Name: Empower 26 Community Keynote
Uploaded: 2026-05-20T22:31:11.537Z
Duration: 1 h 27 min 13 s
Description: Empower 26 Community Keynote

Transcript for "Empower 26 Community Keynote": Please welcome to the stage chief customer officer, Quickbase, Kelly Hall. Good afternoon. What I wanna know is how does the production company put together those videos so quickly? Like and so good. Right? And I am so thrilled to see so many of you here at 03:15 on the last day of the event. It's kind of like, going after lunch. You never quite know who's gonna make it. But welcome. So happy to see everybody. It has been, at least for me, an incredible, I guess, almost seventy two hours, little more than forty eight hours. I've had such a great opportunity to talk to so many of you, and I am always just blown away. Blown away by the the problems that you're solving. And I, some of the events last night, I was going table to table, like, to talking to customers because that's my favorite part of my job is is talking to the customers and, like, such good feedback. And as Kim was talking about our CEO, Kim Eaton, was talking yesterday about our theme of building your own breakthrough. And what I think is really important about that is is to to take a moment and recognize that those breakthroughs, they don't come out of nowhere. And what was really impressive about some of the conversations last night is a lot of you are already on that journey. Building a breakthrough takes persistence and it takes dedication and hard work and it takes a conscious decision. And you guys are already starting on that journey and that's a journey we wanna go on with you. And it made me think about I'm almost at two years with Quickbase. Some days it feels like twenty and some days it feels like two weeks. But it's been an incredible two years. And it reminds me of the journey that we have been going through and the breakthrough that we have been trying to, make a change within our organization. A year ago, I stood at Empower and I got on stage, and I had a couple conversations with the folks who were were there. I made some commitments that I actually wanna follow through and give you some updates on today because I think accountability is really important. But I also shared, fortunately, unfortunately, that I had recognized as the chief customer officer that we weren't doing the right things by you. We hadn't been doing the right things. And I wanted to come back and circle back to share some of those things. I made some commitments last year. I really made three specific commitments. I don't know if folks remember it. But, ironically, it was about a month ago. I was at a customer site. I'll I'll come visit you wherever you are. I love customer visits. And we were talking I was asking them, are you are you coming to Empower? And they said, yes. And I said, we were talking about last year. And they said, you know, there was a woman who stood on stage last year and was like, yeah, we haven't been doing things like that that, you know, we we have opportunity for improvement. And I was like, oh, yeah. That was me. Like, I like, that was me. I remember that. And I'm like, how are we doing? And they said, we're seeing the improvement. And so, you know, for me, who has spent the last thirty years of my career focusing on customers and trying to generate those experiences, like, there's just a fundamental pride that I have in that. Whether, you know I believe everything we do needs to be focused around bringing you value. Oh, thank you. It's like markets yesterday. Yeah, clap. So let me talk about the commitments I made last year. And what I want to say is we're not done. I we we we still have a long way to go. One of the things we talked about was our professional services and how we were delivering them. Right? At that time, we were really kind of more big blocks or recurring revenue, like, just a year long subscription to services. We have done a complete overhaul of services. And we are still growing. We are still getting better. We have an entire customer experience catalog now. We have more project based services that are focused on time to value. By the way, I know, Kim mentioned it yesterday. Just so you all know, our entire company, every employee in the company is being measured on a corporate initiative of time to value for you. It's our number one corporate initiative, is to make sure every single one of you is getting value in a rapid time frame. So every decision we're making is based around that. Our professional service is one of them. We launched some collaborative app developments focused on time to value, on time delivery, and and something that you can iterate on. So it's not like this big bang. How do we get you value for your investment immediately? And we're gonna continue to focus on that. Now this isn't groundbreaking. If you've been in, you know, tech for, you know, for any period of time, This is how it works. But it's table stakes. We had to make the modification. The other thing that we had committed or I had committed on stage last year was to actually invest in our crew. We wanted to create more opportunities for human connections because before I was a vendor and on the software side, I was a customer. And I know my greatest source of knowledge and engagement came from other customers. The vendor was great. But to sit down and have somebody a conversation with somebody in the like, industry or trying to solve the same problem. So investment in our crew was really important. So you could create that community. You could leverage that community. And I'm happy to say that we've been able to do that over the last year, really invest in those communities. And the outcome of that, as Kim shared yesterday, we have 700 plus additional crew members that we've added. And there was over 500 forum discussions, which is the beauty of that, it's you guys helping each other. Like, there's nothing more powerful than that. There's also over a 100 virtual meet ups since our last Empower. So what I wanna say is to you, thank you, and give yourself a round of applause because that is the investment you're making in each other. Almost more impressive than that is the in person crew meet ups that happened last year. Yes. And Sammy, I get Boston, Atlanta, Dallas, Denver, Philadelphia, Portland. Actually, a lot of our crew leaders I see here sitting in the front row. 24 in person meet ups. What that represents is the commitment you have to each other. We, as Quickbase, can send the email and we can facilitate it on our, you know, on our community platform, but it's you who make that happen. And so I am I am so incredibly grateful for that and feel so blessed that we have customers that care so deeply about each other. And so, again, just thank you. So amazing to see. Okay. Additionally, last commitment we really talked about, there's a couple others, but Quickbase University. We wanted to ensure that the learnings that we had for you and your team as you were bringing either users or builders in had the appropriate platform to learn the product. So we committed to investing. I actually had Ashley on stage with me last year investing in the crew. And the Quickbase University has been reimagined around you. We want to make it more personal. We wanted to make it more relevant. We wanted to make it more useful. We've taken your feedback and incorporated it. The outcome of that is that we have seen 20% month over month growth in our learners on the platform. What's important about that, it's like, yeah, I mean, I wanna brag a little. Don't get me wrong. Right? I wanna be like, yeah, we did that. What's more important is that people are finding it valuable. It's a great lagging indicator for me that says, okay, we're doing the right things. We need to do more. Your feedback is always welcome, and so we're continuing to modify. Additionally, last year, we had 212 additional certifications across whether it's, builder or app foundations, pipeline. So congratulations to the 212 people in the last year. Even cooler is and I love real time data. I'm a data girl. On Monday, we had 35 people take their certifications. Where are you? If you took a test on Monday, stand up so we can yes. Amazing. You know, it's hard to continue to invest in yourself as as I don't wanna say older, but as you get older, it's hard to continue to invest in yourself. And so I really commend the folks. I, by the way, made a mandate last year that everybody get their app and their developer, certs, and I held myself to that as well. And so it is not easy to be in your older years and learn new things. But, so congratulations. I love to see that investment. Okeydoke. So I wanna just talk about a couple of the other things. Based on our focus on giving you value and deriving value and listening to what you need, we really realigned, especially customer experience last year. So you may have had a shift of, customer success managers. You may have seen different