Name: Transition With Confidence: Top Implementation Strategies From Leading Finance Teams
Uploaded: 2025-08-20T16:01:10.298Z
Duration: 41 min 23 s
Description: Transition With Confidence: Top Implementation Strategies From Leading Finance Teams

Transcript for "Transition With Confidence: Top Implementation Strategies From Leading Finance Teams": Hello, everyone. Give everybody a couple seconds to join us before we get started. Hope everybody is having a good Wednesday. Alright. And we see I see some people come, coming in. So we'll go ahead and we'll get kicked off here. Hello. Thank you so much for joining our webinar, Transition with Confidence, Top Implementation Strategies from Leading Finance Teams. My name is Taylor Decorte. I am on the North American events team here at Emburse and your host for today's event. Today, we're gonna cover how to plan, launch, and scale a modern TNE system using a proven three phase implementation framework developed from thousands of successful rollouts. Just a few housekeeping items before we get started. The session is being recorded. A copy of the recording will be emailed to you twenty four hours after the event ends. You'll find the documents tab in the engagement area to your right. I highly recommend checking that out as we've curated some really awesome additional resources relevant to the materials we'll be talking through today. Another thing is at Emburse, we do encourage you to ask questions throughout the webinar. You can do so under the q and a tab at any time. Chat is also available today. I do see a couple of you have already taken advantage of that. Good morning to you all. And please do feel free to continue to use that chat. This is a great place to engage with us, the speakers, but also your fellow attendees. To get us started here, we always like to kick things off with a couple of poll questions. So I'm gonna go through two poll questions here. Our first one, talks about where is your team currently at in your t and e or spend management journey? And I'm gonna go ahead and open that up for everybody. So be, feel free. You should see the poll tab, in the engagement center. Go ahead and click on that and start submitting those answers. Alright. Let's share here, what some of those results are coming in. Let's see. Some are of you are actively looking to replace your system. Looks like, a couple of you are have recently selected a new tool and are preparing for implementation. Not planning a change at the moment, but still exploring best practices. Alright. A good mix. Seems like it's pretty split. And no worries here. We are not going over any specific systems or any specific rules. This is best practice focus. So even if you're not looking to make a change, you're still in the right place. Hopefully, we've got some really good information for you today. Give you all a couple more seconds to start getting those answers in. And it looks like we've slowed down a little bit in responses, so I'll go ahead and close that out, and we'll move on to the next one. Alright. Our next question, is for those of you who are, in that rollout plan, process, what are your biggest concerns when planning or executing a TNE system rollout? Even for those who maybe aren't in that phase yet, if you have some concerns, we'd love to kinda hear about them and your mindset there. So I'll open that up for you all. Again, under that poll question, in that engagement center to the right of your screen, if you wanna start submitting those answers. Alright. Looks like our biggest concerns here are gonna be technical configuration and integration. That is a big component. I can understand why that's a big one. And then user adoption and training, that's also a really common concern. Thankfully, we are gonna be talking about all of these today and addressing all of them. Couple more seconds to fill out the this one too, and then we'll close it, and we'll get started with the webinar. Awesome. Yeah. It looks like that technical configuration integrations piece is is the big one, so we'll definitely be touching on that today. Alright. Thank you all for engaging with those polls. We appreciate it. Now I am very excited to introduce our speakers for today. So starting us off, if Whitney and Guy, if you would like to join me on stage here. There are those lovely faces. If we could all welcome Guy and Whitney Whitney Payetch. I hope I pronounced that right, Whitney. Sorry. I tried. Is our senior implementation consultant. She has a really awesome background, and we're very excited to have her, here today considering she is very much in the weeds with our implementation and very familiar with those processes. And also joining us is Guy Larkam. He's our product marketing manager. Very familiar with our systems, and our implementations as well, and has been very helpful in getting a couple people set up in in those successful transitions. So, I'm gonna turn it over to Guy and Whitney now to further introduce themselves and to dive into today's content. Thanks, Taylor. Yes. Like she said, I'm Whitney Paich. I'm a senior implementation consultant. I've been here for nearly four years. Prior to that, I worked at SAP Concur for eight years, implementing enterprise, global implementations. And then prior to that, I was a customer and we implemented Concurge. So I have nearly a decade and a half of t and e experience. I've seen things that work, things that