But like how much more risk are you going to bring in, right? So at a high level, the optimization sort of needs to – account for those basics right and then okay can we use the app if we're not going to change now let's optimize now let's go in and see what we can do to reduce users move them over to a point system do this do that and there are really good solutions there that maybe even when we implemented weren't there before so that's kind of a high level thing i'd add

Yeah, I mean, I've, you know, I've been through several optimization projects with existing software, with new software.

And there was a client recently who had been on a leading enterprise tier two application for over a decade.

And over that decade, there had been functions that they had built out and extensively built out.

But then they had migrated a lot of that need and that functionality to other apps, their CRM, their procurement application.

And so the initial configuration of the software was no longer really in the structure.

And they had extra licenses, extra modules.

When you already have so much going on in an implementation of your new system, why on earth would you start going out to try and find third-party solutions or throw something on top?

So Q, what goes into a successful implementation roadmap so that you can actually implement the solution instead of just sitting around hoping it works out?

Yeah, well, you know, it's a very strategic level document or activity.

And there's a lot that goes into it.

You know, it's not really something where it's the same every time either.

You really have to take it on an organization by organization.

And even project or what you're trying to accomplish, like you may have multiple different enterprise transformation projects going at once.

They all interplay.

So why do you think that is? And what were some of the lessons from that?