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Again, thank you for joining our 51ºÚÁϲ»´òìÈ Digital Leaders series. My name is Anu Shah, and I’ll be hosting today’s session titled People and Process Best Practices for Complete Data Management. In this session, you’ll learn best practices to implement people and process changes in your organization to support a CDP and more. Our expert speaker today is Nina Caruso, who is a Senior Product Marketing Manager at 51ºÚÁϲ»´òìÈ. Thank you for joining us today. And over to you, Nina. Thank you so much, Anu, and thanks everyone for joining today. I’m super excited to be here to talk about a topic I’m personally very passionate about. So a little bit about me before we get started. I’m about to celebrate my ninth anniversary at 51ºÚÁϲ»´òìÈ, which is hard for me to believe that it’s been that long. I started at 51ºÚÁϲ»´òìÈ in our consulting practice, actually helping organizations across verticals, across maturity levels, across different sizes of organizations implement data management technology. And then about five years ago, I transitioned over to our product marketing team. So I’m excited to bring some of those client experiences and business experiences to all of you today as part of this Digital Leaders series. As a reminder, if you happen to join or you’re interested in kind of catching up on what we’ve been talking about in this series, we started with streamlining your first mile of data management, where some of my colleagues talked through real-time CDP connections and how to quickly ingest data and then syndicate it out as well. And then my colleague Matt last week covered selecting a customer data platform for success. So we walked through ingestion of data, selecting the customer data platform, and now I’m going to talk about the people and processes to help make that investment really successful and valuable within your organization. So let me cover a quick anecdote for you. From some data that we got from eMarketer last year, 43% of marketers are placing a big bet on real-time marketing as the tactic that’s going to have the most impact on their business. And this was last year in 2021, but I think would probably still hold up for a lot of marketers this year as well. By that same token, nearly the same percentage of marketers say that segmentation and personalized messaging at scale is a gap or deficiency within their organization, meaning their marketers don’t really have the skill set to be able to enact the tactic that they’re placing a big bet on. And I think this dichotomy of wanting to do something but not having the skill set is really summed up in this quote from Greg Satel from an Inc. magazine article, successful digital transformation is not about technology, it’s about people. And that’s exactly what we’re going to be covering today. So let me share with you what I’m going to spend time talking through. I’m going to talk a little bit about the history, the backstory of audience centers of excellence, what centers of excellence do, what are they responsible for, how and why they are evolving, a guide for that evolution, and then some tips for you to get started today. And I’m also excited that we have an interactive portion of this session where I’m going to be asking you some poll questions and get a sense of what you all are working on in your organizations in real time. All right. So let’s start with the backstory on audience centers of excellence. And to start that backstory, I’m going to flash us back all the way to about 2013, almost 10 years ago. And this was the state of things for some customers. This might even be the state of what their organizations still look like today. And it’s really the fact that customer data across different channels within an organization are extremely fragmented. So as examples, CMS teams might have their own view of customer data. Same for analytics teams. CRM teams have their own specific kind of siloed view of customer data. Same with social, same with paid media, and on and on and on across different business groups within the organization. So what does this fragmentation actually mean or why do we care about it? Unfortunately, with these teams having access to kind of different slices of who a customer is in the lack of interaction between these teams and lack of integration across these data sources, customers are left with a really disjointed experience. When they are being marketed to in different channels, those different channel experiences and content might have no relation to one another. Not a great place to be as a consumer or, of course, as a brand. Now this is where a lot of customers started to work with data management platforms to start to bring together those disparate and varied data sources into one place using synonymous data to build audiences that could be syndicated across different channels. So this is an example here of using 51ºÚÁϲ»´òìÈ Analytics, some CRM data, and then 51ºÚÁϲ»´òìÈ’s Audience Marketplace, the place where consumers can leverage second and third party data sources to build audiences. Customers might take content affinity information from 51ºÚÁϲ»´òìÈ Analytics, gender information from the CRM that they’ve uploaded using synonymous data, and then perhaps use third party data provider data to get a sense of household income. By bringing all of that together, a brand could infer that someone is a male soccer fan with a high household income. You can see this example is pretty relevant to the sports vertical. Now that one segment that’s been created represents a number of different disparate data sources. And then that one segment can be syndicated across all of the different channels that you see below from display to video, search, mobile, email, and so on. So that sounds really simple, right? When you’ve started working with a data management platform, it solves all of the problems that an organization has had around data silos and access to data and getting different teams to work together. This is what a lot of customers, I think, think audience technology helps to enable, to bring different data, teams, budget, use cases together, to have a shared set of KPIs, building fully integrated audiences that are brought into different campaigns, test how