How Robots Won The ERP Digital Transformation Dance At Boston Dynamics

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David Stephans, President of Rootstock Software:

Good morning, good afternoon, good evening, everyone, depending on what part of the world you're listening in from. So glad to have you today. My name is David Stephans, I'm the President of Rootstock Software. I am joined today by Chad Wright, CIO of Boston Dynamics, and Camil Bourbeau of Nubik, and so pleased to be with these fine gentlemen today, and we're going to have a great conversation. We've got a lot of great topics in store for you today.

I thought we had a great opportunity, as Chad presented it to us, to give an opening introduction to Boston Dynamics in a rather creative way. Chad, if you'd like to open us up.

Chad Wright, CIO of Boston Dynamics:

Excellent. Thank you, Dave. Hello everybody, nice to see you virtually anyways. I'm excited to be here today. As Dave said, my name is Chad Wright. I'm the Chief Information Officer at Boston Dynamics, been with the company a little more than 18 months. The last 18 months or so has been a lot of focus in social media with our new commercially sold robot called Spot. Thought it would be really fun to show you one of our videos about Spot, give you an idea a little bit about the products and the company itself.

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Chad Wright:

What you saw featured there was Spot, our autonomous, what we call a quadruped robot, four-legged. We call it a dog as well. We sell it as a platform, and what you saw in that video were a number of different use cases, whether it be construction, inspection, entertainment as well. It's really up to our customers. And as the company focused its first 28 years of life on the robot, we've really focused now in the last 18 months on the customer. And that what leads us today to this conversation about digital transformation and our partnership with Rootstock and Nubik.

David Stephans:

Thank you so much, Chad.

Chad Wright:

Camil, could you take an opportunity and introduce us to yourself and to Nubik?

Camil Bourbeau, Chief Commercial Officer of Nubik:

Of course, thank you, Dave. My name is Camil. I'm the Chief Commercial Officer here at Nubik, and I've had the pleasure of working with our friends at Boston Dynamics since the very beginning of their ERP selection process. For those of you that don't know Nubik, we are digital transformation specialists that work exclusively on the Salesforce platform, which obviously includes a Rootstock ERP. Visionary companies rely on Nubik for certified, dedicated and highly skilled professionals. I'm located in beautiful Montreal, which explains the French-Canadian accent, I'm sure you've all picked upon already, but our customers and our team members are located everywhere across North America.

We've been doing this for almost 20 years. We're now a team of about 120 people. The growth of our organization is a by-product of a solid relationship with both Salesforce and Rootstock, as well as a history of hiring seasoned professionals that are dedicated to implementing efficient systems and processes. So, simply put, we provide our customers with the tools and strategies they need to compete and outperform the other guys. I'm thrilled to be with you today. Thank you for inviting me.

David Stephans:

Thank you so much, Camil, and thank you, Chad. So again, just a little bit as we get into the conversation, as Chad was able to introduce Boston Dynamics with that great video, and Camil with some of the background on Nubik.

Rootstock is a leading cloud ERP provider. We focus on manufacturing, distribution, and supply chain-oriented businesses, and we've been in business for about 10 years. We are built exclusively inside Salesforce. So when you talk about looking at opportunities to leverage the power of a customer platform of engagement like Salesforce and then being able to extend that into all the back office functions, from designing your products, to managing your supply chain, to building products, to sourcing, to cost accounting and financials and all those kinds of fun things that are typically a part of the day in the life of any of those types of businesses, Rootstock brings robust capability.

I think really when people say, "What's different about Rootstock?" Our answer is, typically, we probably aren't that different from all the other ERP players out there that are bringing robust capabilities to our target markets. But we're truly built from the ground up on a next-generation technology platform that enables part of this digital transformation story that we're here to talk about today. So again, really pleased to be here and facilitating this conversation. So back to the good stuff.

Chad, can you enlighten our guests here just a little bit about the types of systems and the technologies that were in place at Boston Dynamics before you began this effort?