don't work, areas that people or customers can improve upon. So I love leaning on all my experience. I've been on both sides of the table as well. So, I'm excited to share with you our methodology and, hope you find it informative. Thank you for taking the time out to join us and listen to what we have to say. K? Thanks, Whitney. Yeah. So similar to Whitney, I've been around, Emburse for a little bit of time. I've been here for about three to four years. I'm a product marketing manager and so what my role really is I talk to all of our customers or as many customers of ours as I can and even people who aren't our customers to understand, what are the challenges they face when it comes to spend management, what are their concerns when they think about moving spend management processes or making any changes, And then I really seek to convey that into our organization and figure out how we can do it do the like, make these processes as smooth as possible. So my perspective really comes from talking to people like all of you in the audience today, and and and, and understanding what it is that you guys are concerned about and then making sure that we have the processes in place to really give you a smooth, move to a system like Emburse, or any change that comes with that. So I'm really excited to share some of the best practices we have today, and, yeah, we're excited for some of your questions too after we after we get into it. I think the polls were a really great insight into what some of you are thinking about and why you might be on this webinar today. So with that, I'm excited to get into our presentation. So, first thing that we're gonna talk about is why implementation strategy matters. So I mean, and let's, really what we're doing here is we're gonna start kinda high level, and then we're gonna get into this phased approach that we come at it with. But I think, when you get into an implementation, and before we walk through our three stage approach, I think it's really important to establish why something like this is a valuable effort. Anytime anyone, you know, hears terms like change management or process improvement in an organization, there's kinda this moment of cringe. Those are kinda loaded phrases, they carry with them maybe even a bit of dread. We've all been through it, we know when we roll out new systems, when we roll out new processes, There's a whole bunch of different things we have to be concerned about. Will we be able to get everyone on board with the change? How will we make sure the new system fits our process to the to the to the needs that we have as an organization? Is it gonna be worth it from a time investment, just pure effort standpoint? Those are things that really come up. And, ultimately, the answer is yes, but that answer is yes really only if it's done right. If the approach is there, if everyone's on the same on the same page, and if you can really get through a a strategic process driven, strategic, I guess, success driven process. So one of the ways to do that is you have an experienced knowledgeable partner with years of expertise that can make a huge difference. So when we think about an implementation, it's important to identify what is your why? What is it that's driving this change ultimately? And you're gonna want yourself, your your team to know why, but also your organization. So why are you driving this project in the first place? Some of the reasons might sound familiar to you. These are some of the ones that we hear most commonly, is that many finance teams might still be managing their expenses, through a patchwork of methods or tools. That might be even as as sort of basic as paper receipts, Excel spreadsheets, sometimes printed off, but a lot of times those get emailed around. So you're sending emails to everybody, maybe using modules in your ERP that provides some of the support you need for gathering expenses, and and analyzing spend, or even legacy systems that people have been on for a number of years. But that provides some automation, but at times kind of fall down or you find friction in your process. Or even they're difficult to manage. You have updates that you need to make. You have changes in workflow that need to happen, and you're unable to do those for any any number of reasons. Some of that might be needing to submit tickets. It might just be that it's a challenging thing to, administer, or you might just need some some expertise, a little bit of, advice or insight on a best practice. Any of these circumstances or methods can lead to fragmented systems that really slow everything down and ultimately frustrate employees on both sides of the process. So even when organizations try to modernize, sometimes projects can still fall short. Why does that happen? Because they don't focus enough on alignment, policy rollout, or adoption. And really the way I'd put that is not necessarily that an organization isn't focused on that enough. It's that they might not have a partner who is providing the right level of support in that. When that happens, the result is familiar. There's confusion, frustration, maybe even decreased productivity or morale. And ultimately, whenever we're buying a system like this or paying for it, we want ROI. The idea is to make everybody more efficient, to alleviate challenges, concerns, roadblocks, and in processes, and really get time back for the strategic initiatives that are that