professional services folks come in or see tech support being reorganized. We did that because we are trying to ensure that your unique problems are being solved differently. That it's a more personal engagement. We're using tons of tools to understand your use cases. We want your experience to feel more personal. We want it to be more relevant, again, more useful. We're getting some really great feedback. I ask that you continue to give it to us because we're not done. There is so much more we want to accomplish and that is fundamentally built on trust. And so at at this point, I feel like we have some good proof points. We've made, you know, some good progress in the last year for us to continue to deliver on that and earn your trust as a partner, knowing that we are focused on you getting a return on your on your investment and you solving your business problems. Our job is to earn your trust every day on a foundation of something that you can build on and continue to build on for the long haul. One of the ways I think that we can continue to earn your trust is with real time actionable data and feedback. That's something that we wanna be more frequent with. And so, everybody, use your phone, hit the QR code, do some did you do your product road map, voting out at the at the booth? Did you get your Quickbase? What I wanna share is that I'm actually gonna share the top three that came out of it. And so let you know that the decisions that you voted for, how you used your Quickbase this week, actually are impacting the road map. And when we leave here, we will go and prioritize, and we will come back to you in the next couple weeks with timelines. But thank you for voting. Our first one was pivot tables. Probably not a big surprise with the pivot table enhancement that you voted on on the road map. We will now get it. The second one was migration tools from old forms and dashboards. I heard a lot of that in customer meetings. I I was talking with some of our, product managers today, and they're like, oh, that migration one's gonna be hard. Do you think it's in the top three? And I'm like, based on my last conversation in twenty four hours, yeah, I think it's there. And then the third and final is central data management. So thank you for voting. Know that we are gonna continue to work to make sure ideation is available and we can get your feedback. But I do think one of the the ways we become, more trustworthy is that you see us taking our words and putting it into action. And that's what we really wanted to do. Okeydoke. Harrison, I don't know where you are. I don't know if you've seen those yet, but good luck. We'll get through those. Okay. Let's talk about the AI balancing act. You heard, Marcus talk about it yesterday. You heard Kim talk about it as well. We are trying to figure out what that balancing act is even for us internally as a company. What we have seen, and as we are talking to customers here, but not only that, customers over the last six months, eight months, the ones that do have the biggest gains, the ones that we are seeing have the biggest breakthroughs, it's taking a more integrated approach. And when I say that, I talk about how they're working internally. We see a lot of times, and I'm sure a lot of you do, that Quickbase's shadow IT inside of an organization. The customers that we're seeing right now that are having the biggest breakthroughs, they are not shadow IT. They are integrated and working side by side with IT. How many IT folks do we have here that have like an IT title? Not nearly enough, but thank you so much for being here. Really appreciate it. Because that is how you get your breakthrough. For this to work and and especially AI to work long term for and it's you know, for me, AI is not about replacing people. It's about having a more impactful, engagement, focusing on things that are meaningful. We've put so much AI into, Quickbase and how we operate, but you don't see that. What it's doing is it's taking the heavy lift off of our employees right now so they can actually spend better, more engaging time with you. We have to have a closer relationship with our IT organization to do that. We're so invested in this that even our our resources, we are training them how to work right now with different personas in IT because we know it's gonna be important. So how does a CSM engage with a CSO and what's the valuable conversation? Right? Because we need to bring that value. AI is raising the stakes on governance. We know that. There is a very real responsibility here that IT and security has to keep the data safe. Okay? Approving new technologies. Again, we're going through this as you are. How do we get AI in into the organization? How do we get through the approvals? How do we get the joint effort? We cannot do that. You cannot do that without having an integrated relationship with your IT organization. And and here's where it's really a balancing act, because for us, it's coming from as operators, as operational folks, it's coming from the top and bottom. I know Kim's sitting back there, so I'm gonna I know she's here. She can hear me. So I'm gonna Kim is saying become more efficient. Right? So from the top down, the board is saying become more efficient with AI. Move faster. Adopt, AI. Bring more to our customers. Right? IT is like, I have to minimize risk. So I'm not sure if I'm gonna let let me look through the security questionnaires, what's the compliance like. We're in the middle. We have to move faster, but we have to make sure that that governance and security is there. And that is the balancing act that we're in right now. It's a tension we're facing. It is something that we will navigate and get through. This is why after two years with Quickbase, I'm so confident in our ability to do this with our customers because we have been setting those guardrails for thirty years. We've had those enterprise guardrails in place around security and compliance. And now we were kind of forced into this engagement, a willing engagement with IT. We have the confidence to be able to do that with you. There was a session earlier today, with the link group, which was which was business and and IT coming together. And it was, Nick Magine was the IT director, and, I think it was, Fantasia Williams. I don't know if they're here still. But it's a really interesting approach and and really an optimal approach that it was human centered design principles with, you know, workflows that were really designed about around how people work. But it could only happen because the business and IT was working together. When that work is more connected, when the data is more integrated, and when we jointly have visibility into the problem, we move faster. We generate results way quicker. We have a bigger impact on the business and that is when progress happens. If you haven't built that foundation yet between establishing, the relationship with IT, starting to break down those silos, this is when we break our build our breakthrough. And we're here to support because Quickbase is built for this. We've been built for this for almost thirty years now. AI is entering the picture. Alignment is no longer optional. It's a huge shift. Right? I mean, everybody hears it. You see it on LinkedIn. There's job loss. There's people concerned. I've personally done a couple pretty lengthy LinkedIn posts about it, but we've been here before. I'm sure you're all nice and young, not like me, but, like, who sat through y two k and literally waited for the clock to right? Y two k? We've been there waited till, like, midnight to be, like, is the world gonna end? Right? It was scary. We didn't know what was gonna happen. If you've been through y two k, you definitely were, which I thought was gonna be the biggest transition in my career and frankly the scariest one for me personally, was on premise to SaaS shift. I was working in software. I was a consultant. My bread and butter was, like, showing up at a customer site and installing the software and configuring it. And then it was, like, oh, you everybody's going to the cloud. And it was, like, no. They're not. There's no way that's happening. Here we are. Things change. We adapted. We evolved. And we're going to with the shift to AI as well. We have the capabilities. I am so confident about that because of the people in this room. What I opened with, what I saw the problems that you guys are solving. You're using Quickbase to address things that are so beyond the realm of understanding sometimes. You were built for this. There is no better group of of customers, problem solvers, operational, like, excellent focused resources to do this. We know when the themes start showing and cracks start and your processes at work, they're coming to you. It's like, can I get an app? Right? We get the calls all the time, like, OSHA new compliance, state regulation comes in. Whatever it is, they come to you. You are built to this. You are the go to