Customer Panel: We Did It. Here's What Actually Happened.

Welcome everyone to today's customer panel session. We did it. Here's what actually happened. I'm excited to have with us three of our Limble customers, very different organizations with different operating models, but using one system with... Within Limble to create consistency, improve adoption, and make smarter maintenance decisions. Really excited to have everyone here. My name is Kristen Drake. I am our head of customer success at Limble, and I would love to give an introduction to all three of our panelists today.

So who would like to go first? Tucker, maybe you?

Yeah. My name's Tucker Brady. I am the field technology and operations associate for Lee Company. We've been using Limble for, I think, about two years would be my guess.

Yeah. Excited to be here.

Thanks so much, Tucker. And, Brian, over to you.

Yes. I'm Brian Beddos. I'm the principal of maintenance and engineering for Macy's.

We've been using Limble for just over two years.

Great. Thanks for joining us, Brian. And Caleb?

Yeah. I'm Caleb Bowman. I work for Carter Lumber Manufacturing. We've been using Limble for about a year and a half now.

That's great. Thank you so much, guys. We're really excited to to kick it off. I think it will be great to give our our teams here today that are that are watching a little bit of background on how you've started with Limble. Would love to hear what type of challenges were you trying to solve, when you started looking at Limble as a CMMS. What are the gaps that you had found, and and what were you looking to achieve?

Probably our biggest challenge was visibility and consistency. We have 33 manufacturing locations that we have under Limble.

In every location, you know, it was starting to do maintenance a little differently.

So we wanted a common way to schedule preventative maintenance, document repairs, track labor and work orders, and ultimately understand what's happening across the company with the machinery.

And we wanted to get away. We we didn't have a actual maintenance program before this, so we wanted to get away from the knowledge, being in the technician's head and on some paper somewhere and actually start building a format that that they can use, and we can start sharing information within the locations and not relying on somebody that needs to show up every day. So it's been a... It's been an ongoing project, but it's been a really great one for for us so far.

Yeah. That's great. It... That is something that we definitely hear from a lot of folks. And maybe, Brian, I'll kick it to you. I know with your distribution center network, pretty similar, right, in terms of trying to get things a little bit more consistent across locations and getting getting that visibility for your team.

Correct. Yeah. So we rolled out across about two dozen locations.

Prior to using Limble, we had more of, like, a homegrown database style CMMS, which was not very user friendly.

So user friendliness was really kind of top of mind when we started shopping around for an off the shelf CMMS system. That's what really drew us to Limble is, the training videos, the the ease with which you can make small or large changes to the system, being able to to download spreadsheets, make adjustments, and just reupload them. We can see very quickly that there were gonna be a lot of, benefits to giving our sites tools that are very easy for them to kinda master, manipulate, and turn into what we wanted. So that's sort of the first step when you're talking about trying to create those strategic visions.

We knew what we wanted to be able to see and do and report and record, but we also knew that rolling out, similar to to the prior example, rolling out across, you know, dozens of locations, was gonna create a lot of hurdles if people weren't able to implement, in a similar fashion.

Absolutely. That... That's something that we hear from our customers a lot as well, just making sure that that you can manage the change, right, to a new system, a new process.

Tucker, I I do wanna go to you as well because I think you have a similar challenge with visibility, but it's a little bit of a different lens being that, you know, you are contracting out customer sites. Right? So do you wanna maybe share a little bit about, the challenges you are looking to solve?

Yeah. So a lot of our challenges came from... You know, we did a lot of good work.

I worked with some of the best technicians. The problem was we couldn't ever prove it. We would go out and do, you know, bunch of work for our sites, and, you know, we would have whoever go up on a roof and go, hey. Y'all left a bunch of trash, and then it becomes, well, no.

We didn't, but maybe we saw it, but we didn't get it. And it just becomes a whole thing to where we needed something to give the customer and give us some reassurance on, hey. We...

We're doing what we're doing, and we do what we say we're gonna do. Here are some pictures to prove it. Here's the workflows to do it. So that's really kind of what we were trying to solve was visibility for the client as well as keeping a consistent PM schedule, that we could replicate month after month.

Yeah. That that makes a lot of sense. I... I'd also like to to chat a little bit too about, how did you standardize across your processes. Right? So... And I'd love to hear it from from all of y'all because you have...

You're managing different sites, like, you know, I think a couple of dozen on the Macy's side over 30.