organizations really need to be focused on. One of the things that we have heard from a controller, and this is a quote that I like to return to here and there just as a reminder of the value of having a really good system in place. They told us that reimbursements that takes weeks can crush morale. That means because you have employees then who have spent money on the behalf of the organization, who might be out that money for a period of time. And, you know, everybody is in a different position, different different situation. And even just kind of like knowing that the organization cares and will quickly respond to these requests or or or these claims is really helpful. So I think that one quote really captures the rebel effect of a that a poor implementation can have, not just on process, but on the people. And that's what we really wanna think about with something like this. That's why at Emburse, we don't think of implementation as just a checklist. It's a strategic, people oriented initiative. So before we move a little further, I wanna just quickly consider what a great implementation, one that has strategic basis to it, that's, system and process driven, what it what that can achieve. So the beauty of a strategic and deliberate implementation is that it sets the foundation for an efficient t and e program that helps end users submitting the expenses and the people in the finance and AP departments that manage the program. So people on both sides here, their jobs are easier, and the parts of this that they have to touch feel more natural, more efficient, and, you know, cause less stress, really. Done right done right, as we've said, the results for this can really be transformative. Immerse customers, whether they've moved to an automated platform for the first time or are switching from something they've used for a few or even many years, they often see these kinds of results. Of course, it's just one piece of their job and it's one that can take up an inordinate amount of their time. So that can mean less time for strategic work or longer hours. So a successful implementation can end up making these their lives, their jobs easier for everyone involved. A great example here is one of our customers, a really favorite one, is University of New Mexico. They saw an increase of 75% in the time to employees being reimbursed. That's really helpful. If you figure that like before it was taking a week or two, it's taking a couple of days then. That's really helpful. People know they're gonna be responding too fast. They know the attention is being given. That helps drive employee satisfaction. It also helps you increase adoption of the program. Not to mention, fewer emails from employees asking or complaining about when their money is gonna arrive in their own bank account. Another great example is Dealer Tire. They were able to achieve complete approval compliance with built in rules and automated workflows that align to their business and processes. So you can imagine that part of this is making sure that people are getting the visibility and that they what they need to look at is arriving in their inbox or however they wanna look at their their reviews as fast as possible. So now your approvers are having an easier time knowing what their team is spending on, what's going on, and they're able to take take care of those those tasks much faster. Ultimately, that freed up forty hours of week a month, which is essentially an entire week, that the AT AP team could devote to higher order projects. Of course, these are just examples. But if you're finding you or your team is bogged down with tedious travel and expense management work, then you may be in a good position to consider a move to a new system or upgrading in in in, to something that is a little bit more efficient. So what does a successful implementation look like? I think I'm passing over to Whitney now. Thank you, Guy. Alright. So I'm gonna jump right in. So we have a three phase methodology framework that I'm gonna be taking you through. Alright. So we've refined our processes into three clear phases. First, starting with pre implementation, then configuration and validation, and finally deployment and roll up. This framework allows for flexibility, reduces work for your team, and ensures a smoother transition with higher adoption. In the first phase, we start with discovery, understanding your goals, legacy tools, processes, and organizational structure. We review your existing systems like Concur and align with stakeholders during kickoff. This first phase lays the foundation for everything else, including success metrics and project ownership. The second phase, configuration and validation. This is when we tailor to your setup. We it includes admin training, stakeholder testing, and tight feedback loops. We believe in starting simple and layering in complexity as needed. For the third phase, deployment and rollout, we recommend starting with a pilot group then scaling up. During rollout, we provide admin support, enablement assets, and in app tools like Inverse Assistant. With this structure, you're not just going live. You're setting up for long term success. So to jump in specifically to the first phase, we know in an era of increasing digital acceleration, finance teams no longer can afford to just wing it when rolling out critical systems like a t and e or spend management platform. Pre implementation