Chad Wright:

Yeah. A couple of key systems that we use to run our business. You have to remember, Boston Dynamics grew up as a research and development organization, and so our primary business functions were inventing and building a small number of robots, whether that be for government purposes or scientific and research purposes. And so, our key businesses were really development and design of product. It was tracking of expenses. It was some very general simple accounting-type functions. There was no product development. There were no manufacturing operations, anything like that. So in that case, we used QuickBooks. We had a commercial off-the-shelf system that we use for time tracking and expense management. And other than that, we used Google Workplace for managing collaboration, email, video conferencing, things like that. And obviously in the past year, that worked to our advantage tremendously having that particular platform in place.

As far as those tools, we were looking, like you said, Dave, in your intro about Rootstock, looking for a modern ERP platform. In fact, that was used a number of times when I joined the organization, very close to the start of this project about wanting to modernize our systems, modernize our platforms. And really it was about matching our business objectives with a new platform, we're shifting from an R&D organization to this commercial business that we had. So it was really about establishing efficiency and scalability and agility. We didn't have a full set of legacy systems that we were trying to transfer. We were actually creating new processes, how to sell a robot, how to build a robot at scale, how to support a robot and its customers. So that was really a big shift for us, when all was said and done, with this particular project.

David Stephans:

So, it sounds like the real focus was being able to move from an R&D-oriented company to a company that was really focused on commercialization, and it demanded a new set of tools and capabilities in order to enable that.

Chad Wright:

Yep, absolutely. Absolutely. This was a digital transformation as well as a business transformation, all wrapped up in one.

David Stephans:

Okay, great. Chad, we understand that you came in towards the latter portion, as you indicated, of the process that the company was going through. But could you speak a bit about BD's selection process and the differentiating factors that really drove the company to select Salesforce as a platform and partner with Rootstock and Nubik on the ERP side?

Chad Wright:

Yeah, that's an interesting process. We spent about six months analyzing the current state, which I think is a key step that a lot of companies sometimes will maybe not spend the time to do. It was fortunate that by the time I joined, the company was probably about four months into that engagement really. They had partnered with an outside ERP consultancy to help them sort of establish the business case, if you will, identify the business problems that needed to be solved and how they were going to go about doing it.

Again, this was an R&D-rich organization where a lot of these new business processes and the way of thinking, like from an ERP perspective, just didn't exist within the organization. So, the few people that were involved were really, again, leveraging these outside partners to help them make these decisions. And like I said, it was about a six-month engagement, documenting the current state, starting to describe what that future state would look like. And by the time I joined in December, we were really down to two solutions that we were looking at, and of course, the two partners that came with it. That's when I met Camil and his team from Nubik and the team from Rootstock.

The other solution that was being considered was Microsoft Dynamics 365, and as a CIO, you think a lot about the platform that you're building and the vision, having been a long-time Salesforce customer myself, the vision had always been, could we build an end-to-end solution from lead through support, right? Everything from the sales cloud, your traditional sales and marketing automation through order to cash, accounting, customer support, customer communities, right? Could we do that?

And it was my first introduction to Rootstock in this particular project and was blown away by the integration of the solution using the same singular data set, the same objects, the same security model, the same authorizations. That was tremendous to me.

And so very quickly we were able to build that business case to say that this is the right platform for us. For all the things that we had in mind to do from a service perspective and from a customer interaction perspective, this is absolutely the right platform for us to do it. Not to mention that we were running Google Workplace as our core collaboration platform, it was a much better fit for us in terms of this particular platform, as opposed to trying to replace everything and move to Microsoft, at the same time trying to do this ERP. That really would have been very difficult to do.

David Stephans:

Very good. Camille, can you talk a little bit about how you engaged in the process and kind of some of the unique things you saw in the engagement process as Boston Dynamics went through this decision-making process?

Camil Bourbeau:

Yeah, absolutely. Well, it was very clear, I think, at the beginning what's really important to understand is that there was a really good fit between the humans. I know we're talking a lot about robots, but that's really one thing that really sticks out and to this day continues to transpire as both teams continue to work together.