those campaigns are working in market, and then, of course, achieve an awesome return on your investment. But here’s the actual reality, is that each of those different teams that have different pieces of customer data, they still each have their own budget, their own use cases, their own KPIs. They have different audiences that they care about, different campaigns that they’re working to activate, different metrics that they’re trying to hit, and might even have different expectations about what ROI means to them. And this is exactly where audience centers of excellence came into place. A center of excellence at the highest level represents a cross-functional team that’s helping an organization to leverage this technology that is relevant and should be accessible to multiple different groups with competing interests to help the organization leverage it successfully, helping to do things like ingest data, measure campaign effectiveness, communicate across the organization, implement governance, track effectiveness, and then test and learn over time. So before we move any further, I’m excited to introduce our first poll question. And the question is, does your organization currently have an audience center of excellence? So please just select one. Yes, your organization has an audience COE in place, or no, this is a new concept. And then you can see the radio buttons right here of where you can choose this. So just interesting for me to get a sense of where each of you are in your journey when it comes to building out people and process that supports customer data management technology. Give a few more seconds for people to respond. And again, no wrong answer, just looking to get a baseline. All right. Let’s see what the poll results are. OK, interesting. So it looks like the majority of you see this as a new concept. And you know what? That’s great news because I’m about to tell you much more about what audience centers of excellence do and why they might be valuable to your organization. So let’s continue. And like I said, what centers of excellence do? All right. So here’s centers of excellence key responsibilities. And there’s a lot on here. And you know what? What these activities are will be dependent on your organization. These are some of the ones that are the most common. So one is implementation, just managing the onboarding of the technology itself, including identifying data assets to be brought on, use cases to enable unnecessary integrations. Audience ownership, this is identifying the process and methodology for building and activating new audiences that are going to be used downstream for campaign execution and analysis. Integrations, I mentioned this alongside of implementations. But this is the idea that even after you implement, you’re going to hopefully continue to manage the onboarding of new data assets, both internal and external to your organization, as well as identifying new outbound integrations, places where you want to, excuse me, activate audiences to. Project execution, this is overseeing the execution of the key objectives of your organization as it pertains to data management and audiences. This could be executing on different campaigns that you have, brokering new data partnerships, implementing some of the new features that come out for the technology that you’re using. Roadmap, so this is really critical in terms of building and executing on your particular organization’s roadmap. You want to make sure that you have a really good idea of what the key objectives and priorities are within your organization, and then make sure that that is integrated into the roadmap and project planning of the Audience Center of Excellence. Data management, so this is managing the relationship with the data management technology that you choose to use. Hopefully that would be 51ºÚÁϲ»´òìÈ in this case, of course, and be able to partner with that vendor to understand what’s their product or product roadmap, what are changes that you should anticipate, what’s the strategy for that particular vendor so that you can integrate it into your plans. Performance and usage, so this is managing how different users and different user groups actually use the platform itself, how they authenticate, how they can read and write and edit and access data that exists within the platform. Communication, this is key, and I’m going to talk more about this later, but this is making sure that the folks who are accessing the customer data management tools, the folks who are stakeholders, the folks who would find value from it, understand the program that you’re building around the Center of Excellence and the key initiatives that you’re enacting and making sure that relevant information about progress across different activities, across programs, is shared with relevant stakeholders and users. Next is measurement, and this one is, again, very critical. Without having measurement tools in place, it’s hard to tell whether or not you’re being successful in your data management objectives. So this is all around how you can track different audience activities, making sure you have a plan in place for your key priorities that actually takes a pause after a campaign has launched, after you’ve onboarded a new segmentation, to understand is it hitting the mark, is it doing what you expected it to do, and if not, why, and if yes, then communicate that out and promote it. And then last but not least is education and adoption, and this is all around creating a plan to make sure that users understand how to actually leverage the technology that you’ve purchased. This could include things like having specific training programs or user groups or live webinars, and we’ll talk more about strategies for education and adoption later on in the presentation today.