is not a warm up exercise. It's a strategic alignment phase that separates organizations that scale confidently from those that stall mid rollout. This is why, Emburse, we know it's a best practice because modern implementations fail not because of bad software, but because of misaligned goals, mismanned expectations, and overlooked dependencies. And I, based on my experience, know that to be true. So just to highlight, we know that implementations can fail or suffer because of misaligned goals, mismanaged expectations and overlooked dependencies. Very key items that we try to address and make sure we plan accordingly in the first phase. We know this phase mitigates all three by ensuring stakeholders are engaged early and existing systems are understood and change readiness is assessed upfront. The key components in this phase that we provide are welcome materials and discovery documentation. This creates shared visibility and reduces rework later on. We hold a kickoff session which aligns strategic goals with tactical execution, defining success criteria across departments and the organization. Then we have a current state review. This helps avoid costly surprises by tailoring the configuration to your legacy system and processes. Perhaps, you know, custom exports or reports to help support your internal processes. And then last, stakeholder mapping. Establishes clarity on roles, decisions decision makers, and communications from day one. Why does all this matter? Here at Emburse, we know a fragmented start creates downstream confusion. This first phase sets a unified technical and operational direction. Now that we know that we have set up a strong foundation in the first phase, we can start building the system configuration. This is more than just a checkbox setup, it's the codification of your financial controls, your user experience and compliance strategy. This second phase ensures your new solution mirrors the reality of how your organization operates not just how it was sold. We know this is best practice because many implementations stall when configuration happens in a vacuum without real world testing and iterations to avoid surprises at launch and give internal teams ownership. Key components in this second phase start with a tailored configuration. This aligns with real world structures, not generic templates. We include administrator training, this empowers internal teams and system admins to manage policy updates, end user support and role changes within the tool independently. Followed by testing and validation cycles. This simulates real world usage to catch issues, adapt policies, and build stakeholder confidence before going live. We know this matters because a solution is only as strong as its foundation, its original setup. That's what we start aligning in the first phase. So we know that here in the second phase, what we build will work as intended, and you can have confidence in it because you'll be testing before your end users ever log in to the system. Alright. Now on to the third phase, go live. We know go live is not the finish point. It is the inflection point. How you roll out a t and e system determines whether it becomes a strategic advantage or just another tool that your team avoids. This phase ensures a well supported launch that delivers immediate and lasting adoption. We know this is best practice because too often rollouts can be rushed, under communicated, and unsupported. By treating deployment as a human centered change initiative, not just a technology switch, this phase helps organizations avoid end user resistance, slow ramp up, and weak compliance. Key components within the third phase start with a phased or pilot roll up. This reduces risks, gathers feedback, and builds internal champions. And then next, end user enablement. This combines live training, quick start resources, and support channels to meet diverse learning styles. Then a momentum building feedback loop helps identify early wins, addresses friction point, and reinforces user engagement post launch. Why does all this matter? We know here at Adverse, a great system that no one uses delivers no value. This final phase turns potential resistance into confident widespread adoption. So next, we have the the human component. And so here at Emburse, we know even with the most intuitive tools and perfectly configured workflows, transformation can stall if the people behind the process aren't fully on board. Change is emotional, not just operational. And resistance is a natural response to uncertainty. That's why truly successful implementations pair technical excellence and empathy for a human centered enablement journey. At Emburse, we've learned that adoption isn't just an outcome, it's a mindset shift. And it requires strategic support, a paced rollout, and clear internal messaging to drive lasting change. We have three best practices for managing change and building adoption. First, we start with change management support that's aligned with the change curve. We guide teams through the psychological phases of change, which is shock, resistance, exploration, and commitment. Rollout timelines and messaging are intentionally aligned with what the users are likely feeling at each step. By normalizing resistance and supporting the users through it, we help build long term confidence and reduce the risk of disengagement. Second, communication templates. These help