But besides that, ultimately was really sitting down and understanding what Boston Dynamics was trying to achieve. And then we went through the usual demonstration and making sure that the solution was solid, both from a reference standpoint, from a Nubik standpoint as well, the experience that we have and just having the right team at the right place. And from then on, we were thrilled when the decision was taken because we knew. Sometimes we've been doing this for a little while and you know when it's really a good fit and it's going to be a successful project. So, this is one of those. I'm very happy to be here today and talk about it.

Chad Wright:

I'm glad you said humans, Camille, right? We spend a lot of our time talking about robots. You're absolutely right. We look at bringing on partners that are not a customer- vendor relationship, right? This was never a customer vendor relationship. It was always a partnership and that was sort of how we sought out our implementation partner with that mindset, focusing on the humans, right? Bringing your principles to the initial meetings. My first meeting I had with Nubik, the three key consultants who work on our project were there, sort of introducing themselves, introducing the project. And for me, that was key. I looked for that all the time bringing on strategic partners, that they're good people that get along with the folks within Boston Dynamics, and we build our strategic partnerships that way. And like Camille said, it is all about the humans.

David Stephans:

Very good. Let's transition a bit into the actual implementation.

I think there's a really interesting, first of all, incredibly successful implementation on the part of both of your teams. Couldn't be more pleased with what we saw through the process. I mean, if we could model that, box it up and deliver it to every company engaging in these types of transformation efforts, this is what we'd want to look like. And really it had everything in it. It had the right level of executive sponsorship, consistent communications, the right humans as you guys were pointing out, the technology to support it.

But I think one of the things that might be interesting to talk about is just a little bit deeper about the implementation effort itself, about the project, about the methodology. I know that many companies, as they look at these digital transformation initiatives, and we talked about it up front a little bit, they look for ways to drive elements of success through a progression and through a master plan and drive time to value and shorten that so that they can realize benefits more quickly.

You look at concepts like ERP, and often they come with these horror stories of “it's 18 to 24 months, it's a waterfall approach, it's all in or nothing. You have to get it all perfect and all done at once or you have nothing.” And I think the advent of the technology and the capabilities of these True Cloud Solutions, the Salesforce platform and the power of moving to hybrid concepts like agile combined with some of the underpinnings of what must be done in order to secure end-to-end ERP and make sure all the ticks and ties are there, brings an element that might be interesting for the audience for you guys to talk about a little bit together, just in reference to how did the project go and how were these methodologies deployed and those kinds of things.

Chad Wright:

I can give you some statistics about our project because I'm sure that's probably on everybody's mind, especially when you think about your own initiatives and how you are going to match to what you're hearing. Our project started the end of February of 2020. Less than a month later, COVID hit. We went live with Service Cloud in July, we went live with Communities in August, we went live with Rootstock in December. So that's about 41 weeks from start to finish. Of course, there was some work negotiating, getting the project plan together and getting the contract together; that happened in January and February to get up to that point. So really going from the end of February to December 1st, right? February to December 1st to go live. Very, very fast.

As you mentioned, agile. We did approach this in an agile way and it allowed us to do some things like change what we wanted to deliver as the business shifted, right? When COVID hit, the sales and marketing teams wanted to build an e-commerce site to see if we could sell robots over the internet and it turns out you can, right? Which was kind of neat that that went live in April and May. And so that was a shift. That project wasn't even thought about when we kicked off with Nubik in February and we were able to kind of shift things to handle that.

As far as structuring the project? Camille and I spent a lot of time thinking about, what does the purchase order look like? For an implementation this large, especially for a company that had never done something like this before, I give a lot of credit to Camille and his team for hearing me out on the approach. I think we came up with a really great way to do this. We sort of structured the project into two pieces. When you try to estimate a large project like this, you don't have all the requirements upfront and it's tough to go into an agile approach and just sort of figure out the requirements as you go iteration to iteration. It doesn't help me if I'm trying to create a budget and create a PO.