All right. So here is some more information about, as we kind of move forward on what Centers of Excellence do, of what they actually might look and feel like. Oftentimes, the Center of Excellence, or most times, has a cross-functional project team, and that team could be made up of five individuals. It could be 20. It really depends upon the size and needs of your organization, and that cross-functional team is really driving the work. And then they’re supported by stakeholders who are helping to inform what the key use cases that are going to be supported by the data management technology are, and then a steering committee that oftentimes is made up of leadership and budget holders that are informing key decisions. Let me double-click on what each of those different teams or committees, what their different roles and responsibilities are. So the core project team, again, they are the owners when it comes to execution. They should own the roadmap, the project plan. They’re responsible for governance and administration, for training, for doing that communication across the organization that we just talked through. Oftentimes this core project team is going to have a project manager or product manager, perhaps an administrator that’s responsible for the platform, and then subject matter experts that might come from media teams or CRM teams or analytics teams. Then you have the stakeholder committee, and this group will typically, you know, not work day-to-day on the data management technology, but participate probably in monthly readouts, helping to make cross-functional decisions, and definitely helping to define use cases and priorities. This will include representation from, you know, some of the teams that are in the core project team, but also groups outside of that, maybe from personalization teams, from additional members of analytics teams, maybe owners of other applications or technologies that are used by the organization. And then there’s the steering committee, and I think the best way to describe this particular committee are the folks in charge. Maybe they’re participating in monthly readouts, they’re signing off on cross-functional decisions, they’re providing budget, super critical, and maybe most importantly is they’re going to help the Center of Excellence core project team break down any roadblocks that they might be experiencing throughout the process. Now that we’ve covered what an audience center of excellence is and does, let me share with you how and why it’s changing and some of the things that are contributing to that. So I think you only need to be a regular reader or even semi-regular reader of any trade publication to know that change is the only constant in our industry, particularly when it comes to what data you as an organization are able to collect and how you’re able to use it. So some of the recent headlines have included Apple requiring opt-ins to track users across apps and websites, and then probably making the most noise is Google Chrome, who announced in 2020 that they expected to deprecate third-party cookies in their browser, Chrome, but that’s been pushed out now a couple of times to mid to late 2023. And man, is this creating a lot of anxiety and confusion about where to go next, and it’s really causing organizations to question what’s the right customer data management technology moving forward. Now it’s 51ºÚÁϲ»´òìÈ’s view that customers should opt for and invest in a singular system for customer data management across the customer life cycle as their long-term data strategy. And for us, this platform is 51ºÚÁϲ»´òìÈ’s real-time CDP, the product that we’ve been talking about throughout this digital leaders series. Now again, the strategy for 51ºÚÁϲ»´òìÈ’s real-time CDP is to be able to support customer data management across the entirety of the customer life cycle. And you can see that represented here in this infinity loop framework, where an organization can work across many different activities in the customer funnel to communicate and personalize to customers. So starting all the way from the awareness phase at a prospect level, helping to convert those prospects, hopefully growing their business over time, and then retaining them as customers, and again, hopefully cross-selling and upselling them and continuing on this journey, this infinity loop again and again by leveraging the real-time CDP that has access to all of these different data types that can help fuel these activities across the customer life cycle. So now this begs the question of how does a COE actually evolve when an organization is bringing on new technology like a customer data platform? And there’s a few key ways in which we see the COE evolving. One is access to new data sets. By having a customer data platform, customers can move beyond managing unknown or synonymous data in one place and known customer data in another, and instead leveraging that all in one place. In addition to that, the customer data platform, we expect to have new resources brought to the table, new people who are going to be part of that center of excellence model, teams that are responsible for some of these known customer data sets which are now coming into the picture, and other teams like governance and legal, which I’ll talk more about in a moment. And then hopefully by having access to both these new data sets and new resources, the center of excellence is driving new use cases with their CDP investment as well. And those new use cases, which more than likely are falling towards the bottom of the marketing funnel, need to be figured into the center of excellence roadmap and execution as well. So a couple of considerations before this evolution begins, and I like to kind of walk through these three considerations through by using kind of an example of moving from one house to another. So let me explain what I mean by that. So one is when you start evolving your center of excellence, you want to ask, who is the project driver? If no one’s in the project driver’s seat, then the work is not going to get done. I would argue the same goes for a move if I’m thinking about my own family. While there might be a copilot between my husband and I, a copilot scenario, there definitely needs to be a clear project owner who’s making sure that this work happens and that different folks are held accountable. It’s also important to think about if you have an existing center of excellence, what actually works about it today? And what I mean by that is, are there different processes, different frameworks if you have a center of excellence that are helpful to the organization, whether that’s the process you have in place to actually build out new audiences, to activate data, to onboard folks