Accenture plc (ACN) Earnings Call Transcript & Summary

All right. It's time for everyone's favorite moment. It's the forward-looking statement. Today, we'll be sharing some exciting news and announcements. Please make all of your purchasing decisions based on commercially available products.

Please welcome Accenture Salesforce Business Group B2B sales offering lead, Bryan Berumen, and Accenture Salesforce Business Group Global sales lead, John Carney.

Good morning. Wow, it's great to be in person again after a long time being remote. Good afternoon, good evening to those that are streaming around the world. My name is Bryan Berumen. I'm a Managing Director here at Accenture where I spent the last 18 years of my career really guiding and leading our largest and most complex clients through their B2B sales transformations. For 14 of those years, I've been doing it with Salesforce as the key technology enabler. As I reflect on the last 18 months, it's obviously been challenging for all of us. But the entire landscape of how we think about B2B sales has literally changed overnight. And that's what gave us the inspiration to actually create a new offering that completely reinvents B2B sales by bringing it into the spotlight. And I'm lucky to be joined by my colleague and good friend, John Carney, who's actually sat in the seat of many of the sales leaders that we're trying to help. So welcome, John.

Thanks, Bryan. My name is John Carney, and I'm the global sales lead for the Salesforce Business Group at Accenture. This is actually my fourth time presenting at Dreamforce, but this is definitely the best time. It's so great to be back on a live stage in front of real people, but also being able to present to all of you at home in your hermetically sealed rooms, wherever you're at. It's so great to be back. Yes, I'm relatively new at Accenture. I spent the last 4 years at Salesforce. I was the Global Head of the telecom and media vertical at Salesforce, And prior to that, I spent 30 years in the telecom world-leading sales teams, B2B sales teams, large, small and everything in between. I've also been a customer of Accenture a couple of times. Bryan and I go way back.

Yes.

And also a customer of Salesforce. So I think I've got a unique perspective on this issue of B2B sales. But as I kind of reflected back on that experience, one of the things that occurred to me is that much of what we were doing was really improving on the fundamental business model for B2B that's really been around since the turn of the century, the last century, Bryan. I know I was not there.

Yes. Yes.

But maybe for you folks that might be students of history, there was this guy, John Patterson, who was the founder and the first CEO of NCR. This is literally the late 1800s, early 1900s, and he actually invented a lot of the business processes, the B2B sales models, the incentives, the training that we're really still using today. And as you mentioned in your intro, we're at a very different time. We're at an inflection point. We're at this post-COVID. Are we -- is it -- are we post-COVID?

I think we're still in.

I think we're still in COVID unfortunately, but definitely a digital-first world. And what's happened is that the B2B buyer has changed dramatically. And so the B2B sellers also have to change. And this term, the new normal that we hear all the time. It's an interesting way to think about it. But for me, it implies kind of a return to something. I heard another term recently, which is this idea of the new, new, because what we're really dealing with here is a reinvention. It's the new, new. So in the new, new, where are you? Are you showing up? Are your sellers, are your brands showing up where your buyers are buying? A recent survey done in 2021 of B2B buyers said that 70% of B2B buyers prefer to complete their needs and solution analysis before they even talk to a salesperson. Now if you were trained like I was as a seller, you know that the needs and solutions part of the process is an important part of the process. Sellers aren't even being engaged by buyers until they're ready to buy something. Are you providing the enablement and the tools to raise your sellers to be subject matter experts? That same survey found out that buyers rank salespeople, 9 out of 10 as a source for subject matter expertise. Speed of change is accelerating. We hear that and we know it. We feel it. Can you detect it? And more importantly, can you react to it in real time? The question I have asked every time I've been on a stage at Dreamforce, is what if Amazon or Alibaba or eBay were to come into the B2B world? In some categories, that's already happened. Would you be able to sense it in your category, would you be able to do something about it? And what is your strategy for artificial intelligence and machine learning? There's this age-old debate. I've had it my whole life, but is sales in art or a science. I've always come down on the side of science, maybe because I'm not a natural born seller like you are, Bryan. I really had to lean in to processes and be able to look at data, be able to really rely and trust the process. But today, arguably, sales is more science than art than ever before. I know John Patterson, if he saw what was available with artificial intelligence and machine learning, he would be the first mover to use that to help his sales teams to be more successful. And then there's this. Bill Gates said when disruptive technology evolves, we tend to overestimate the impact in the first 2 years and underestimate the impact in 10 years. AIML has been around for 60, 70 years. There's a lot of cynicism about it. But for some reason, in the B2B world, it's really lagging. We take AI for granted in our daily lives. Bryan, if it wasn't for AI, I'd still be standing in Chicago right now, probably trying to hail a cab, right?