So what we did was we put a fixed bid around the discovery phase and said, we're going to do a fair amount of requirements upfront and then we can use that to sharpen what the implementation is going to look like. We had a rough idea what the implementation would be, but we gave Camille the benefit of studying our requirements in a deeper discovery that we could do in a sort of a fixed time box, if you will, and then use that input to create the rest of the implementation. And I think that was the key.

And when we got into the implementation phase, that was when we started to really break things up into sprints and using some more of the agile scrum approaches to delivery and be iterative and kind of learn as we go. So, I'd call it a hybrid approach, right? That takes some of the best practices of both and delivered that in a mechanism that we felt worked really well for Boston Dynamics.

And I'll let Camille talk about what it was like for Nubik.

Camil Bourbeau:

Well, the first step, as you pointed out, Chad, was that extensive discovery or business process requirements defining. That's really the key to the foundation for the success it is. So, the main objective really is to map the future state processes. Often what happens in projects like this though, we define technical requirements. So, a basic example: when I click on this button, I want this to happen. But what we did is really define what's called “user stories.”

So, it's really breaking down everything that needs to happen. At the end, the people that will be using the system day in and day out, they're the ones that confirmed that what we documented truly represented their day job. So, the end users were able to approve that design instead of what you typically see, which is technical users doing that. And going into the actual building of the solution, the deployment phase, if you will. Then that's when we shifted to the agile approach. So, we were running with three-week sprints.

There were one or two exceptions which were larger sprints, but a typical schedule was the first week, it was deep dive into the user stories associated to that specific topic and then obviously doing the configuration. Week two was dedicated to demoing, testing, and then feedback until the Wednesday of the following week. So, about a week and a half of doing that back and forth. The Thursday of the third week was always end-to-end demo to all the stakeholders, including the executives. And the last Friday is essentially for rework, any tweaks that needed to be done. And obviously all those sprints were grouped by topics that made sense together.

I think this is one of the key success factors for a project like this, because it imposed a momentum on everybody's side. And having the executives be part of the final sprint demo created also what we call the positive pressure. So, we all had a hard deadline and it kept everybody engaged throughout the projects. In many ERP projects, the executives are involved at the beginning, but typically the momentum gets lost.

Chad Wright:

Yeah. We had a very active steering committee that had executive level representation, not just from Boston Dynamics in Rootstock, but also new Nubik and Salesforce. And that team met monthly. Like Camille said, we could kind of plug that right into the schedule as other things were going on. We weren't necessarily demoing to that particular group, but it was getting together every fourth or fifth week, reviewing progress, helping each team to be aware of what was coming next. So that as we reached sort of the final user acceptance testing and go live decisions, everyone was well versed as to what was going on. And I do believe we had one or two critical issues come up at UAT time, go live time, but I could just pick up the phone, call our stakeholder at Salesforce or a Rootstock and get these things resolved very quickly, right? Everybody was well engaged, knew what was going on, and that really helped the team move quickly when we had to.

David Stephans:

Great partnership approach and great methodology mix there.

Chad, you mentioned that the concept of the pandemic hitting right at the beginning of the project and how that diverted an effort around e-commerce. You talked about the approach of doing the definition, and not just the contracted approach to that strategy but also the deployment. Can you talk just a little bit about how specifically that enabled you guys to then move into an orientation to say okay, we can track to deploy e-commerce, even though we have these other significant initiatives in place around Service Cloud deployment, and then the broader ERP as well?

Chad Wright:

Well, the other detail I left out was that we didn't have an IT team when this project kicked off. And that was always an assumption. So, when I joined NCIO shortly before this project kicked off, one of the goals that I had was to bring in an enterprise applications team that would own this particular platform going forward. And we essentially staffed the team to build the Rootstock ERP using Camille's team to do that. And then sort of afforded ourselves the luxury as I was hiring my team at Boston Dynamics, we could take on some of these extra projects at that time.