to start using a data management platform or customer data technology. Same goes for moving too. If you have furniture that works with your family, if you have clothes in your closet that work today, notice what those are and of course, pack them up. And then third is, what can you refresh before you adopt new technology? And this is just like spring cleaning or cleaning out your house before you move. You don’t want to bring the junk with you. You want to leave the junk behind. Same goes as you evolve your audience center of excellence and adopt new customer data technologies as well as you want to think about, do you have old data that’s maybe living in an old environment that you want to get rid of before you go? Do you need to think about what people are even part of the center of excellence that need to be revisited? So a couple of considerations for you there. All right. And I’m excited to move on to our next poll question. Has your organization considered any of these changes yet? And I’ll move on for where you can fill it out. So have you thought about, even if you’re just considering a CDP, who the project driver is? Are there elements in your current way of working for the technology that you do have that are successful? And what are some of the things that you might be able to or think about refreshing before you adopt this new technology? So I believe you can select multiple of these different options, but excited to see what your responses are. And again, I’ll give you another few moments to fill this out. But looking to think about, even if you’re just considering a customer data platform, what are some of the things that you’ve thought through ahead of that about how your organization will leverage it? All right. I’m seeing some responses in. We’ll give it a few more moments here. Okay. I’m going to go ahead and see where we landed when it comes to responses. All right. So it looks like many of you have elements in your current way of working that are successful. That’s great to hear that you’re already thinking about that. And then a number of you are thinking about what you can refresh and then also thinking about who the project driver is. But it looks like there’s a pretty low percentage there. So something that’s really important to think about right is who’s in the driver seat for that change. Okay. So as we move on ahead here, I wanted to share with you how to jump start your evolution in five steps. So I’m going to walk through each of these steps individually. The first is assembling the right individuals. So that should really help with thinking through who is in the driver seat. Considering reassessing the model that you have for a center of excellence today. And while some of you might not have a center of excellence, you might recognize the model in other ways of doing work that you have. I’ll then cover how to think about objectives and roadmap, how to double down on governance strategy and then what I call over communicating and educating your organization. All right. So let’s start with the first one, which is assembling the right individuals. So we already walked through and kind of established the idea that there’s going to be a core project team, stakeholders and then a steering committee as part of the center of excellence. So that’s the framework that a lot of organizations find success from. So when you think about how that might evolve as your organization on boards, a customer data platform, there might be additional team members who should be brought into the fold. So if you look at the core team, you can see in, it says pink, but really looks red on the screen, which is a few additional folks and teams. So one is it and data engineering teams. As you onboard a CDP, they’re likely going to be brought on at the time of implementation as well as perhaps a data architect to help with the ingestion of new data sources that you can now have access to as part of having a customer data platform. So if you were previously just focused on synonymous data and now get to bring in known customer data, likely these teams are going to help you do that as part of the core project team. Now on the stakeholder side, you can see I’ve specifically highlighted as new team members, IT, legal and privacy. And the reason for that is because of the more known data assets that can be leveraged within a customer data platform. These teams are essential to the conversation of how that data is uploaded, what it is used for, who can access it, especially because we have known and unknown data all in one place in 51ºÚÁϲ»´òìÈ’s real-time CDP, which is a great functionality, but we need to make sure that organizations are, through their center of excellence model, paying appropriate attention to how those different data sources are integrated and making sure that it ladders up to the policies of the particular organization. Now the steering committee, likely that won’t change at all. The only reason why it really would is if the budget or kind of ownership over the technology has changed as you’ve onboarded a customer data platform. All right. So step number two in jumpstarting your evolution is reassessing the model. So these are the two most common models of a center of excellence. But again, even if you don’t have a center of excellence in place, as I walk through these, you might be familiar kind of with this, these two different options or ways of working. So one is a centralized model in which there’s a core center of excellence team, a core product with different teams who are acting as users and stakeholders, and they all ladder up to one centralized center of excellence and platform as well. And this is going to be the model really for the majority of organizations. Then there’s a decentralized model. Now in this model, there might be different platforms and also different center of excellence team that each own and manage customer data. And you might think to yourself, wait, doesn’t that kind of present a risk that we were trying to avoid of having disparate access to data and sort of continuing to cultivate those issues that we talked about earlier with less than desirable experiences for customers without having integrated data. Well, the decentralized model works really well for