Caleb, for you and, you know, Tucker, of course, you've got all different kinds of of contracts and customers. So maybe, Tucker, we'll start with you. What are the things that you found that needed to be standardized in your in your process, and and where did you allow for some flexibility there?

So we started with preventative maintenance needs to be uniform. We had a lot of different people do PMs a lot of different ways.

So we first need to have a structure that would allow, hey. If you have a package unit, this is what you're gonna do every time no matter what it is. There's some nuance in there with the nested logic. We're able to actually ask, you know, the tonnage or if we're in heat or in cool.

So that was really good to have. And then with demand, we had a standardized procedure that just about every customer agreed that's what they really needed for visibility, and peace of mind. But we also know, with some of our institutional, you know, educational places, there needs to be a little bit of a different way of going about it. And so knowing those customers, knowing what they need, knowing also what the contract specifies for us was really important, and that's kinda how we balanced...

Balanced that rigidity versus the flexibility that a bunch of different sites need depending on what they're doing.

Yeah. That makes a lot of sense. And, Brian, interested in in your thoughts here too because you were coming from another system.

I mean, probably not as robust, a little bit kind of homegrown, but, you know, you already had that framework maybe a little bit in place. How did you translate that over? What were what were you looking to to achieve, especially as you were going forward with the, you know, standardization versus flexibility for your different sites?

Yeah. That's where we were relatively lucky. We had already done a lot of legwork in the years prior, with things like asset lists, spare parts, inventories, things like that. We did have task lists for our equipment for preventative maintenance.

I'd say the biggest hurdle that we really ran into is when you're trying to create a standardized process with so Macy's as the supply chain, we have a tremendous diversity in types of facilities. So, like, we have facilities that most people would think of when they think of a logistics center. So it's gonna be a bunch of racking and a bunch of forklifts and stock pickers and turret trucks, you know, performing manual picks and then manually processing things and loading them on trailers to go out.

But we also have the other end of the spectrum where we have fully automated facilities with robotics and, you know, top of the line sortation equipment. So there's a very, very big difference in how you would manage those two types of facilities. So when you're trying to create standardization, you you really have to be careful not to create something to a a certain denominator. Right? So you have to be very conscientious of creating standards more so based off of desired outcomes than necessarily creating, like, the the actual formal structure. So you have to allow a little bit of breathing room to say, this is the outcome that I want.

And, therefore, you know, you as the facility maintenance leader or senior manager or maintenance director, you're gonna figure out the best way to deliver that to me.

And then, you know, silos are generally a a kind of a dirty word nowadays, but that was something that you kinda have to leverage is saying, you know, these automated facilities. Let's work together to create standardized processes that make sense within your context. And so we would have more clarity in those those elements of the organization and then the same thing on the other side of the spectrum.

So that took quite a while to to say, okay. We were able to rapidly integrate into Limble. We got everything into the system and... But to get it into an effective place where everybody is sort of maximizing it, that's what took a a little bit longer. But even even that, they were able to get into the system and become users and start capturing the information and generating the reporting and all of that fairly quickly, but that polishing did take a little bit of time.

Yeah. And, I mean, I think that this is something that that everybody needs to hear on this on this call, right, that it...

It's never done. It will...

You will continue to iterate. You will continue to update your process. You're going to continue to learn, and that's okay. Right?

Within within Limble or any CMMS or solution that you choose, right, it's you need to understand how things work in your own organization. And as you get your teams in there and starting to use it, you're gonna need to make adjustments. Right? And, actually, Caleb, I might I might kick to you next on this one because I think kind of around that, especially because you were coming from not really having any system.

Right? How how did that transition go for your team? How did employees respond? How did how did you, get them to successfully start using Limble, as you got started with us?

Well, like anything new, the adoption of it varied, but, some technicians picked it up really quickly, and then several of them saw it as another thing they had to do during the day.

But I think what really helped is that, I have a team of guys that that travel and visit these locations and do, you know, certain projects and training as well. So I was able to, you know, get them up to speed on on how to use Limble, what we're looking at, what we're... What our goals are with it. And then we went out as a team and and did presentations basically on our own to bring these people up to speed and and what the... What what what's important about and why they... Why we want them to use it.