So because we launched e-commerce using Salesforce Commerce Cloud, it was built in, the objects, the work that Camille's team already had in progress, we could just plug in right to that and use the Boston Dynamics resources that were joining and able to work sort of in parallel sprints, if you will, to release this and not have one team disrupt another team as we went through.

And that really is to the agility of Rootstock in Salesforce, as a platform, both of them, the ability to make those changes quickly and sort of activate these modules as you need them.

David Stephans:

Very good. So you mentioned that you went through a timeline that took you through December. I remember a really strong go live period there in December, your typical month end closes and those kinds of things. You've done a year end close now, I believe as well. You've been working through a lot of reporting requirements during the acquisition phase with Hyundai.

Can you talk a little bit about, as you look back at the planned objectives and you did mention the fact that hey, we needed to move to systems that would support commercialization of this business as you moved out of the R&D phase? Can you kind of compare the expectations, the goal setting that took place early on, and what you were able to realize, and even now that you're post six months after that initial go live maybe where did you realize what you planned generally speaking? Did you check the boxes? But then also maybe comment on a little bit about where you exceeded the expectations of what was delivered and what the business value was that you were able to drive from?

Chad Wright:

Yeah. I think our situation was a little unique and like I said, we had just started selling Spot for the first time. Which literally was a couple of months before the project even kicked off. So, these processes didn't exist. I'd like to say, “hey, we reduced day sales outstanding by X percent, or we increased our cycle time by X percent.” Those cycles didn't exist. We had to create this from scratch. The business processes didn't exist. We literally had one spreadsheet for every team. As they were running their business and building their business. We didn't have that singular source of truth. We didn't have that holistic repository of data that we could all reach into when we were managing the business, it really was in silos like physical silos.

And so for us, the benefits were really around the collaboration amongst the teams. Right now, we have a sales team looking at the same data that our fulfillment, our product management, and our services teams are looking at. So that seems really obvious sometimes, but it didn't exist and that was really key for us.

What I can say is that one thing that we've been tracking from the very beginning was sort of what we call the number of days from order to revenue. From the moment it comes in to the moment we can recognize it as revenue we've increased that by 75%. Reducing that, we hit our goal this past month, April was our best month ever. We hit that goal for the first time with the most orders and the most revenue we'd ever had.

And so, we're starting to demonstrate the value of this system here, where again, we're helping our users understand the value of an ERP system and the value of these connected business systems.

Certainly, visibility into inventory was something that didn't exist before that more than just the inventory manager could see where we stand in terms of inventory. Tracking our customer products from the moment they come into the dock, like in an RMA situation if we got to return or repair. We don't have a lot of those, but the ones that do come, we have full visibility, we can track them, track any consumption. We're tracking cogs against a lot of things that we hadn't done before. And that was really big for us because again, it was six spreadsheets for six teams, and it was certainly going to be hard to scale that.

David Stephans:

Great. Camille, can you kind of extend that into the other projects that you've worked with customers on and talk a little bit about the commonalities that Chad referenced? Similarities you see within other projects, maybe some other differences, maybe also specifically just the concept of where Boston Dynamics was and the development of its business, and moving from a designer R&D-oriented entity into commercialization? You've also worked with many companies that are essentially in commercialized mode and trying to deal with coming off a legacy ERP system, moving through these digital transformations to modern cloud. So maybe walk us through some of those comparatives.

Camil Bourbeau:

Yeah, for sure. Well, one thing because of the reality and the nature of Boston Dynamics as an organization, essentially they were really open to implementing processes or changing the way things were done. Or we were not even changing, we were kind of putting it in place together at the same time. So it really allowed us to deploy a solution that's built entirely on best practices. And kudos to Chad and his team for jumping in and trusting some of our team members for that as well. So that was really interesting. But let's keep in mind, the key purpose of this project was to offer Boston Dynamics customers the premium experience that they're expecting when purchasing state-of-art products. Right? I think you would agree, Chad?

Chad Wright:

Yes.