people. You find a way. That's the beauty of our product. And that is how you have put it to use in your organization. That's how you've built your success. So building the breakthrough takes determination and dedication. We know you guys have it. We've seen it. We see your solutioning. But it also takes teamwork. And that's where we really wanna be here for you. You know, if you are customer facing and a lot of you are externally customer facing, like, we get up every single day thinking how do we make it better? How do we impact it? I mean, we all are a little crazy because we will dive head first into whatever the escalation is, But it's because we care. We care so deeply. We wanna help you solve these problems. We wanna help not only your company achieve the goals and the outcomes, but you personally. We wanna watch your personal growth and development. That's what fires us up. That's why we're doing this. We have the right tech. We have the tech stack that can help you do it. And we have a roomful of folks that see no boundaries. So this year's empower is on building your breakthrough. And we are more than ever committed to be your partner, to help you generate those outcomes, help you solve the business problems, help you grow your own personal career. That is the beauty of Quickbase. We can solve tough tough problems together. We're here to help you build your breakthrough, get you the best and most value out of Quickbase in your investment, and prove the art of the possible. So that being said, 2026, massive transformational year coming up. We are here. We are committed, and we really wanna go on this journey with you. Okay? It's never been more important. We're here to help you bring your new build your new breakthrough. I'm so grateful to have the time. I'm so grateful for your feedback. Please continue to give your feedback. I do thank you for spending the afternoon with me. We are gonna roll into our customer awards, which is my favorite part of this whole event. So thank you. So thank you for letting me share some thoughts with you. Okay. Speaking of breakthroughs, like, this is when we get to celebrate some of the amazing things. And, ironically, when I was, like, you know, sauntering table to table last night to, like, talk to I think I talked to at least one person from every award that was, that was nominated. And they're like, oh, I'm a finalist. I'm like, oh, I know. And they're like, do you know if I won? I'm like, I do, but I'm not telling you. So it is such my pleasure now to present our customer awards. Every year, we celebrate the builders, the leaders, the crew members driving real impact with Quickbase. What stood out this year was the large range of operational challenges that were solved. And we this was a nomination process. So from large scale retail organizations to airlines, engineering workflows, you name it, we saw it. And so let's get to the awards so we can highlight this creative bunch of folks. Our first award was the and what I'm gonna ask is that when we announce the finalists, just stand. And then when we announce the winner, come join me on stage, and we'll take a picture and give you your award and all that and and celebrate you and your accomplishments. Operational Impact Award recognizes organizations that turned operational strategy into measurable business results. This year, our three finalists were Tractor Supply, Fiber Network Services, and SG Network Services. Can you stand up? If you're here, can you stand up? We don't have oh, we got one. This year's winner transformed fragmented operations across more than 2,000 locations in a single scalable system that improved visibility, accelerated reporting, and strengthened coordination across teams and partners. What once took days or weeks can now be done in minutes, Enabling a team of five to manage thousands of deployments efficiently, while reducing operating costs by more than a $100,000 annually. The operational impact award goes to Tractor Supply. Congratulations. Thank you. Eric, Kyle oh, wait. Hold on. Megan, you go right yeah. Yay. Okay. Innovation and operations. This award recognizes redefining what modern operations can look like. This year's finalists are RCP Incorporated, HD Supply, and Harder Mechanical Contractors. This year's winners reimagined operations as a real time system that actively drives work forward instead of simply reporting on whatever what's already happened. By enabling business teams to adapt processes without waiting on IT, they eliminated delays between insight and action and created an operational advantage that continues to strengthen over time. The innovation and operation award goes to RCP. Congratulations. Congratulations. Congratulations. Let's get together. Smile for the camera. Getting close. Okay. And you can go right off that way. Congratulations. Operator of the year. So now the, individual award who that really recognizes that, ingenuity and operational discipline solve complex challenges and materially improve performance. Our three finalists are Nick Thomas from Kin Homes, AJ Hiles from Farmer Insurance. I like that. And, Nick Fiquiera from Sandvik Mining. Congratulations on the nomination. This year's winner rebuilt a fragmented operational environment into connected systems that ties projects, workflows, and financial visibility together in real time. Their leadership improved productivity by 35%, reducing inefficiencies in the field and generating more than half $1,000,000 in cost savings, while creating greater accountability and clarity across the business. The operator of the year award goes to Nick Thomas. Right. Congratulations. We need to do more awards all the time. Okay. Transformation Leader of the Year. This award recognizes a leader who mobilized their organization around a new way of operating and embedded lasting change across teams. These submissions, by the way, were incredible. Like, this is what, like, just pumps me up. Our finalists are Tom Allen from Alaska Airlines, Corey Huckaby from Cardinal Health. Oh, here we go. And Andrew Patricio from Unidos US. Congratulations. This year's winner led a major operational transformation in a highly complex safety critical environment by replacing disconnected processes with a more connected real time way of working. More importantly, they fostered a culture where teams actively build and improve solutions themselves, accelerating innovation and dramatically shortening development cycles across the organization. The transformation leader of the year award goes to Tom Allen. Nice to see you again. Come on over if you get a picture. There you go. That's good work. Amazing. Okay. Mission Impact Award. This is my personal favorite. It's also, if you were at Empower last year, some of the things that like, we had a had a real personal story as to some of the incredible missions that are are being accomplished with the quick based platform within the community. And so getting the opportunity to read these submissions and see some of the incredible work that's being done, not just as a business and not just to operationalize, but to truly impact the lives of folks is, it's it's really moving. So this award oh, yeah. Sorry. Here's our our three finalists are okay. I'm gonna try to get the name right. Regional Transportation Collaborative, a program of the Rappahannock Rapidian Regional Commission. Close close kinda close to you. Sorry. I tried. The City of Newark and Neighborhood Legal Services Michigan. This year's winner yes. This year's winner improved how essential services reach vulnerable populations by removing operational bottlenecks that slowed the coordination across departments and community partners by creating a shared system with real time visibility into resources and demand, they help teams respond faster, collaborate more effectively, and better serve the people depending on those services. The Mission Impact Award goes to the City of Newark. I I don't believe we have a representative here from the City of Newark, and so we will send them their trophy. But, frankly, from the bottom of my heart, all three of those finalists' amazing, amazing work and impact that's being done. Okay. Now the one we've all been waiting for, crew legend award. The Crew legend award recognizes a long term contributor who has strengthened and elevated the Quickbase community through mentorship, leadership, engagement. We talked about some of the crew updates earlier. Just amazing work that people are doing. The three finalists are Tammy King from Mintz, Wes McAdder from Albertsons, and Nicole Brashelf from Pike. I've personally no matter who wins, thank you so much. I see all of your contributions. This year's winners created a dependable space where Quickbase builders can learn from one another. They solve problems together and they grow their confidence using the platform. Through consistent leadership and mentorship and generosity, they help transform a user group into actually a community