And so it... And the the one thing I learned with doing that is, I can't just say, I need you to enter this information because corporate wants the data. They need to understand how it helps them. So if I can show a technician that, he can pull up a machine in Limble and see what failed six months ago and and, be able to determine faster what he needs to do or what part number he needs that he used six months ago or what another technician did to fix it, then that shows him the value of it.

And that's when it stops being paperwork or additional work and starts becoming a maintenance tool. So that's that's really how how it worked out for us. We've... Like I said, we had a few that that weren't too happy about it, but, we've worked through that since then.

You always have those few. Right?

Tucker, Brian would love your thoughts on this too because I know it was a a transition for both of your teams as well. Tucker, maybe you wanna kick us off?

Yeah. The transition from our other work order system to Limble was fun. There was a lot of older technicians who have gone through shifts, you know, probably four times before I was born. And so they were looking at, like, you haven't looked at this kid with another bright idea.

But a lot of what was super helpful was I had some senior ops managers as well as ops managers go, hey. Listen. I get it. Here's what this thing is gonna be able to allow us to do.

And going through, hey. Listen. Looking at, like, what Caleb said. Looking at, hey. Six months ago, we went and fixed this thing with this part.

It's a it's a...

It's again. Just do the same thing again and being able to look at old stuff and go, hey. This is what was happening. Now, you know, we fixed this unit 20 times.

Hey, customer. You might wanna replace this thing because it's already cost you half of half of whatever it cost to install it. Maybe we should look at a different one. So explaining and getting in with the technicians and going, hey.

Listen.

I hear you.

I get it.

Being able to sit there and go, you can add to this.

We have these workflows. But, hey, if you see something that does not work, please tell me and I will fix it. And I will... You know, we'll go through whatever proper channels we gotta get. But a lot of what sold it to them was the flexibility and the the desire of, hey. I wanna make your life easier, not just give you another thing to do.

Yeah. That that makes a lot of sense. I think really showing the value and how it's gonna help their life, right, their day to day.

I love, though, that you're you're pulling out the the benefits to the customers too and how, you can start to think about maybe some of those bigger capital investments. Brian, I know that's something too that that the Macy's team has has been using the data for.

Any other any other tips, from your perspective in terms of, you know, adoption or training or support, or or as new people come on board as well do... Managing through that transition?

Yeah. The, basically, what what has already been said is is spot on. Like, the communication element of it, that's gonna be key.

Helping them to understand the why behind the ask.

Generally, like, maintenance professionals are gonna be a little bit more, you know, cut and dry on a lot of stuff. They're they're less personable. They don't like to sugarcoat things. And so when you give them the why behind the ask, nine times out of 10, they're gonna go, that makes sense, and they're gonna get on board.

So having that upfront communication, we had the advantage of having a very terrible CMMS. So the second you take that away and say, yes. I agree. This thing is is not working for us.

Here's something else. And once they get into it and see, like, oh, this is way easier. You're telling me I just have to scan this QR code and hit start a work order? I don't have to do, like, some crazy query search to find the correct asset, and I don't know if this is the right one or if this is that.

You know? So giving them that tool that's super user friendly helped us to ramp that adoption extremely quickly from the colleague perspective on the floor.

Yeah. That's that's super helpful. And and I think to kind of taking it to the next step. So if it's super easy to use for the techs in their day to day, then you guys are all getting better data in the system. Yeah.

And you

guys Yeah. So

Yeah.

Go ahead.

The the...

That's that's really one of the the secondary elements that was brought into the conversation pretty early as well. A lot of folks, you know, they... They've experienced what the capital allocation process is like. And for the most part, you know, when you have a very sort of narrow view of the organization, you see things from your perspective almost exclusively. It can be really difficult to to sort of navigate and receive tough news like, hey. Yeah. We're not gonna be able to replace that this year.

But when you start helping people understand, like, well, no. We need to make data driven decisions. Right? And part of that is what you're doing every day on the floor. When you're writing these work orders and you're allocating your labor hours and you're showing the consumption of spare parts and we're taking vendor invoicing and all of these different elements, we're showing the actual operating cost and reliability of these assets. And so now instead of making the determination based off of risk alone or based off of, you know, the...

What's being sort of reported through anecdotal evidence, right, we're actually able to use the objective information, which is gonna improve where we put those capital dollars. So that immediately started sort of resonating with the folks on the floor going, hey. So there's actually a chance I can get rid of this thing if I can show you how much of a pain it is for me to maintain on a daily basis. And luckily, we've been able to deliver on that with a lot of a lot of different projects around our network.