Camil Bourbeau:

So, the only way to do this, and I'm sure our people in the audience will agree with this as well, is to have a true 360-degree view of the customer. We hear this a lot, but you know, there's a difference between wanting to do it or hearing about it and actually succeeding at doing it. And this is what we've achieved together here.

A good example of this is with just customer service. To be efficient, the Boston Dynamics team needed access to data from everywhere within the organization. Engineering information, robot service history, robot genealogy, such as just to know the specific robot. This leg, which version of the leg does it have? You also need access to all kinds of financial data. And the key point is that leveraging Rootstock and Salesforce, people don't have to go fish for that information in a sea of data. The relevant information is surfaced and accessible easily.

And add to that the self-service capability that we added for the customer service aspect. Now, customers have access to a dedicated online customer portal. They can interact with Boston Dynamics data directly, which is really important in this day and age. Essentially, I think pretty much every department over at Boston Dynamics was involved with this project, right?

Chad Wright:

That's right.

Camil Bourbeau:

Manufacturing?

Chad Wright:

That's right.

Camil Bourbeau:

Finance?

Chad Wright:

Yes.

Camil Bourbeau:

Customer support, engineering, R&D, marketing, sales, legal, there's a ton of stuff that's fully embedded into this solution that we built together.

David Stephans:

That's great. So maybe looking back on what's been realized in terms of benefits, looking back on the project, Chad, can you talk a little bit about just key lessons learned, maybe one or two things that stood out that were core to what you've walked away with from an experience perspective in the project?

Chad Wright:

Yeah, certainly the point that I made about the executive sponsorship, is key. Right? We all agree. When we did our retrospective on the project and looked back, that was definitely a key to our success is having that team engaged the way that we did. We can get overly obsessed sometimes with project schedules. Right? And sometimes we forget to do what's right by the business. 2020 is a year for the history books for a lot of reasons, and when we started our project, we were actually trying to go live on November 1st, a month earlier. And late in the summer into the fall, we started to think that we need a little more time.

We weren't satisfied with our testing results and it had a lot to do with just sort of organizing our own people and getting them. I mean, we grew 30% during COVID in our business. And we feel very blessed to be able to do that, but the there's just an incredible amount of change going in the organization. And when we were looking at that November 1 go live, and we said, you know what? We could do it. It's going to hurt, we think. It's going to hurt in terms of trying to get it done that fast. But we stepped back and we said, look, let's think about this. And we had a good conversation with Camille and his team and the folks from Rootstock, and we said, look, we think it would be better. We can do it. We can push it a month.

The team of course had that psychological hit of, wow, we failed. And it was like, no you didn't, you really succeeded. Here's why. But again, not getting tied up to that end date sometimes and making bad decisions as a result of it, we think was key in all agreeing that let's move it a month and here's how. Here's what it would do to the business and there was no significant business impact. We were able to do it and make adjustments with our resources. That was another key lesson in terms of managing your go live date.

Active scope management. We talked about adding the web store in the middle of the project, we actually pulled something out. We were able to make the trade with the business. We pulled out a particular piece of functionality that we agreed we'll schedule that later on. But again, that goes back to that hybrid model where we could have these interactive conversations very quickly and move and adapt the team as fast as we could.

Chad Wright:

Communities, Camille mentioned.

David Stephans:

Communities, Camille mentioned communities, that that was important for our customers. We added that in during as well, during the project. We weren't sure at the beginning if we were going to include it, we made the change during the project as well. Having that active scope management, I wouldn't call it. It's not increasing scope when you're having those productive conversations back and forth on what to include.

Then, the last thing I'll say is that we talked about the humans, right? It's that idea of one team. It was never us versus them. It was never a customer and vendor. It was always a partnership. That really enabled us to do the things that we were able to accomplish during that time.

Camil Bourbeau:

Yeah, I agree, a hundred percent. Because this is built entirely on the Salesforce platform and leveraging all of Rootstock's functionality, the training approach is really kind of unique here. Everything is embedded directly on the platform.