Yes.

I mean we live with this, but for some reason, B2B is not quite sure how to deal with that. But despite all of that, despite all of that, there's some amazing stories of transformation over the last 1.5 years. My own personal experience with this was at Salesforce. Salesforce has really perfected the art of selling, really perfected the face-to-face presentation. They invest heavily in live events like Dreamforce, this was the way that we did business at Salesforce. And I remember right before the COVID lockdown, I had a ticket to go to Barcelona to go to Mobile World Congress, which is one of our major events that we do every year, and I got the e-mail like everybody else that said, we're not traveling anymore. We're not going. And it was this moment of like a deer in the headlights, right? And you could feel it throughout the entire sales organization. So, the first thing that Benioff and the leadership team did is they realized that the sellers were kind of frozen. So they put out this audacious goal, which was to have 1 million meetings over the next 12 months. 1 million meetings. Now they were going to be virtual. We had no idea really how we were going to do that, but it really kind of unstuck the sales team. The second thing we did is we really had to lean in to the tool. I mean this is what we do. But we really had to rely on it more than ever. Because think about it, we used to do these 3 and 4 and 5 and maybe even multi-day presentations at a beautiful Salesforce tower, wherever it is right down the road. And now when we were calling customers, we'd say, yes, we'd love to hear your story. We'll give you 30 minutes on Zoom. So now we had to really target in really hit exactly what needed to be said in that moment, that 30-minute moment. The second thing is that we had to figure out how to collaborate really in a virtual environment to create these presentations. We're all in separate places we couldn't go to a whiteboard in the Salesforce Tower. So we really leaned into Quip. We really leaned into Slack. The last thing that I think is really important to note is that we realized that to be successful and to have our customers be successful, we had to rely on our key partners more than ever like Accenture. We had to reach out and develop preconfigured industry-specific processes, data models, AI, trained AI models so that we could bring customers up and get them to their value as fast as possible virtually. And what happened? Salesforce had one of the best years ever, Accenture had one of the best years ever, that wasn't supposed to happen. But you might say, well, you know what? At Salesforce, I mean, that's what you guys do. That's what Accenture does. And one of the things I've learned in my travels and talking to customers and doing it myself, this stuff is hard. There's a reason why B2B is kind of lagging. And the reason is it's hard to do. It's really hard to do, especially if you've been doing it a certain way for 100 years. So you really can't do it on your own. You need help. And so Bryan, I'd love to hear how Accenture is viewing this issue and tell us how do we do this?