explain the why and the how. Clear communication is one of the most underestimated drivers of adoption. We provide ready to use templates from executive sponsor announcements to departmental rollout emails to ensure employees hear consistent reassuring message. These assets articulate why the change is happening, how it benefits the individual, and what they need to do next, removing the guesswork. Followed by our third which is executive sponsor and champion strategies. We help your leadership identify and activate internal champions who can model behavior, answer peer questions, and build cultural support from within. Executive visibility is also key. When employees see senior leaders using and endorsing the system, they're more likely to follow suit. These champions play a pivotal role excuse me, in early feedback loops, change reinforcement and social proof across the organization. If you have any questions about the three phases of our implementation framework or any more specific implementation questions, please share them in the tool in the q and a area and we will address them at the end. For now, I'll pass it back to Guy. Thank you. Thank you so much, Whitney. Alright. So that was a great primer on exactly how we are able to help organizations move to any new system, whether it be travel and expense, or I'm glad somebody noted this, or invoice. It's a very similar process, because you're moving to a new system. Of course, there's nuances to travel and expense versus invoice, but I do wanna I do wanna acknowledge that question and just bring that up here. But really there's a lot of advantages to the way Emburse goes about this. So I'd love to talk about that a little bit. I think what we've really emphasized here is that modern transformation for spend management, whether that be travel and expense or invoice, it's not it's no longer about simply replacing an outdated system. It's really about reshaping how organizations control control spend, support employees, and unlock better financial decision making. That kind of transformation, it requires more than just a platform. It really demands deep expertise, flexible design, and ultimately a methodology built around long term outcomes. So we're trying to build something today that as you go forward is able to adapt to the changing needs of an organization. So not we don't want just a short term go live, essentially. At Emburse, what we've really done is we've designed our implementation approach to deliver just that, a confident path for organizations to adopt, backed by real world experience and technology that adapts to to your future, not just what your challenges are or what your systems look like today. What sets us apart as Emburse is that strategically, not just is that if we take a strategic approach, not just a technical approach here. So the first big thing here is that we have expertise with legacy systems. I think Whitney really spoke to that well. You can just look at her experience having been with multiple organizations that provide this kind of service to different, to their customers. So that's a big piece. The next here is that, change without disruption. So our team brings deep experience, migrating customers from legacy tools like Concur or ERP modules or a lot of there's numerous organizations that today still use a manual approach. And there's really nothing wrong with that. It's just ultimately that can lead to some inefficiencies with organizations. So we don't force your team to start from scratch. Instead, what we do is we map what's working, what's working today, we look for the inefficiencies that exist, and we're gonna carry forward what really works for you and what's valuable at this point. Best practices, we help you preserve familiar workflows while introducing better design and automation to reduce the fatigue that teams might feel as they start to adopt new processes and new systems. Just as a an example in this area, BASF is one of our customers, one that we really really love to work with. They actually unified their travel and expense processes across 11 countries. With that, they had to replace three different systems, and and introduce a single streamlined process that helps them get visibility into everything on one platform. It brings all of the data into one area, and they're able to actually then make decisions, strategic decisions that go far beyond just their travel and expense or invoice processes, that that help that support the organization. The next piece here is having a platform that evolves with your business, that can change as your business changes. That means your t and e system should also if your business is changing. From new regional policies to environmental sustainable and governance tracking or hybrid work support, so employees that are on the move or that are working from home these days or working from home partially, maybe you have different stipends or different things that you wanna offer them in that in that situation. And Emburse really provides the type of configurability that can adapt, without needing to do a custom development work or have some sort of lengthy IT dependency here. A best practice in this case is choosing a platform that doesn't lock you into what works only today, but is gonna be able to scale with you as you determine what works for you tomorrow in the next phase. Another great example here is a customer in The UK called