of people helping each other. There was, a little story that I wanna tell with this one just because I was in the mix when it was happening. This particular person, is is leading an in person crew as well. And there was a crew meeting, and there were flight problems. And instead of saying, I'm not gonna show up or I am going to change the meeting, it was, let me take a red eye. Let me then drive three hours. And let me show up for the crew that I have put so much love and effort into. They made the meeting and connected with the Boston crew. The crew legend award goes to Tammy King. Okay. I gotta give you a hug. Oh my god. Hold on. Yeah. Don't be nervous. Amazing. Amazing. And there is a level of dedication that frankly all of our crew members have, but that Tammy has that is like no other. And with us being headquartered in Boston, and I'm in the office pretty frequently, she has got that that energy and that collaboration, like nothing I've ever seen. And so with that, I am excited to introduce our really fine kind of final speaking session of Empower 26. This is, a panel that is gonna be model moderated, excuse me, by star, CIOs Isaac Sikolic with two incredible panelists, one from KPMG, one from Jacobs Engineering, and our chief product officer, Marcus Torres. I'd love to welcome Isaac to the stage. Hello. How are you? Good to see you. Can you can you look quicker? Yes. Still? Fantastic. Job. Okay. Thank you. Look at that. No AI here. How's everybody doing? That's what I like to hear. So So I thought I'd share a couple things about me. First, I've been in the position of being a CTO and a CIO, first in start ups and then in companies that needed to do transformation. I then spent a lot of my time writing about those experience. I have over 1,200 articles. I have two books on digital transformation. And I now run a company called Star CIO that leads, CIOs and IT departments through transformation efforts. But probably the most important thing for this group to know is that I've been a Quickbase builder for twenty five years. Okay. I am a fan. I can't wait to join my first crew at some point. I still build applications. Most of Star CIO's background and back end is running on Quickbase. And I'm super excited by all the AI features that they've announced over the last couple of days. So today, we're gonna be talking about tools, teams, and trade offs in the AI era, and I'd like to bring out my panelists to join me. I gotta say, we've had so much fun preparing for this panel. So much interesting things happening in the AI space. We all come in from very different backgrounds about what we're doing with AI, what we're excited about, what we're feared about. And we're gonna try to share all that with you in the time that we have. But first, let's just do a quick round of introductions, Dave. Alright. Thanks, Isaac. My name is David Galowski, and I'm with Jacobs Engineering. I am the global principal for AI and delivery and and Head of Applied AI in Electronics, which is just a really complicated way of saying that I'm working with my teams to best understand where and how to apply AI to our work in a meaningful way. Great. Adam Brand, partner at KPMG, focused on cybersecurity and technology risk. As you can imagine, today AI takes a headline on the risk side of that. I've been a quick base builder for a little over fifteen years and have not attended Empower. This is my first time. I'm very excited to be here and share some cyber horror stories about AI, but also some ways that you can help solve those in your organization. Hi, I'm Marcus Torres. I'm the Chief Product Officer at Quickbase. And hopefully, I'm building the products you love. But my history has always been in this space. I've worked for Salesforce where I built a lot of their Lightning platform before it was called Lightning as and while it was being called Lightning, ServiceNow, similarly. And now I'm just excited to, build amazing products that you love and empower you to do amazing things. Great. So we're supposed to be talking about tools, teams, and trade offs, but I actually wanna talk about teams first. Right? And one of the things I've always loved about this conference is it's called empower. It's about people first. And so that's where we're gonna start from. I do wanna share some stats with you. Right? We're talking about AI here. 57% of leaders now expect people to manage and direct AI agents, and over half of you, of employees, report some level of AI adoption in their organization. I'd like to get a poll from this group here. So if your organization has already deployed AI agents and using them as part of your work let me see your hands raised and just get a sense. And we're probably a little bit less than half. Right? A little bit less than half, but that's probably what we would expect. Now there's a lot of hype, around what's happening in AI. There's a lot of, interest in being able to build workflows and to empower builders. Dave, I just wanna get a sense for you. You work as an AI leader in your organization. You have some folks who are really interested. You have some folks, who are excited by the impact of AI. There's a lot of hype out there. And there's also some people who are fearful about AI. Sure. What are you telling them? How are you guiding the different groups of people in your organization? Yeah. And this is something that I feel like every organization is probably going through to some degree. We have people on one end of the spectrum that will punch through their monthly token limit in the first week and are really pushing the boundaries of what we can do with AgenTek coding systems. And then you have at the other end of the spectrum, you will have people that are completely resistant, that have AI anxiety, which is a very real thing. And it's not uncommon if you looked at the previous tech transformations mankind has been through. There's definitely this concern about change and what's happening and where is this going. And I've never seen a pace of change like this, even when Andrew Kopathy says that he can't keep up, then you feel really good that you're not being able to either. So we've stood up what we call the BubbleUp AI. And this is an open forum that people come together weekly and they share. And they talk about what they're doing that's working. They talk about what they're doing that's failing. And this is a good opportunity to learn from those failures, to share the successes. We record them, use AI to chunk them up, put them up where people can search them. We're building a database now for those folks that have a question later. And so this is just it's an important way to bring people together, to get mentorship, to get comfort and to really to share and grow together, and something anybody could stand up and be doing as well. And in the bar of like super excited to fearful, where do you place your organization? I would say we're tipping more into the engaged and excited end of things, which isn't really surprising for an engineering organization. Mhmm. But it's not to dismiss the fact that it is a spectrum, and we really want to be meeting people where they are in their AI literacy and, you know, adoption journey. And so that creates, you know, some challenges to make sure everybody gets what they need. So Adam, help me out here. Excitement in the organization around AI, lots of tools out there for people to go use. The board, the CEO want to see ROI, want to see innovations, want to make sure they're not left behind. And then there's a natural tension with doing things the right way, with making sure you're secure, with making sure you adhere to data privacy. What are you telling teams as they're going out and really experimenting with AI? What are you telling them about being safe around the activities they're doing? Yeah. Absolutely. I mean, it's an evolving situation as everyone knows. I recall seeing, as I'm sure many of you had, a story about an AI researcher who gave, the AI access to her email, and then it subsequently deleted her entire inbox. Right? So certainly some angst around those types of use cases playing out in the real world. A lot of what I recommend to people is to think about AI in a series of containers or walled gardens that are set up for a particular purpose. So rather than letting the AI access all your emails, all your files, everything all at once, baby step into it with use cases. Mhmm. What does this particular agent need access to? What do I want to let it do? And under what guardrail situation should I allow that to execute? And that's certainly a practice that we've adopted internally at KPMG. Our brand is built on trust, as many of you know. We can't have agents running out there with unfettered access. It is certainly a model that I expect to continue in the foreseeable future. Excellent. Now, Marcus, experiments are great. Guardrails are important. We've been talking a lot over the last day about finding that right balance and