Yes. It's -- thanks, John. It's a great setup and appreciate all the perspectives and the data points. It really does highlight the fact that B2B sales is really lagging when it comes to being in the future. The most important thing for us to think about as we look at doing these transformations is to really understand the complexity that our clients are dealing with around the B2B market. Most people have sort of a generic interpretation. It's a very direct relationship-based type of model, but the reality is there are dozens of different types of routes to market, some that are direct, some that are indirect. We have to help our clients think about the different types of segmentation that we're dealing with and what those customers expect and want is different when you're a global account or when you're a stay-at-home dad running a business out of their den, Those are the same type of customers that we have to figure out different ways to do business with. And this is all happening while we're dealing with these workforces that are helping power and support the sales organization from what have traditionally been field, now they're pretty much remote, maybe hybrid if you're lucky. You've got inside sellers that can be calling direct or supporting field sales teams, but there's this idea of the emerging digital workforce. That can be anything from creating a digital buying experience to being an AI assistant that's supporting our sellers throughout their journey, and that's becoming a very pervasive capability. So we usually tell our clients after we understand that level of complexity that you have to think about the transformation in a very holistic way. There are multiple elements, and I'll sort of breeze through these, but business operations is critical. This is about reinventing your operating models, thinking about your sales talent and your workforces. In order to actually reimagine these buying and selling experiences, one of the biggest challenges our clients have is making those products easy to buy, easy to sell, they're really complicated. And so having a strategy to simplify and rational -- rationalize your products and pricing is very important. And lastly, it's about expanding your commercial models, finding new routes to get more demand. That's probably the #1 thing that I'm hearing right now from sales leaders is I need to get back to growth. We're coming out of this crazy situation, and I need to fill my funnel, and I need to drive growth and you need to find the right ways to do it to not just build the growth, but do it in a profitable way. So the question really is, how are we advising our clients to get there? We have a very strong point of view that AI is going to be the thing that powers this reinvention. The technology exists. John, you talked about it, right, whether it's telling us when are Uber is going to arrive, telling us when -- what specific song we should be listening to on my playlist, that technology exists. But in the context of B2B sales, it's been really slow to adapt. And it's about time that we change that. And so we're imagining a future world that's powered by AI for B2B sales. Imagine a world where your sales talent isn't solely based on who you hired, the artists, the natural born great sellers, maybe even the knowledge of their product or the relationships that they have. One stat that continues to blow my mind is that, on average, only 57% of sellers actually attain their quota for the year. That's a failing grade by most scales and standards, but that's become acceptable in the sales world. So instead, let's imagine that every seller actually has a chance to be a high performer because we partner them with AI because we give them the assistant to actually coach them guide them through the sales process. That's the world that we think we should be living in. And we need to give them more time to sell. If you look at sales time and motion studies, we find that typically sellers are spending about 35% of their time on non-sales activity. That's almost 2 days a week. These are people who we rely on to drive growth, whose paychecks are dependent on them actually selling, and we're making them spend almost 2 days a week on things that don't align to that job. Well, we know that the best reps that we have are taking advantage of that selling time. They're doing their homework, they're prepping for meetings, they're researching their clients. They're following up. Those are all kind of elements of sales activity that aren't necessarily face-to-face customer actions. But we need to find a way to give them more of that and strip away the administration. And so we're imagining a world where a seller wakes up, And Alexa tells them, here's what your day is like. Here's the important meetings that you have on your calendar. Here's where you should have prep time scheduled. Here's news that broke last night that impacts you. Here's a new lead that came through this morning that's hot and important for you to look at. What if I never had to actually submit a forecast again because I've got AI and analytics to do that for me? Now we may think that's futuristic, but I'll share with you guys, Accenture has actually recently changed our policy for forecast submission. No sales leader is expected to do it anymore. It's all being driven through AI and analytics. So now that we have supercharged talent. We have more time for our sellers to actually get there in front of customers, what do we do at that time. It's this idea of customer telepathy being able to actually understand what our customers want, when they want it and how they want it. One of the realities of social media and the digital marketplace is that it really gets to know you. oftentimes probably a little more than we're comfortable with. We've all had that moment where you're having a conversation, pop open social media and all of a sudden, there's an ad there for it. We're all kind of going, whoa,that's kind of crazy. But what if your sales reps had access to that information. Imagine that every seller could understand their customers' communication style, how to engage them, even their mood. There is technology that exists that can do that for you. And so to sum this up before I talk about the solution, I think about an article that Gartner released about a year ago. And they said within 5 years, there will be no separation between sales process, applications, data and analytics. Instead, there's going to be 1 single concept and that's AI for sales. And that's exactly why we partnered with Salesforce to build a market-leading B2B sales solution that puts you on the path to future sales success. When we started out this endeavor, our goal was to create something that brought both the best of Salesforce, but also the best of Accenture through unique IP and different ways of working. And so I'm excited to kind of tell you through, take you through all the different elements of that. But at the foundation of this solution, of course, is Salesforce. It's all the great sales force capability that we know and love, but we've really supercharged it and put it on steroids. And we did that by creating what we call intelligent sales experiences. Think about these as of breed, B2B sales processes and experiences that we've captured through literally decades of experience in B2B sales at Accenture. That's really the science, John, that we've mastered, But we've also modernized it. We paired it up with Einstein. We created virtual selling assistance that help our sellers guide through the process and shape their path to high performance. John, it always amazes me this idea of the brilliant basics, the things to get right, consistent sales processes. It's always amazing to me when I talk to clients who are really struggling with putting that stuff together. I know you've got a great example there.