Pizza Express. Another one, Jotun. Both of them scaled their spend programs really quickly, as a result of Inverse's flexible policy and approval configuration. So what we're able to provide is a approval process and policy configuration that really can can align to, you know, how do you need to code your expenses? Who needs to see each one? Do different groups or just somebody from a different group need to see it? You're able to make sure that visibility is provided to each team when they need it. A third piece here is that it's integrated by design. Disconnected systems are gonna create friction and blind spots. So what we have is an open architecture that allows seamless integration with your ERP, your HR, your payments process, and even your travel providers if you work with a TMC or an agency that makes sure that your data is consistent, current, and it's always visible. One of the best practices in this case is to have an ecosystem, not a siloed approach. Finance decisions are only as good as the data behind them. They need to be backed by, awareness, visibility, and an understanding of what the outcome should be so that you can actually check. Do we make the right call here? Do we need to tweak it a little bit? Great example here is Dealer Tire, a, a customer I mentioned a little bit earlier. They synced their ERP, credit card feeds, and our HR data to streamline policy enforcement and reporting across their entire organization. That's really helpful so that everyone across that process is either getting the easiest system that they have to work with, or they're getting the data and information they need to make decisions. Do we need to change a vendor here or there? Do we need to change a policy rule here or there? They're able to get that insight and make those decisions. Next up, user experience. Comes up all the time. It can almost seem cliche, but user experience is really something that can help drive adoption. The most sophisticated system really doesn't mean anything if users aren't aren't gonna engage with it and use it regularly. That's why we prioritize on our within our design teams and our engineering teams, user centric intuitive design. From mobile receipt capture to in app guidance, that makes adoption feel really easy, not something that's forced or foisted upon your users. In this case, some of the best practices include reducing friction and empowering employees to do the right thing without needing training wheels every step of the way. University of Illinois in this case, they saw faster onboarding with a significant drop in their in the number of support tickets that their finance team had to field after implementation because of a really great user experience and a thoughtful implementation design. Finally, the last piece here, build for what's next. Spend management is no longer a reactive process. It's something that we're dealing with every day. The economy's moving fast. Everything's changing. Emburse ultimately helps organizations shift towards proactive, intelligent spend spend control. We have innovations like AI powered categorization when we when we transcribe receipts. So we're able to pick, is this a meal? Is this a flight? Is this wifi on a flight? That really helps your users move fast and gets accurate coding and categorization when these expenses hit the finance office. Sustainability tracking and real time analytics. So you can go, you can look at your dashboards, you can understand what the spending is, and you can really look at it anytime during the day and know this is up to date data, not something that's getting updated every twenty four hours or something like that. So you really wanna make sure you're choosing systems that prepare you for the next five years, ten years even, not just the next six months. Sasser family companies, another one of our great customers, they cut their processing time by 75% when they moved from a reactive processing to a proactive insight based process. A quote even is that implementing a new T and E system isn't just an operational change, it's a strategic inflection point for your organization. With Emburse, you're not just deploying a tool, you're building the foundation for smarter spend, empower teams, and long term agility. So as we wrap up, I just wanna make sure we ground ourselves in a few of the core ideas that we've shared today. Primarily, a successful implementation isn't just about technology. It's about the transformation that it can unlock for an organization. Next, go live is just one milestone in the process or in the journey even. The real metric of success is adoption. Are people using it? Are you getting value from it? And finally, you don't need to get it all perfect upfront, but you do need a plan, a flexible one that aligns stakeholders, supports users, and evolves with your organization. With the right structure, the right people, and the right mindset, you can lead your organization confidently through change into a successful, truly efficient, truly transformative new spend process. With that, I think we're gonna open it up for some questions. We're open to anything you guys would like to ask about, but we really thank you for listening, and I'll let, Taylor kinda guide us through our question time here. Awesome. Yeah. Looks like, we have, one or two questions here that that I'll bring up. The first question that I really wanna make sure we address here is what