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I can'take credit for conceiving the idea of RPA and its implementation here. That was definitely a team effort. But what I can tell you is that we had a legacy system platform and implementations here that people would refer to as technical debt and we had a lot of it and still do to some extent. And the reality is we could get rid of that and we could work on a lot of integrations. But when you the ability to take an existing process, exactly what the people in that department are doing today and just automate it or mechanize it or whatever type of words you want to use really makes a difference because the timing to deliver is so short as compared to what it would take to integrate that from a more traditional perspective. And the short term view is that we would eventually integrate. But what I tell you after having used it here is we're probably not going to do that. There are a lot of processes, systems that we don't need to integrate. We have a process in place now manually. Now we've automated it via RPA and we're going to keep it that way and just maturate it from there. It wasn't difficult to find a business partner at all. We had a relations We didn't want someone who would look at us and say, well, here's what you can't do and we're not willing to go overboard to try and make it happen. There actually hasn't been a lull after all of the pilot work that we did. Recode was able to scale their capacity immediately for us. The benefit was so strong through the proof of concept that the business immediately came to us with a large demand of processes that they wanted to put in place. So from a scaling perspective, what we're looking at as a possible option is somet T So IT provides the platform, the governance, the framework and certainly support, but we have the business to rely upon to actually find opportunities to use it and to implement it. Initially, it was a little difficult to talk about RPA. I t Evangelizing it's easy because I t But until you actually see it in practice and you get people comfortable with how it works, it's really hard for any type of benefits or talking that you do about it to actually land and be received by the users. Now it's not. We have demand is increasing. We actually really don't have enough capacity or time to actually deliver on all the RPA requests that we have, w One of the t Are we using RPA to complete? But part of that also is that we want to show the running benefits. So if you think about one of those billboards that you used to see in Times Square, which would tell you about the national debt and you just saw the n And I t It's not one time. T Adoption here at Cons has been incredible, quite frankly. And I t Since that time, people really look at it as a way to make their jobs easier and bring benefit to their department. Really looking at people'selfishness of trying to provide value for their role and their department actually helps the organization as a whole because they aren't afraid of what it brings to them and their job, but they're actually looking at it as a benefit. Where I see t We have ex But I t So we provide the platform. We provide the governance and the framework, but we have the business users actually developing that's the only way I can scale t I could have people do that, but ultimately we always have to involve the business. So to me, that's going to be the multiplier effect for RPA. There's those companies that can push that out to the business units, let them take responsibility, accountability and do the actual development up to a point.