Yes. I think this idea of brilliant basics is right on target. When you're looking for improvements, it's not always the big magical things that you find, it can be kind of obvious things, particularly in hindsight. And one of the biggest problems that I see in almost every account I've worked on over the last 5 or 6 years is the disconnect between marketing and sales. You're spending billions of dollars driving demand into the top of the funnel and then those leads kind of get lost in the process. And this is a problem we've really resolved. A structured automated way to make sure that all leads that come in get put to the right spot, and we get to see what happens to those leads through the entire process, and it's amazing how much improvement you can get just by connecting marketing to sales.

It's an age-old problem. And most organizations still struggle with connecting marketing, qualifying least, defining sales qualified leads, having a formal definition. So I love that example. It's very basic, but it's highly impactful. And to sort of round out the sales force experience as part of our solution, Accenture brought our creative talent and our user experience teams and really focused them on B2B sales. And by using Tableau and Tableau CRM, we've created a set of persona-based cockpits that really help our sellers and sales leaders navigate their sales journey. So we know that sales process and governance, those are really important things and core for the solution. Again, I'll call that a lot of the science that we know works, John. But without it, you may just end up with a bunch of tech. But Accenture actually has some pretty amazing technology that we're bringing to the table, and it's not typically something that people think about Accenture as having their own IP, their own software capabilities that we can plug into packaged software. And so we partnered with our Solutions.AI capability and brought that into the heart of Salesforce. There are really 3 parts of the solution. There's the big data universe. There's the AI and the machine learning models. And then there's the orchestration of the signals, the insights and the actions that really power that new experience for our sellers. And so by starting with the data, what's unique here is that we not only pull in, call it, hundreds of different data sources. Some of it will be first-party data, what you get from a client's CRM tool, the Salesforce instance from their ERP, third-party data maybe that they've purchased or have a relationship with the Harte Hanks or a DNB, but we also then capture what we call dark data. These are the hidden signals that are out in the digital universe that we're able to scrape and pull in and most importantly, actually structure it in a way that we can then pair up our AI models on top of to drive unique experiences that ultimately create the actions, the insights, the virtual assistant recommendations that are now powered inside Salesforce. So John, tell a little bit about that client of ours that's been using this AI and one of the problems that we helped [indiscernible].

Yes. It's, we're working with a major food delivery platform that was wanting to expand into emerging markets. And their sellers were having trouble because their lead lists that they were using when they were calling, there was nobody home, literally. There was nobody answering the phone. And they pulled in Accenture, and we were able to use our data sources, match that up with their data sources really enrich that lead list. So we could add in, for example, the operating hours of the restaurants and also enrich the contact information of the people that they were trying to contact. So we literally called them when they were home. It increased dramatically to hit rate off that lead list. I mean, once again, another kind of an obvious thing, but these things are big value in short amount of time.