tips and tricks do you recommend for an analyst that joined, a team currently using Inverse? And before I let you guys answer that, Guy and Whitney, I I wanna highlight this question specifically because I think that it's really relatable and it calls out that piece around, adoption that we saw a lot of people had some concerns with. So, before I let you guys talk to maybe what that's like for a specific analyst role, I wanna make sure we address that from anybody who's new and joining and trying to adopt to a new system, because I think that's relatable for quite a few people. And in that case, I think that goes back to some of the things we touched on earlier, which are ensuring that you have, good support processes in place and good training as well. So making sure that you're working with the experts using the system to really, get an understanding of what your role is and how your role works within the system that's that you're trying to adopt to. And then making sure that your team has established support documents so that even if you have, have somebody joining six months, a year in, you still have ways to get them up to speed with that system. But I will, Guy, do you wanna jump in and and talk to that maybe from an analyst role or go into more specifics there? Sure. I think some of the great things that you can do are check out the way your organization is currently using any reports, dashboards, or analytics in the Emburse Analytics platform. I think that can just give you an initial look at, you know, what is the organization that you're working with or working for doing today. And think about, like, where you might have any ideas, for, like, what could change. I get familiar with some of the policy setup and workflow processes that that you guys have implemented. I think that'll give you a good view of, you know, what does it look like, with the way this organization manages spend, you know, get it giving you a sense of the setup. And then the other piece I'd say is maybe go talk to some of the people who submit the most, expense reports or invoices and get a sense of how they feel about it. This might be your opportunity to kinda get to go talk to people and say, how how do you feel about our systems? Where could we improve? What do you like about it? Because they're gonna have a they're gonna have a view of some sort, and I think that's a great way to get a sense of it. Whitney, do you have anything that you'd add to that? Yeah. So I would kinda piggyback off that. With our analytics tool. Our analytics platform is very robust. You can try to play around in there. There's a ton of self help articles on our training toolkit specifically for analytics and how to use our standard reports as well as create your own report. So if you wanna get, you know, creative in there, we do have a ton of standard reports. You just gotta dig a little bit. There's some folder structure, but we have top spend. We have compliance infraction dashboard. So what compliance rules are triggering the most last quarter? You know? And, you know, is it something we wanna be worried about? Is it mileage? Is it no receipts for out of pocket? And, you know, look for any, you know, maybe course correction or behavior change you might wanna, you know, address as a whole. And then also you can can drill down as well to certain departments or whatnot. We do have packages depending on what you're contracted for with our insight adviser team. So I do, when I'm working with customers, have to work a bit with them if they have my customer has custom reports or anything special that they need for their operational side of business, and that runs in parallel with their implementation project because they need that for when they go live. So sometimes I work with that team. They're really great and responsive. So if you do want that extra that extra support, that's something you can always create a ticket for to get more information on if you're an existing customer and see how that would meet your needs. K. Awesome. Those are great call outs. Thanks, guys. And I know that we're coming up on time here. So I do want to, say, if you guys have any questions, feel free to throw them in that q and a section. We can always reach out after, the call as well to answer any questions. But one thing I wanna make sure that we call out today too is our webinar today, was based around a implementation best practices guide that we put together. So we have linked that for you in the docs tab there. Make sure to go download that because it does dive into a lot of these on a deeper level that we couldn't quite get to today. So definitely check that out. Has a lot of good resources for you, and it's like we kinda mentioned, it's built on thousands of successful implementations. So we've kind of taken all of our knowledge, from Emburse and put it into one place for you guys. So, hopefully, you check that out and you enjoy that content. But with that, that is it for today's session. Thank you, Whitney and Guy, for joining us. Thank you everybody who came and attended today's event. Be do keep an eye out for future events. Next on our docket here is our webinar around AI. So we're talking about AI and how to use AI with still that human element, and that webinar is going to be August 28. So register for that. Check that out on our events page. But thank you all so much for joining. Appreciate it. See you. Bye y'all. Bye.