exactly the point. Yeah.

As there's no insight and depends how complex your structure is. Yes. Or you say, I just put it completely aside and make a separate instance for it. That's the alternative scenario. But then you don't benefit from the reusability of your code. And again, in the import, you do have some control over the class structure of your what's going to get generated by your Blueprint. So you can define the organizational layers, the class names, stuff like that. It's probably not again, the full level of detail you're going to want. But it's not just going to auto generate things before you're seeing them.

So import you might not be bringing directly in your dev environment. You might be bringing into sandbox. And then later on. As I said, our current scenario is for us, especially on this first track of the journey to say we bring the elaboration to a more automated level, to a better suggestion. We get easier processes which reduce the implementation effort and only to have an instruction. I mean, we are a global operation, even though to say, okay, that's the structure we want to see implemented and to have that in a standard manner has a value in itself. Right. And when you mention Mentioned about modernization. So do you mean like changing UX and adding more steps or enhancing business processes, or is it just really going on to new, you know, like from theme to cosmos react?

That's definitely a separate topic. But when we are saying what obstacles we are facing, it's as I said, everything that you defined as reusable is literally unavailable. You can allocate it. I understood, I need to admit that I didn't dive too deep into that yet. Yeah, but that's the point. What is, from my perspective, the next step of the journey. And that is something I want to point out. Um, what is what is delivered here is something I found find very ambitious to do it at full scale the first time. So let's give our organization also a chance to grow into that, and for both sides to stay a bit under control, because the change you bring to those people to say, yeah, by the way, future, our code and our processes are AI generated.

That's creating tension and that creates pushback. And redesigning processes in itself is already a great change procedure to the organization. Or just last question, it obviously looks very big application. And so it was probably on on premise. Right. And you are migrating on cloud as well as part of this initiative. Right. We are not yet there, but it's definitely on our roadmap to go. Yeah, that's a bit complicated with our organization when it comes to data security and privacy rulings, especially as a telecommunication provider formerly state owned, that's very rigid.

So that's something we are elaborating and which is to be done this year or early next year. All right. Thank you. You're welcome. Cool. Yeah. Cool. Any other questions. Yeah.

There's one. Oh. All right. Awesome. Could you help us understand how COE the center of excellence that you have helped in your journey? Mhm. So, um, we started with I don't want to say nucleus because it's making 90% of our processes, but we started with a core of HR. And what we did is we are in peak. We were running seven developers teams in parallel.

And what you need to make sure is that you have certain guardrails and architecture patterns you want to see and want to see reflected. So bringing people into standard and to formalize is, by the way, something I'm striving for. That's what we call the design authorities on which we check the requirements and stuff like that. From COE perspective, that reusables are used, that certain things are designed in a smart way, A in a correct way that we don't have masses when it comes to processes and so on. And by that, we also define the methodology by which we do elaboration and implementation. So running for 800 processes has the necessity to industrialize. It needs to be run like you know, and um that is we are trying to provide structure on all of these items in order also to being capable to rearrange teams and to have just a working modus operandi with everyone. And Blueprint is something we are incorporating there. All right.

Cool. Well, I don't see anyone rushing up to the mic, so I'm assuming we answered all the questions. So thank you again Daniel. Appreciate it. And thank you all for joining us. And thank you. Keep blueprinting.