introducing AI capabilities, particularly around the quick based applications. What's wowed you? I mean, what have you seen teams doing out in the field and in the back office that say, wow, we're off into something that's really innovative? Well, I'm going to say there's an amazing effort within Quickbase to and all of our customers, but also in every single aspect of the business. And part of what they have I have been wowed by is not just simply speed, but when we actually reimagined how we're working, there's a gentleman of pure mind that is running that AI initiative, and his team has done amazing things to actually show that judgment that we talked about, safety that you just described, can actually really transform the business. But one of the things that I think blends all of our conversations is feeling safe to do it. Sometimes that safety is in the guardrails, sometimes that safety is in leadership and the culture that you create in the company to say, I want you to experiment, I understand certain things aren't going to work out. And I understand when you break things, but you did break it in a way that doesn't hurt the company, doesn't hurt the reputation, and of course, doesn't hurt the customers. And so whether I think about some of our Intune just reimaginations of certain processes that we have internally, we have things around our customer and trying to get faster time to value in the back office, And I'll use even past field and some of what that team has done completely changed their innovation curve. And I wouldn't quite say that's in the field, but that's in the field now with all of you in the hands of your phones and your tablets. So it's been pretty amazing. Awesome. Marcus, let's shift gears. Let's talk a little bit about some of the trade offs. Another data point here, 89% of professionals say their top barrier is data and the integrity of data and the protection of data. Adam, when I think about all the things that can go wrong and I think about all the protections that could go into place, what do I need from security, what do I need from compliance, what do I need from a regulatory perspective, We start using words like guardrails, we start talking about having data and AI governance. There's a lot of jargon out there for the average company that probably can't afford KPMG all the time to come in and give them all the right things to be doing. So could you share with the audience, like, what are some of the things that they should be thinking about having in place in parallel to their AI efforts? Absolutely. Governance, which you touched on, is certainly one of those key areas. And that means a lot of things to a lot of different people. And I could probably talk for a while about all the different, vectors and and, aspects to governance. I think one of the most important things that, for your organization, you should try to get together is combining the different groups that have a stake in all of this, getting them in the same room and having a conversation about expectations for the use of AI, as well as the risk management. Kind of getting it out into the open where it's not a matter of somebody coming to IT six months later and saying, oh, by the way, we adopted this agent in our group, protected for us. Right? But more so, kind of hash those out at the beginning. And also think about how do those decisions get made? If there's a disagreement between two folks, what do you fall back to? You fall back to where you should. What is the risk appetite that's been established by the board, by senior executives? And how does that now translate into this new domain? Wow. So bringing people in a room is what I'm really going to start with because everybody has a different picture of where governance is needed. But when I do that, I don't want to just talk about governance. I also want to talk about innovation because everybody in the organization wants to go off and do their own thing. But the technology is changing so much, and the AI capabilities are changing so much. David, help the audience understand how you're staying current and how you're picking out the things, to invest in and how do you strike the right balance around innovation? So I think that when it comes to innovation, we're in the midst of or should be getting in the midst of getting back to core operational excellence principles. You really want to be able to use AI in a way that develops a sticky, really powerful solution for your team's challenges. And that means real the traditional innovation cycles that you go through. For me, it really has been about bolting on a new layer. We like to look at innovation as happening on four. We've got the human level where we're looking at knowledge and training and behavior, not going to downloading their own agent with first. Then you move down to the system level, and this is where Quickbase comes in with its ability to centralize data and business logic and keep people in the same place. And then you've got an automation layer where you've got consistent data in, consistent data transforms, consistent data out. And finally, we're now bolting on this new AI layer. Now the interesting thing about this, to keeping up with it, is in a way, trying to keep up with the bleeding edge is, A, it's almost impossible and B, you don't really want to be on that for production grade things that you're deploying into the field for your clients. So we really look at all four of those layers and then really deconstructing down to what is it we need here anymore because AI really has given us new capabilities that didn't exist five years ago. And that allows us to reimagine these workflows in entirely new ways. But it really needs to be done with that comprehensive view so that it does stick, so that it does really address all the stakeholders' concerns and all the business users. And how are you keeping up with all the changes, as ahead of innovation? How do you research what's the art of the possible today and not something too far off? You don't sleep a lot. You don't have much of a life outside of work. I've actually built my own agentic, scavenging system that goes out in the net, and that's not really reproducible. But, you you it is a distinct challenge. And so we'll find out about things through the Bublup. We'll find out about things through conferences and meeting with people. We'll find out through networking with colleagues. There's just so much happening. And unfortunately, there's a lot of hype out there, which makes it difficult to kinda cut through that and really find out what are the kernels that you wanna find. So it's it's just a it's just a flat out challenge. There's no good answer. So you're gonna subscribe. I wanna subscribe. Yeah. You're here. Oh, good. You're here. We have a bunch of events coming off after this. When you meet people today, ask people around you what are they doing with AI. That's my my ask of you here because you got a pretty sizable community here who could give you some real tangible, here's what we're doing, here's what we're staying away from. And if I could add on to David's point about not having a life, and and spending it with AI, I would say that where you can find in your, personal life just some interesting problem that you think AI may be good for. What's fantastic is that most of these organizations now, have free trials of things where you can go in and for up to a certain amount of tokens or use really get a feel for that. And that's kind of how I've stayed up personally. Right? Is I've created some use cases, like, around the house type of thing that I wanna do, leveraged AI, for example, for home automation, played around with that, and gotten a feel for it myself on those trial subscriptions. And then that helps me just keep up to speed with what it's actually like to do it rather than just think about it conceptually. Marcus, and I can't give you access to Argus, but Hacker News. I fall asleep reading Hacker News every night just because it sounds odd, but it's a phenomenal, curated, respectable way to learn about tech and what's happening, especially in the comments. I wanted your filter, though. Never mind. It's not ready to deploy. No. It really does require an investment. And I was, like, in awe when I was speaking to David earlier saying, I don't have enough time to go test everything that's out there. But I want to go back to this question about data integrity, right? So before we're going to actually go and start testing things, what should organizations be thinking about? I mean, our data is all over the place, Right? We have SaaS lots of SaaS applications out there. We have lots of data folders out there. We have spreadsheets that are out there. What should be every on top of people's mind as they're starting to invest in AI, what should we be doing about the data? Yeah. Absolutely. And data is a huge problem, especially for larger organizations that have historical datasets. I was talking