Yes. I agree. I love that example. It's so simple in nature, but truly impactful. And sort of the last part of our solution that brings some unique Accenture capability to the table is how we bring in intelligent operations that helps build gaps for our customers and their businesses. We have a world-class SynOps capability. Think of that as like a control tower for all things operations. But what most people might talk about Accenture is that we can do a number of different operational components for your business. We can run inside sales for you. We can produce creative content to support marketing activities. We can manage all of the operational elements from sales and marketing, we can even run customer success. And so that allows our clients to focus on their core competencies while we help not only drive down OpEx, but really support the revenue growth that our clients are looking for. And so when you pile that all together, the engagement layer that's codified with prepackaged capabilities that are using the best and greatest of Salesforce, the Accenture AI capability and our intelligent operations. This is how we believe we're going to redefine and reinvent B2B sales. And now the results that we've seen are very real. In fact, what better way to actually show the results than to drink a little bit of our own champagne. And so the results that you see up here, that's Accenture. We deployed elements of this solution internally and we saw significant win rate improvements and win predictability improvements. At a global social media company, we saw tremendous improvements in lead quality and lead conversion. And at a multinational software company, well, the results speak for themselves, and you can read what our client has told us. So ultimately, what can you expect to get from employing one of these solutions? It's going to come with meaningful revenue uplift sizable reduction in operating expense and the readiness that you need to really help your B2B sales teams leapfrog the competition.

Yes. Bryan, I hope that we don't have another disruption like COVID. I mean that was a tragic time period. But one thing I'm certain of is that the B2B world is going to continue to be disrupted. And I think the question for you is, are you going to be a disruptor or are you going to be disrupted? So thanks for listening today.

Appreciate it. Thanks, everybody.

Hey there. It's my job to let you know about some legal stuff. Today, we'll be sharing some exciting news and announcements. Please make all of your purchasing decisions based on commercially available products. [Presentation]

Please welcome Accenture Salesforce Business Group Sustainability Lead. Farshad Family.

