Sean Knapp

The, the service organization, whatever that central organization is, needs to be read needs to really think of the users as customers. And if you can't provide them with something of value that allows them to innovate and scale, they're going to go somewhere else, right. So you find a lot of organizations where the central unit, the central, whether you call it it, whether you call it the central analytics team, it becomes more of a policing organization than an innovation organization. So how do you take that customer first attitude and bring that to your community from that central location? Yeah, I would. So I would say doubled down on that with with Charlie, which is, you know, we see this happen pretty frequently, where that starts to be a behavior in an unhealthy organizational dynamic. And I mean, to put it really sort of, directly, it's a pretty terminal strategy because at some point like people because customers will go elsewhere, even if their internal and we're in this stage right now, where the central teams and in the service provider teams have a lot of leverage because of concern around David data privacy and governance and data leakage and so on. But the encouragement we would i would generally provide is to not misuse that and abuse it because at some point markets Even then, you know, the small internal markets will correct themselves inside of the organization. And so, you know, the I think the, the way to, to think about this, especially for those who are testing out and you know, testing the waters and in shadow it and try New technologies and so on. One of the pieces of guidance we always provide is, don't make your make sure you don't paint yourself into a corner. Like any technology that you are trying. Is it? Is it still enterprise grade enough that it could actually be adopted by the broader organization? Does it have the right security and governance capabilities? Does it have the ability to integrate into your broader ecosystem in some way, right? You don't you want to make sure that you're not trying to introduce a technology that fundamentally traps you, because that's a surefire way of getting a lot of resistance from from it. And this is certainly what we've found with a lot of our customers is as they experiment and explore with technologies, whether it's ours or others, you know, finding some really cool use cases that prove out a lot of the value but then still helping them come back in and even talk to the central teams and say, hey, look at all these other security safeguards. How we can do this at you know, as Charlie was describing this hub and spoke model of data sharing sort of data governance, where we each have our little pods of data sets, but we can publish back to Central teams and have proper governance on this. So that they actually can be come a really cool advocate for how to introduce new technologies back into the broader organization that everybody benefits from. I think if you if you kind of think through it, with that mindset, it's a really collaborative approach for how both the sort of business units and the central teams can work together. Well,