to, clients in the life sciences space that was using it for AI use cases, And they had a challenge where they had so much historical research data that the AI had access to for answering questions, but it wasn't doing a great job of understanding when a particular line of research had not been fruitful or had been found incorrect in a later study, Right? And because they hadn't had a a need historically to go back and offer you know, and flag each of these documents to say this is no longer true. Right? So I think there's really a challenge for organizations to look at the dataset they make available to the AI and maybe think about not just giving it access to everything and hoping for the best, but rather how do we curate some of the data that's, you know, truly important for the use cases that we wanna model, getting those into place so that we don't end up with AI hallucination. Yeah. And I guess conversely, the other side is if there's use cases that you want to do, but the data is spread out across all these different SaaS applications as you mentioned, what is the strategy for pulling that together in some data storage mechanism to be able to, use AI on that data? Thank you. And you also mentioned cost. Cost is another trade off, right, Marcus? I mean, I'm thinking about tokens are expensive. Okay? Having lots of SaaS applications can be expensive. Right? And, you know, yeah, we want to be able to get ahead of the ROI of the AI curve, but we also need to make sure there's a return on our investment. How do we think about that trade off in costs? You know, this moment and this evolution, true evolution in our way of working, true evolution in technology, one of the things that is reminiscent to me is when there was the first move to the cloud, right? Lots of fragmentation, questions about data, questions about security, and questions about cost. And nobody wants to wake up, especially lots of people in this room, to an invoice with overruns and costs that they just didn't predict, right? But now that's being conflated all over the place. Lots of SaaS applications, they have their own token costs on top of the subscription costs. Then you have, you know, the hyperscalers, then you have the LLMs, all of this. And, you know, with various I'll use Vibe Coding platforms as an example. There's the cost of development with some of the tokens. That's somewhat understandable, because you're leveraging AI for that very distinct point. But then there's all these overruns because you're saying, oh, well, I need a database here. I need an email service here. And I think those are the challenges that we don't want to have come up again. This is one of the things about trying to stay true to one holistic platform, to being a full stack, if you will, is look, your data is there, your operations are there, your workflows are there, and what does that give all of you? Context. Context on how you run your business, context so that you can make judgments when you leverage AI, and of course, control in that less places for token overrun. And I just think that is something that we all care about and we all don't want to be woken up to. Well, not you because you're reading hacker news, but like, you know, for most people. Yeah. On the cost front too, I think it's really important for anybody in this room that is being asked those ROI questions that you're really baking into your business decisions that we're operating in a very interesting environment where the VCs are happy to fund the customer acquisition, meaning the cost of this inference is not real. This is artificially suppressed. So as you design your AI systems, you need to be thinking not about the current cost today, but what happens when a 10 to 20x is after an IPO and the shareholders are no longer accepting of this VC burndown. And as we hit inference limits, can't build the data centers fast enough, what happens when the premium tier costs more? So the ROI calcs are a little bit more nuanced than simply, does it make sense today? Yeah. And I would just throw this back at you, Marcus. I talk about digital transformation a lot. And I tell folks when you're trying to prioritize, look for force multipliers, look for investments that can check off two or three boxes at the same time. So when I think about SaaS applications all over the place, right, marketers, I think there's a stat out there that will have, like, 130 applications that they're trying to integrate that may have data issues, that have cost issues. How should we be thinking about SaaS applications in the AI era now? Look, I think when you look at a lot of SaaS applications, what have many of you had to do? Most of this room are the are operations. We get stuff done. Right? Like, that's our job. And but that was a decision somebody made. Like, oh, the CRO, hey, put in CRM here. You know, the IT said put in this big enterprise system. And then you forced your workflow to work within that pattern. I think in the world of AgenTek AI, that's changing. It now works for you. Right? Right. And I think what we have seen in, my own personal team, behind Pave, is we've actually created all of those SaaS applications on ourselves. Our CRM for Pave works through Pave. And this isn't just an endorsement for Pave. It's it's actually just a reflection of software should work the way you do, not the other way around. I think that's what's been so such a huge shift in kind of the SaaS apocalypse or whatever you want to call it, is people have said, wait, wait, wait, I was able to get something that actually works exactly how I want. Now getting that to reality takes, you know, a full platform and a full effort. But I think that is the big challenge with a lot of those SaaS companies going forward. Right now they have, to some degree, a switching cost that's very high. SAP reminds me of that a little bit. But that is I think that's going to shift. And, you know, it's going to be amazing to see what people do to finally get work to work for them the way that they do. So let's it's a good segue. Well, let's talk a little bit about tools, okay, and get some more data from you. Over 90% are continuing to invest in AI, 60% or so are going to increase their investment in AI. But for this group, probably what's most important is that 3.6 times ROI, for smaller companies compared to a two times average. And what that says to me is if you're investing AI in the right way, in a guardrailed way, in the areas that you're making the most impact into your business, you can start creeping up into your larger competitors. Right? And that's what we want to start seeing AI doing is not just doing productivity and not just doing workflow performance, but actually improving the business and growing the business. So David, where is Genuity AI generally making an impact in your business? What can you talk to us about? Well, we like to try to focus our efforts around three outcomes, which would be to give people more time back, eliminating mundane, redesigning workflows, allowing AI to do things that is sensibly within its capabilities right now, accelerating our work. We have more work than we can accomplish, and we want to be able to get more out into more hands and more customers. And then up value in our employees. That's a really important part is that if we can give them back more time now to be in front of clients, to be in the field, to be working with suppliers, it's to their benefit and the clients. And so looking across those three, we just some examples. We are proud to be working with NVIDIA, where we have deployed the data center digital twins that is, right now, going gearing up for gigawatt level data centers, which I know is not the hot topic everybody wants for data centers, right? But it is the cold reality that we do need them. And so we want to get them quicker. We want to get them more sustainably designed. These, digital twins allow us to do simulations at a far, far, far greater pace than we ever could before to really dial in operating parameters and to be able to get to the client a quicker design that they can get building quicker, which is the big name of the game these days. Moving downfield, you get into things like, we're scanning old public designs for bridges to be able to analyze beam sizing. We've got 100,000 different sheets that we're going through, a visual model analyzing with the goal of being able to conceptualize quickly for cities and municipalities. What is this going to cost you if you want to do this versus that? You're not using that for your engineering work, but you can conceptualize. All the way down to I have an individual that has a unique business case they want to solve for themselves and they want to go Vibe Code into existence. There's all sorts of challenges there Adam's been touching on. You don't want to ask ChatTPT to build you a single page app that then goes, pulls open source libraries from the Internet and embeds it into your data stack. So there's some