Hello. My name is Farshad family. I am a Managing Director at center, and I lead the Sustainability Partnership we have with Salesforce on a global basis. And I am super excited to be here at Dreamforce. And I also have to say, I am super excited about that video. I love it, and here's why. I think it sets the right tone around the urgency, the importance and the criticality of sustainability. And it really makes a great case for why Salesforce and Accenture have come together to tackle such a monumental challenge. But before I get to that, we're going to kind of set the stage a little bit and dive into it with what we're seeing across the industries. So I think it's now fairly noncontroversial to say that sustainability is a top CEO agenda item across the board. You see some of the numbers here on the screen. Everyone pretty much universally agrees it is something that they have to address. Now I think what's more interesting is to delve 1 level deeper to understand why. There are multiple constituents, multiple players here kind of pushing for change. First, you have employees. Most employee bases now are getting quite active and vocal saying they want to work for companies that are sustainable, that are putting out sustainable products and services and are doing net good for society, right? They want to work for companies that are taking care of the communities in which they work and operate. Second, you have consumers who are getting more knowledgeable and are paying attention or being more thoughtful about the purchases they're making in terms of the and services that they buy every day. They're doing their homework. They're asking the tough questions, and they want to make sure that their money is going towards goods and services that will not harm the environment that will be a net good in terms of carbon and so on. Third, and perhaps just as important, you have the investors. Investors are shifting money to sustainable companies. They are being rigorous in their analysis. They're coming up with rankings and ratings and being thorough in how they allocate funds within their various portfolios. And you see one of the stats that now we're commonly sharing with our clients. We expect that the amount of assets under management focus just on sustainable companies to double in the next 5 years. That is a huge shift in terms of how money is going to flow in the capital markets, and that's one to watch out for. And then fourth element here in terms of who is pushing for change and how is changed now finally, happening? Of course the government sector. Policymakers, government leaders, community activists, they're all banding together and forcefully bringing about change. By our count, in terms of some of the research we've done, there are 61 countries that have mandatory ESG reporting requirements and provisions in place. So you have CEOs here that are getting a push for change from all directions and really bringing sustainability the top of the list in terms of what they need to care about. Now given how important sustainability is, I thought I'd spend a minute in terms of what Accenture has done on this front. You've heard earlier today about the great thing Salesforce has already achieved in terms of achieving net zero and the other initiatives they've announced around sustainability. I wanted to also spend a minute on Accenture's activities on this front. So from a carbon perspective, we've announced that by 2025, we'll be net zero. We're well on our way. We have a solid path to get there. From a social perspective, we've announced that we're going to have a gender-balanced workforce by 2025. In terms of diversity and inclusion, by 2025, we're going to increase our representation implementation of African American and black employees here in the U.S. to 12% and higher. We're also putting quite a bit of pressure on our supply chain. We've asked that by 2025, up to 90% or more of our suppliers release information around their carbon emissions and what they're doing to achieve net zero. And so we're doing it as we can on as many fronts as possible to be a force for good in the communities and countries where we operate. Now given the common values that we have, it was quite natural for Accenture and Salesforce to come together and be a force for good in terms of helping our clients drive for change and drive the sustainability agenda. What we saw in the marketplace were kind of 3 things that made the case for why we should be doing this partnership together. First, as we talk to customers and clients, we saw that while some had targets and they had made some good pronouncements around sustainability, they were struggling with the how. They were struggling with the operational plan to how to get there. And so what we saw was there was going to be a transformational wave that our clients need to do to achieve the targets that they've set out. So then my second point on this is when you look at the facts and some of the numbers around particularly reducing carbon and what's required to achieve net zero and carbon neutrality, the wave of change, that sustainability transformation wave that is about to come in the next 5 to 7 years, will probably be as big as, if not bigger, than the digital transformation wave that most companies just experienced in the last 5 to 7 years. Now both Accenture and Salesforce were key partners in the digital transformation wave that just happens. And we want a seat at the table as the next wave goes in terms of sustainability, which then brings me to my third point here, which is if you're going to have a seat at the table you need to bring something to the table. And I think our partnership is a great case where Accenture is bringing the deep sustainability expertise. We have lots of practitioners who've been in the field for a very long time advising clients on the topic of sustainability. And then, of course, Salesforce brings the technology and the platform to enable this transformation. And so it's a great partnership that's come together. Now while we're out there in the market, what are we hearing from our clients and customers, what are they grappling with and what do we need to solve? Here are some of the challenges that our clients are facing in sustainability. First, there's the issue of there's lots of different frameworks and guidelines when it comes to ESG, environmental, social and governance. And so there's some confusion around the ratings and the standards to follow. And so we need to kind of clear that up and help our clients with that. Second, when they go to pull together the facts and start to tackle this really difficult problem, what they see is that there is no single source of