Yeah. That's great to hear. Caleb, have you seen anything similar, across your your locations in terms of the capital piece there? Are you still kinda thinking reactive to preventative? Where are you in your journey?

Well, it's it's in manufacturing. I mean, we're always gonna have, reactive maintenance. It's something that just breakdowns happen in in manufacturing, with... Especially with the the heavy machinery we have and and the work... Sometimes the workforce depending on the area.

But what Limble allows... Gives us is the ability to see what's happening instead of relying on phone calls and individual knowledge.

So we can look at the PM completion, the work order activity, the labor, and what locations are falling behind, and that helps us identify where we need to follow-up with the location, where a plant might need some additional support.

And so have you been using some of the the dashboarding within Limble to help with that, to standardize that kind of across your locations?

We have. Yeah. I have some dashboards set up to where I can I can see, really, just following PM completion at this point, just because, that's been the initial battle is is we want everybody to actually do PMs, you know, and not just pencil weapon and and whatnot? So we've been harping on pretty pretty hard about that, and now we're kinda getting in deeper to... Alright. Let's start tracking these breakdowns that happen and and the downtime on the machinery.

So we're kinda building the dashboards, to to follow those things. We don't, really track the labor as much at this point, but that's something that we, with outside contractors, we started tracking that a little bit more because, you know, if we pay an electrician or a a welder or somebody... Some specialist to come in and work on a machine, you know, we're we're adding cost to that machine to to get it up and running. So we are, you know, trying to focus a little bit more on on tracking that information more than we are the in house labor of our actual technicians.

Yeah. Sounds like sounds like you're doing a a good job in moving kind of from that firefighting mode, right, a little bit more into the preventative strategic thinking. That's something that we we love to see with our customers, especially early on.

Glad the dashboards have been helping there. I think, Tucker, we... You are using dashboards too depending on your type of client. Right? And so you've kind of set up a couple of different, you know, templates to be able to use and and track what each type of client is is looking for.

Can you talk a little bit about that?

So we... So I've created, like, three or four different templates. I know that Limble itself has templates, but that... At the point that templates are being created, I already had my own templates, so I just kept using those.

But, yeah, I have, you know, a technician view, an, a supervisor view, an operations view, a client advocate view. I've been able to, you know, create, hey. For our industrial and maintenance accounts, I know they're gonna wanna see these fields, so I gotta make sure that I use this template. I then have different one for...

We have a variety of different, bank clients where I know, hey. We've gotta use this template to get those people all the things they wanna know. And then, you know, we have some schools and institutions. I know they're gonna wanna see this information.

So just knowing what the customer wants and and seeing the trend of, hey. This field...

This, you know, PM completion keeps showing up or planned versus unplanned keeps showing up.

Just knowing that and being able to create templates for the dashboards that then the customer can see what we're seeing has been super helpful and, has really helped us kinda come together more as a team rather than, well, those are the maintenance guys and we're the the site... The manufacturing leadership or whatever it is.

Yeah. I mean, I think that's actually a really big point, Tucker. And Brian and Caleb would love your thoughts on this too. I mean, I think a lot of people when they are implementing a CMMS system or talking to us at Limble, they're thinking about, kind of maybe the normal things that people would measure.

Right? Costs that you're avoiding, downtime you're reducing, time saved. But I think that the the trust between either your clients, if you're, you know, kind of working in in Tucker's type of model or even between the maintenance team and the operators or the rest of the organization, it it really gets a lot stronger when everyone has that visibility. Right?

So, just curious to see, you know, from from your perspective. I know...

I think that that's something that we often see customers not necessarily think about, but is a big measure of success of using the platform. So we'd love to hear from from y'all what what are some things that that you are defining and measuring to say, hey. Limble is is giving us value. We are we are successful with the with the program.

Who wants to go first?

I guess I can do that. So I think I think one of the things that that has helped us is we've had several locations that, you know, didn't believe that they needed to have more than one maintenance guy, more than two maintenance guys. And so once we actually lay out a a a framework of PMs and what needs to be done to properly take care of the machinery and keep things running smoothly.

It allowed us to show them, like, look. This is how much work you have, for this one guy or these two guys. You really need a second or a third guy to accommodate this workload because, you know, we went as far as, actually practicing these PMs, in real time and and putting in the amount of time that it would actually take to do these PMs so that they can open it up and they can see, oh, wow. There's, you know, nine hours of PMs today, not including breakdowns that are gonna happen in between there.