challenges there. But it's really focusing on all of those benefits to our team and to our clients. Yeah. I'm hearing a picture of reinvention happening there. It really is. And it happens when you understand what AI is good at and what to not let it near. So and they are very distinct these days. David, almost the same question. Like, can you share something that you know, you're using tools for, that you're using AI for? And then, you know, also comment on the Vibe coding, please. So, you know, why aren't you just gonna go and Vibe code everything out? What are you warning your teams about in terms of the dangers of just jumping in with VibeCoding? Yeah, absolutely. And we've invested significantly in AI and AI based solutions as a firm, many of them public. I'm happy to talk about them. One of the ones that I think is kind of most impressive to your theme on kind of being able to define a concrete use case is we have an agentic application, platform called Blaze that's focused on taking very old legacy applications, think about COBOL, etcetera, up leveling them very quickly into modern application stacks. And it's very impressive. I mean, we've put a lot of the knowledge and the context in there that we've from doing these transformations ourselves. Great results. I think to your question on vibe coating, we have introduced a, internal prototyping vibe coating solution because we do a lot of presentations with customers. They want to see it, make it real. The challenge with that platform is that it's like, okay. Well, it's a great, beautiful prototype. Right? Like, I love this thing. I want it I want it in production. Right? Now what? And that's the big challenge with the Vibe Coding platforms and apps is many of them don't have a clear pathway to a safe and secure land and prod environment, which is something that a lot of organizations are gonna start to wake up to once they generate all this buzz only to find that people are either taking the agent's advice on where to put it Yep. Opening their their wallet and getting an AWS subscription or just being frustrated at not being able to take the next step. Or or they go on vacation and don't come back and then you've got an app there. You have no idea how it came into it. Exactly. What is this thing? Exactly. I have a booth for you to check out. Oh, a booth? Really? Do they have a solution around then? Okay. I think it's just the future way of working in many ways, right? People want results immediately, and now they have tools at their disposal. I think the challenge is exactly, it's almost even reflective of the last, you know, kind of, point I made. Fragmentation is exploding. If I was the CIO, you used to be a CIO, I would be scared. I would be scared because people are just, I'm a do what I want. Right? And to some degree, because the technology has lowered the bar to get started, it doesn't mean it's cleaner. Right? Now it's really messy. And I think it's up to all of us because, you know, this is your operations platform. Many times you're stuck with that reality. And so I think having something that, can keep you more safe is at least what we're trying to help you solve and what we're going to be focused on. But it's going to be a problem if we let it go. It's sort of it's almost a little bit like RPA days. Like, people went nuts, and then all of a sudden, everyone had to try to pick up the pieces. They're like, forget it. This is too much. Yeah. We we've gotta get ahead of it now. Yeah. To answer your question there as a CIO, looking at what was built in a Vibe coded application. I'm like, what's inside it, and where do I deploy this? And, you know, what libraries did it bring in? And how is permission? So there's a lot more questions that need to be answered. And so I'm looking for the easy button. I mean, that's what brought me to Quickbase initially. I'm looking for how do I take from idea to production very quickly. So, Marcus, tell us what the agentic workplace is gonna look like in a couple years. Give us, like, your own future vision around that. You probably heard a little bit of it yesterday, but I just fundamentally think that our way of working is changing. But it's not going to change until this kind of slow roll of behavioral change, Right? And we're humans. Everyone's human here, unless there's like a weird robot in the back. There's no agents in it. There are no agents in it. Yeah. On an online list. We we are we are products of two things. Right? Patterns that we keep repeating and incentive, right? And so right now there's lots of incentive by probably your leadership to go and to change, but it doesn't necessarily change the pattern. And when I think of but once we get that going, once we kind of take that ingenuity, that intrapreneurship that we've always had, we start to apply that, you're going to see a really different way of working because you're going to look at those workflows and you're going to say, hey, it's not just a process with digital transformation and clicks and software. It's really going to be a new orchestration of your work between people, processes that have been reimagined ideally, systems, and yes, agents. And so can you do that in a uniform way? Can you do that on a platform you trust? Can it be governed? Can it be scalable? Can it be tested? Can it somebody did some random pin testing for us yesterday. Thank you, guy out there. But, like, this is the future of work, and I think it's up to us to to embrace that, safely and and really do that in a place where we can be the leaders and sort of the visionaries of that new way of working instead of having to catch up to it. So we're going to end everybody up for us playing a little game? Yes. Okay. So a lot of hype out there around AI. There's a lot of areas that are emerging, and there are some areas that are here now ready to go prime time. So I'm gonna throw out a term, ask one of you to define what you think that term means, and just give me, is it today, is it emerging, or is it hype? So let's start. Dave, let's talk about multi agent orchestration. Absolutely real. Very hard to find people that do it. If anybody out there wants to come work with the number one engineering firm, let me know because we're looking for more people can do that. I I need to put the caveat on there. I know you said thirty seconds because that term works right now for agentic coders. But the multi agent orchestrated environment that, at a higher level, is performing business functions, very much out there. Okay. Explainable AI agents. Alright. This one I would say is emerging. It's just the idea that the AI can you can understand how the AI came up with its conclusions. There's some type of traceability there. And it's hugely important because a lot of times people will just take the output and assume that it's correct. But if you actually saw the reasoning behind that conclusion, you might say, wait, that's not true at all. But yes, definitely emerging hugely important. So is that something really to keep in mind? Marcus, talk to me, what is an AI native organization? And is that emerging hype or reality today? Oh, that is an emerging reality. See what I just did there? Yeah. You got it? You got it? There's amazing companies that were five people or 10 people that can be AI native because they're starting from scratch. But being AI native isn't just about using tools and not they don't have the footprints of many of your guys' businesses. What I would suggest though is taking an AI native mindset, looking at that process and saying, do we have to do that anymore? Does that step have to exist? And it's not just about speed, it's about judgment, it's about, you know, reimagining things that are right for your business. And I do think, by the way, unless somebody here is a PhD that's done like neural networks since they were five, like, no one's an AI native expert, but well, this guy, Hacker News. But, but no. It's, I think that is a reality we all need to speed up to, but it's emerging because every day it's changing and we'll have to change with it. Thank you, Marcus. Thank you, Adam. Thank you, David. Thank you to our panel today. Gentlemen, doctor. Hey, hey. Doctor. Thank you. Alright, sir. I get that reference. Please welcome to the stage, chief executive officer, Quickbase, Kim Eaton. Alright. Good afternoon. We do actually have quite a great crowd to show up at the end. So appreciative of that. So, wow, what an amazing couple of days. Thank you all for spending it, with us. I actually, shared in the very beginning, for those of you who who heard it, just the energy that I felt from that 2019 that had stuck with me for quite a few years, seven years, actually. And I have to admit, I I felt even more energy, over the past two days. And it's probably yes. Probably, I shouldn't say probably. It's actually because I had the chance to talk to so many of you and to hear your stories. Even the challenges and problems and input and feedback, that are