truth in a company. Data is spread out across the enterprise in different systems, in different silos, and there's an opportunity there to help our clients. When they do go to dig in and look at the analysis and the facts, it's quite time-consuming and it's quite manual and it's very slow. And we know we don't have a lot of time. We need to move quickly. And so there's another challenge there to address. Fourth, when they go to find solutions to put in place to tackle some of these challenges most of what's out there in the marketplace are these point solutions that are just tackling a segment or a slice of the problem and not addressing it holistically in a transformational way. And that's another area where we think Accenture and Salesforce have an opportunity to help our clients. And then finally, the fifth point I'll make here in terms of some of the challenges companies are facing, to really bring about change, you need to get quite granular with the data. You need to go down to the SKU level or the service level or the product level and have carbon information and other sustainability data at that level so that your frontline managers, your business operators, the general managers have the data to make the decisions to improve upon the metrics that are being rolled up for the bigger and broader targets that are being set. And now as you kind of look at -- as you look at this list and you go through the issues and challenges, it's quite daunting, but it's ripe for opportunity. And if these are not addressed head on, what you'll see is that sustainably is mostly just a bolted-on concept or it's being treated on the sidelines, not embedded in the core, and that is where Salesforce and Accenture are particularly focused, bringing sustainability into the core, into everyday process, into everyday work flows to bring about real change. So how are we doing that? There are 3 main ways in which we're focused on this today. First, we're starting by helping establish a fact base. You need to know what the facts are. You need to have an understanding of your current snapshot. How are you doing with carbon? What is your footprint? Where does it go? And that's where Sustainability Cloud is a particularly powerful tool that is helping clients understand that picture, put that picture together. And it's also quite powerful to couple that with MuleSoft to enable and facilitate the flow of data into Sustainability Cloud as the central place for all your sustainability and ESG data. Once we've done that, then second, we move to enabling our clients to zoom out from just being focused on carbon to being focused on ESG more holistically. As I mentioned earlier, while carbon rightly so gets a lot of the attention and a lot of the focus in terms of environmental focus, there's also water, there's waste and other ways in which a company can affect the environment. There's also social aspects, diversity inclusion, gender equity, pay equity and so on. So you need to track that and have a good understanding of that picture. And then there's governance. Representation in your Board of Directors depending on the industry, could be anticorruption measures and so on. And so companies today need an easy way to track all that at the CEO level, at the C-suite level and on downwards to have a good understanding of how they're doing and where they need to improve. And then my third point here is around how to improve and really embedding just to kind of really emphasize the embedding point. We're quite excited about the collaboration with Slack here to be able to pull in ways in which and solve for workflows and use cases and processes in which we light up data at the front so that business managers, whether they're in the marketing function, sales function or various other front office functions have the data and the tools they need to improve upon the sustainability KPIs and targets. So very, very exciting suite of products that are tackling the sustainability challenge head on. And now when it comes to how are we doing out in the marketplace, we -- I'm really proud to say we've had great traction. We're working with clients across many different industries, insurance, retail, and automotive across different geographies and across different industries. One of the case studies that I wanted to highlight today is our exciting partnership with Mastercard. Mastercard teams up with Salesforce and Accenture to tackle a great use case that Sustainability Cloud is really well seeded for. And that is how to get a better understanding of the carbon footprint across the supply chain. Previous to implementing Sustainability Cloud, Mastercard was using a manual way to tackle this problem with spreadsheets and other off-line products. And with Sustainability Cloud, they were able to put together a picture of their carbon emissions in just a matter of weeks when previously it would take several months. And that change in time line is really important because that introduces much greater velocity to decision-making, which is what's needed to drive the change and to drive the transformation that is needed to hit some of these aggressive targets and goals that companies like Mastercard have set out. And I think I'm going to conclude today by hitting on a point that was covered actually in the keynote by Marc Benioff, which is this is really not a topic just about doing good; it's about doing well also. This -- the numbers you're seeing here on the screen is just published research from Accenture, where we've shown companies that are leading on sustainability that are in the top quartile in terms of sustainability performance are outperforming their peers that do not, that are in the bottom quartile when it comes to financial performance. So you see the big number up there, 21% EBITDA improvement, EBITDA margin improvement, for companies that are doing better on sustainability than those that are not. And so this is quite, I think, a compelling data point that says this is not just about doing good. It's about doing well also, and the 2 things very much go hand in hand. So that's why it's really important to have that strong sustainability DNA at your company and think about ways in which you can embed it in everyday work. Now I think we're very much at the beginning of the journey here. and there's a lot more work to do. And so I'm going to wrap up here by asking that you join us on this really important journey, on this really important transformation. We'd love to hear from you. Both Salesforce and Accenture are putting a lot of effort, time and resources into this really important agenda, and we can't wait to partner with you guys on making this happen. Thank you for your time.