So I... That's... That was the biggest thing for me because, like I said, it was it was hard to get these guys to understand that, you know, I can walk around their shop and look at all their machinery and realize maybe how old some of the stuff is or how worn out some of the stuff is and realized pretty quickly that they need help. But for me to be able to show them that and show them the workload that they're that they're facing, was huge for us. And so we've been able to to then, add people. There's still some that we're still trying to encourage to to get, you know, additional labor, but it... It's been a really good tool in that matter.

Yeah. Caleb, that's actually something too that we find that a lot of customers, kind of use that mentality to get people to adopt it. Right? So, like, hey, guys.

If you're not tracking your hours in Limble, if you're not doing your work, I can't advocate to get more headcount here to help you. Right? We can't add more people to the team because it looks like you're not even working your regular hours. So I think it's interesting that you kind of viewed it the the other way.

Like, you're convincing the teams that they need help. Usually, we hear it the other direction that it it helps them justify the ask to get to get more help on their teams.

Right. Yeah. And that... And that's that's that's what I've had to tell the maintenance guys too is, like, you know, there's a reason why I want you to track this stuff. There's a reason why I want you to enter this information accurately and explain it to them. Like, look. It's gonna show us a track record of of the amount of work that you have and the amount of, maybe the amount of machinery that eventually needs to be replaced because of how much it's it's taking your time.

And they don't... And maybe get you some additional help if we can track this stuff properly. So, yep, that's very accurate.

Brian, you were doing a lot of nodding over there.

Yeah. Caleb, you're you're spot on with with that. That was something when I first joined this organization. You know, there was a long track record with Macy's. It's been around since 1858.

So long track record, right, before I ever showed up. But what I noticed was there were a lot of things that were built off of assumptions. Right? There's a lot of stuff where we're going, well, why do we have that many, you know, support personnel?

Well, that's how many we had in the other facility that we had before this one. Right? And it's like, okay. Well, what what are the objective measures by which we're we're validating that that's the correct number of heads?

And what I noticed as I started to get across the landscape, you know, there were some sites, it seemed like they were a little bit bloated. Other sites, it seemed like they were a little anemic. Like, there was... We were kinda all over the map. And so finding some way of saying, okay. We need to tighten up on this and figure out what the objective measures are. And, Caleb, when you said I need accurate information, that has been my war cry for the past two years since we started doing this.

I much prefer that you show me, hey. My PM completion rate is in the tank, and here's why. Right? That's the beauty of the dashboards is Limble gives you that ability to go, here's here's exactly why.

Right? Look at the amount of downtime events we've had. Look at the number of labor hours I have on unplanned maintenance. Look at the number of, you know, what we categorize as emergency work orders.

Right? I have all of my labor hours. If you say I have x number of hours available, and 95% of those labor hours are accounted for on these types of work orders, right, then you go, what what am I supposed to do? Right?

What else am I supposed to do? I just don't have the labor necessary to get out of this firefighting mode and get back into a preventative maintenance mode where we start to shift the the scale on our plan versus unplanned. So that that is a huge part in being able to to stop having the...

Well, how long does this PM take? It's an hour.

Are you sure? This is a pretty in-depth PM.

Yeah. It...

It's an hour. Why is it an hour? Because it says on the top of the thing it's an hour. Alright.

Let's let's actually...

Let's try this a couple times. Right? Let's let's do this quarterly for the next year, and we're gonna record the time as it stands actually using the the timer in Limble, and let's see how long it takes. And then you find out, oh, this is, a six and a half hour PM.

Alright. Well, that can account for quite a bit of a a gap there. Right? Because if I'm planning, thinking that this is gonna take four hours a year on this asset times 10 assets versus, actually, it's six times that amount.

Yeah. My planning is gonna be completely off, and my PM completion rates are gonna be inflate...

Or inflated or deflated, or it depends on, you know, what the team is actually doing when they're when they're going out and PM ing.

If they're...

The dashboards were probably my biggest draw coming from, like, a network level is having the ability to give the visibility to other people, right, other stakeholders. So I can have my dashboard that is purely focused on the financial aspects. How are we capturing our expense dollars? Right?

And I can share that with our finance partners. I have the asset reliability. Right? And I can take that and give that to my operational leadership.