The parallel that we often do, for example, is when people are using Facebook, you don't really need training to use Facebook, right? It's intuitive. It's similar in Salesforce and the training is embedded directly in the platform and you don't have to worry too much. The permission sets don't allow the users, when done properly, to roam around. Combine that with the embedded guidance everywhere, it was very helpful. The methodology that we described a few minutes ago essentially implies that the subject matter experts get trained as you go, every sprint they're in the system and they're touching it.

Obviously, people forget what they learn five, six months ago. User acceptance testing was a key step to the success. The user acceptance testing scripts were very detailed. For those of you that are listening to this, that I've gone through similar projects in the past, when I say very detailed, they were extremely detailed. In the end, it was detailed enough that this became the base, the foundation for the documentation that the end users can use now. I think that's an important point to mention here.

Another key element that is really important is the data. As in any ERP project, stuff like the item masters, the list of customers, the vendors, that's loaded early on during a project, but everything that's transactional, such as open POs, open customer service cases, open work orders, any other financial data related, that was worked on before the user acceptance testing.

We used the user acceptance testing phase to do a dry run of the data migration. We had data when we started that, we had a lot of data. That also served, I think, as a, maybe a reality check is maybe too strong of a word, Chad, but it gave the Boston Dynamics team the opportunity to see really the level of effort that was going to be required for data cleansing. Everybody knows, you've got years of history of stuff, obviously garbage-in, garbage-out, type of thing but doing this allowed us to make sure that the data mapping was also done properly.

We defined a very detailed cut-over plan. For example, as of this date, at this time, you're going to stop entering the orders in the old system. Each manager and every subject matter expert on a Boston Dynamics team knew exactly what to expect at what time. This whole thing combined with the practice run of data loading for the user acceptance testing allowed for a smooth go live.

David Stephans:

Good stuff. Then, lastly, Chad, why don't you take us through what you see as what's next? What does the organization see as the next opportunity on the horizon? Now that you've got a great foundation built around the Salesforce platform and Rootstock and the power of the tools that you've got at your disposal?

Chad Wright:

Yeah, the vision was always about that first customer interaction all the way through support. We're working on a Sales Cloud and CPQ for quoting. That implementation is ongoing right now, we just finished the discovery phase and have just started implementation. Again, working with the team from Nubik and Rootstock for that part of it. Also, Conga for legal contract management. That project is ongoing right now. That's a big part of what we do. We're growing out our manufacturing operations within Boston Dynamics.

I expect that there'll be a lot of work that will continue to build within the Rootstock platform, everything from quality management to manufacturing execution systems, for work instructions, things like that. Certainly, our support organization continues to grow in developing new ways to support our customers. There'll be continued work in that area. Demand planning, supply chain management, those are going to be big areas of focus for us as well as we continue to grow. The types of robots that we're bringing to market and how do we source them? How do we build them? How do we support them? That will be a continued focus. I'll mention one more thing because I know this is really near-and-dear to your heart, David, but we're looking at the concept of digital twins, for example, right? We're exploring that. I'm actually in touch with a CIO at another Rootstock customer and we're exploring the use of the 3D models are used to design our products.

Then, combining that with Rootstock data that the genealogy data of a particular product. We're exploring those things right now just to see how it might help from a field support perspective or from even a sales perspective when we're starting to build larger and larger, more complicated robots.

David Stephans:

Oh, that's fantastic. We're looking forward to moving through those next phases with you.

Chad, Camille, just a huge thanks to both of you and thanks to all the audience attendees who joined us today, we hope this was really informative. Chad, the experience you've had and Camille, how Nubik supported Boston Dynamics through this process, just really exciting to see a very well-oiled, well-run project and now the tools at your disposal and some of the new things that you've got on the horizon in terms of continuing to leverage the foundation that you've built.

I want to thank everyone for attending and the contribution of our panelists and hope everybody has a great rest of their day. On the way out, we're going to go ahead and play another video. If you've got a few more minutes, you can sit and enjoy this and exit as you like. Thank you.

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