gonna help us become a better company. So I definitely really appreciate, that engagement. So it's, it's truly been a great couple of days. I could not I I just can't appreciate it, that much more than I've said. So, hopefully, you'll see too. We're gonna actually show a lot of really great pictures of all of you. So the other thing I wanna just, highlight is I made a a comment about how our job is actually to continue to build trust with you all every single day. And I think what I have heard from many of you that I've had a chance to talk with is that we may not listen to everything and and do everything that you ask us to do, but that we've made some progress, in that way. And I I truly appreciate the openness and the feedback because the greater than 10 big features and product enhancements and new products, those that we've acquired as well as, invested in organically, have been a result of your feedback. So keep it coming. Super excited to have shared with all of you. And I do think that, at least from the feedback of a good portion of you, that a lot of what we've had a chance to share has really resonated with you. So, again, keep the feedback coming. I also wanna thank our sponsors and our partners. It's been great that you all had a chance to spend time with them. Every time I tried to actually go and chat with one, there were quite a few people talking, so I definitely didn't wanna interrupt, that flow. But, they were a big part of us being able to have this event, and so just wanna thank them. And thanks to all of you, for spending time with them and and learning more about what they can actually help you do. I believe and this, I think, maybe is just a recent, number, but I think they've had, collectively, maybe about 500 opportunities from those conversations. So that's that's really great. Also, we had, I was able to have a lot of private meetings, and I know the rest of our team, did as well. So thank you for spending your extra time or, you know, what I would call the front end of the day or the back end of the day, to do that. It's just been really wonderful to hear the stories from all of you and to build those relationships. It's it's gonna help me as I transition, but it's definitely gonna help the entire team from Quickbase that was here. So I know it wasn't just me that had private meetings. I know there were a lot of those, going on. I think, the other thing that has been really great and I was just looking at one of the slides just because I I looked at the slides and the pictures ahead of time. And one of the things that just was overwhelming is there is not a picture maybe there's a few people because they're eating. There's not a picture without people just grinning ear to ear. And I don't I honestly don't believe I've ever been to an event where I've seen so many smiles. Even even as we're receiving feedback, constructive feedback, those smiles are there. So it's it's just a very empowering environment. Just wanna thank you all, for that. Alright. I love this math. We had 32 sessions or 32 different sessions and 5,000 total people engaged as a result of all those sessions. So I do believe that was really fantastic. Thank you for truly engaging, sharing, spending the time with each other, sharing, and motivating others to be able to solve different things. I heard this I I think there's a group like industry where the teams got together, and they've already decided how they're gonna help each other as they leave this, this event. And I think that is the power. Right? It's, building those connections, and so we're we're super appreciative of that. The other thing, I think you all are probably AI ed out. How many are AI'd out? Right? I think there was a thanks. Obviously, in a good way. Right? AI is is here. It's here to stay. And now it's up to us to figure out how to use it the best way we can and then the best way possible to make our businesses better, to make our jobs feel easier, all of those things. We're all on the same mission. So, hopefully, you saw that we are taking this seriously in how we're thinking about how AI can help you all do your jobs, how we can put it inside of Quickbase, how it actually drives future products, all of those. Hopefully, you'll see that that, that commitment is there. And, again, another place where your feedback and support is gonna be essential. So thank you for that. This is probably, more, I would say, about, me personally. You know, I I told you all early, in the week that a big reason that I chose to actually take on a role as CEO full time after not being a CEO for seven years. Part of, you know, my family was like, what the heck are you doing? Right? And, honestly, it was because of the people, and it's because of the customers and teams that I've interacted with over the years. Boy, did you all solidify my decision this week. So thank you. And also, I think the other thing is the connection to the impact that you and your teams have on your customers, on your business. Like, that is real. I mean, the impact is there. And sometimes it's hard for us to see it because we sit behind a platform. But, honestly, what you all are doing is just incredible. So thank you, for that. And keep reminding us, you know, why you do what you do, and therefore, the the the impact that we have to help you do that and to do it better. Obviously, I think one reflection of that, although I've heard so many across so many customers, I don't wanna isolate BMS. Although I will say, if anyone was not moved from the story of what BMS is doing, you know, let us know because we're gonna have to figure out how to set that bar higher next year. Actually, there are so many stories. But Mark and Anita, thank you so much for sharing that story. It was motivating and inspiring in in so many ways. Okay. I also mentioned one last thing, and I am almost done talking. I promise. I, you know, innovation can't be isolated. Right? The opportunity to let people do the jobs that they can do, and also to believe in them, believe in that they can actually do more, that they can actually be definitely more successful, apply their strengths in different ways, that's what matters. Right? Giving the tools like Quickbase and Pave or any of the others your own tools. I I mean this broadly. It is it is truly about you. It's about you enabling your teams. It's about you giving the tools to your teams to to truly make their jobs, that much better and easier. And so it's what matters, and and it it's very impactful. So keep doing what you do. People do matter. And especially with what we're faced with with AI, people are our differentiator. Right? It's about allowing them to do the jobs that they can do. We just have to help them transform. So, thank you again. Thank you for coming. Thanks for the engagement, feedback, all of that. Well, the one thing I will I want you to all, think about is empower truly doesn't end here. And for all the reasons I just said, the work continues with you all, and it's our engagement too from a quick base perspective when we leave the room. We're committed to that. So really looking forward to continuing to spend time with all of you. I know our teams, they're super motivated to help you all be even more successful. What I wanted to do is just end very quickly. I wanted to acknowledge I actually had a chance to meet a few people that that I was surprised that have actually also had twenty five years, with QuickBase. But what I really wanna do, because we have an incredible team from the Aetna CVS Health team, who have been with QuickBase for twenty five years plus. You heard me recognize them before. I'd really love to have the chance to have them come up on stage. We grab a picture and, show the rest of all of you we're here for another twenty five years. How's that? So if I could have the Aetna CVS health team come up. Are there are people still here? I thought they were. I also know that you all have been a big part of the feedback and support that hopefully helps all of you be able to leverage QuickBase the way that you do. I think you've all been incredible voices. Thank you. Okay. Oh, yes. Okay. So, Adam, we'd like to, thank you so much for your commitment, for your engagement, for your support. I don't think we couldn't be here without you and your team. So thank you. We were 25 years old. Thank you. Absolutely. Thank you. All right. There's a picture. Thank you. And thank you for sharing. I hope that you all were able to spend some time and and, learn from this fabulous team. So thank you very much. Thank you. Okay. With that, I would like for all of you to stand up and give yourself an applause. Yes? Thank you so much. I'm so looking forward to spending some time with those of you who are able to stay this evening. I definitely try to get around. I tried to, like Kelly, get around as best I can, but certainly look forward to to, spending the time with you all this evening. So and thank you again. Wonderful couple of days.