I have the team performance. Right? That's what I'm concerned about. I'm concerned about how well are my managers and directors managing their teams and leading them into success.

So having all of those views, what I wound up find...

If if you guys have, like, a counter for number of dashboards, I...

I'm probably at the top of the list. And a lot of that is because when I would create these dashboards for the senior leadership, I found out that they were trickling down to, like, site leadership, so facility leaders. And I was inevitably getting pinged constantly saying, hey. Can I have that report but just for Joppa?

Can I have that report but just for Chicago?

Right? And so all of a sudden, I'm I'm copying these and making different reports and starting to send them out on a cadence, and there was really a hunger for that information. Right? Being able to put numbers on things and being able to objectively say, how are we doing?

Like, how are we trending? Let me throw a trend line on this and see where can we anticipate we're gonna be next quarter. So that wound up kinda growing into me sort of figuring out unique ways of creating dashboards, and that led us to going down avenues we originally didn't even anticipate. So the dashboard element was a was a huge thing for me looking from a top down, trying to sort of parse out and make sense of millions of pieces of data.

We're coming towards the end of our time here, and I I want to give everyone maybe a a final, you know, quick takeaway.

What is one piece of advice you would give a a fellow maintenance leader trying to con... Create consistency? What are the things that that were most impactful for you?

What is that one thing that you would share?

Tucker, should we start with you?

Sure. My whole thing throughout, you know, doing all of this limble, all of this stuff has been, you gotta get out onto the field, onto the site, onto the floor, however you gotta get there. You gotta go put some boots on and go and do it with the technicians. I've had plenty of technicians who have been skeptical of Limble, didn't wanna do it, but I was like, hey.

I'm a go out there. I'm gonna go do it with you. After that, they're like, alright. I'm sold now.

So it's a lot of don't do anything you wouldn't...

You haven't done yourself.

Yeah. That's great. But, I mean, I think that's, like, broader great life advice in general. Right? But, yeah, definitely helps get a lot of credibility and and show that that you care about the system, about how they're working, right, in the in the broader teams. So I love that.

Who's next? Caleb?

Yeah. I would have to agree with with what he said there. You know, I think, keep it simple. Make the system valuable to the people that are actually doing the work.

You can build the best maintenance program in the world. You can put all the details of the task in there. But if if it's not realistic and not simple for them to follow, then they're not gonna use it consistently, and the data doesn't mean anything. So keep it simple, get their buy in, support them, and then build it from there.

That's such great advice. More PMs are not always better. Right?

Keeping it simple. I love it. Alright. Brian, over to you.

It's gonna be boring. Same thing. Tucker and Caleb are both spot on. Your your integration of the system is gonna be key.

You have to get the good data into the system, and that happens with the person on the floor. It's the person who's turning the wrench, the person who's busting their knuckles. That's the person who you have to get on board. And so if you...

If you're doing this at, like, a network level and you're thinking, alright. Well, I'm just gonna go one level down and give my directives, and everything's gonna be great.

Not necessarily. You know? So in what what Tucker was saying, getting out there on the floor and showing is really, really valuable in this process because...

Especially with the user friendliness of the system, it's often just getting them over that little hump. And when you can show them, no. It's it's just this. It's this easy.

This is how you do it. And they start to see that. They go, oh, actually, like, yeah, this is this is super easy. So it's not a hard lift for me.

And then when they get the other side of that, the why, you know, these are the potential benefits. This is what it shows. This is what it could mean for your facility. This is what it means for your team.

All of a sudden, they go, alright. Well, the why makes sense. The how is easy. Why would I not do it? And and that's gonna be the key on anybody who's looking at rolling out a program like this, especially if you don't have an existing program.

You gotta get that integration part where you get the buy in from the people who are on the floor who are giving you the information.

That's great. Great advice from all of you. I would like to thank everyone on this panel for your participation today, and thank you too to the audience for joining us. We hope you found some new ideas and the confidence to try them.

And remember, we're here to help. Our customer success and support teams know how we can help take you to the next level. We've worked with tons of customers, and I know that this group specifically is happy to connect as well. So after we wrap up today, continue the conversation.

Ask any questions in our Limble community. We've got a lot of great customers there. Our team is also in our Limble community, so we can help answer any questions or continue any conversation threads from today's session. So thanks again for joining, and we'll see you in our community for further conversation.

Thanks all.

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