a couple of different types or profiles of customers. One are multinational customers who might have kind of different teams with different needs and use cases across different geographies. Another example are conglomerates. So take a CPG company, for example, that really has several individual business units that all have each separate needs and use cases and data. Well, I bring up these two models because this evolution is a really good time to assess what’s the right model for your organization. Have your kind of ways of working as you have in the past, should they continue or is it time to revisit these different models? All right. And then number three is how to evolve the Audience Center of Excellence objectives and roadmap. And really, this is where the work gets done. So the Audience Center of Excellence is really responsible for shaping the strategy that utilizes the CDP to drive the business forward. And with the new additional functionality that you get in an advanced CDP like real-time CDP, you can help boost customer experiences and boost your bottom line. Now, the best way to think about organizing work is to break things down into individual building blocks that are going to ladder up to your larger goal. So for example, in the face of cookie deprecation, many brands are putting an emphasis on collecting more and more first-party data and specifically authentication signals. So if a key objective is to increase authentication rates, even if it’s just by a few percentage points, you really need to break that down step by step. And the Center of Excellence should hopefully help to do that. So as we break that down, the first step is that kind of in this roadmap for that particular objective, if you will, is to actually identify the high-value audience that you want to see an increased authentication rate from. You need to make sure that you have the data ingestion pathways to ingest both the high-value audience information and the authentication signals. You’ll need to think through how you can scale this, how you can activate this information into different places. And then super critical is to make sure that you have the measurement tools in place to be able to measure, did authentication signals actually lift by the work that you’ve done through building out this process through the Center of Excellence model? And this example was just for one objective. And again, it’s the COE’s responsibility here to map out the plan for all of the objectives within the organization. All right. Now step number four is doubling down on governance strategy. Now thinking about governance, as I mentioned previously, is really, really critical when you think about onboarding customer data platform technology because of the accessibility, hopefully, if you’re working with the right CDP that has access to known and unknown data all in one place. And here’s a couple of building blocks to kind of get you started thinking about governance for your organization. So first is defining different roles. So this is establishing who’s actually going to be using the CDP, what are they responsible for, what are the different activities that they’ll do? Then you want to go ahead and actually design access to that. So assign appropriate access controls to either individual users and user groups. And then the implementation. So defining how different data, different destinations, as we call them in real-time CDP, integrations for activation, how they should actually be utilized for different use cases. Now a couple of things. One, it’s very, very important that this practice be individualized to your organization, that you’re bringing in the right teams from privacy, from legal, from risk to build out the governance strategy for your organization that matches to where you sit in the world and what the risk profile of your organization is. I would also say here that this is a key differentiator for 51ºÚÁϲ»´òìÈ’s real-time CDP in terms of how having patented, transparent, and flexible governance controls that our customers are able to leverage. All right. And then we’ve made it to the last stop on our five-step pathway to evolution of the center of excellence. And this is about over-communicating and educating. So all of the work that you do to create these best practices around how the customer data platform is used and who is using it are for naught unless you do some evangelizing within your organization. And I’ve listed out a couple of thought starters for you here on how you might be able to do that. So at least take into account how you learn as an individual out in the world. But you also want to think about what are some of the activities that are familiar to your organization. So one is leveraging things like newsletters and podcasts. And this is something that I actually work on for product marketing within 51ºÚÁϲ»´òìÈ to help enable our sales teams. So this is thinking about, as the audience center of excellence supporting a customer data management platform, how do you tell the rest of the organization about what’s going on? Can you share with them about what you’re onboarding, what it’s going to be used for, the progress that you’re making, the use cases that you’ve identified, hopefully successes that you’ve seen? And establishing a newsletter cadence or even a podcast are great resources to do that. And I’ve seen other customers use that to great success. So for example, taking a podcast and having some of the folks from the steering committee come on to talk about why they selected a particular technology or how they think it’s going to impact the business. Another great tool to leverage is e-learning and badging. Now this is something that 51ºÚÁϲ»´òìÈ does really well. We have experience league where customers can actually take advantage of hundreds of tutorials that we have about product functionality and business use cases to be able to learn about how the actual technology works. And we also introduced just within this past year certifications as well so that customers or any other interested folks can actually measure how well they know the solution and receive badging for it. And this is a great tool for customers if they’re hiring out in the marketplace to understand who knows the technology that they’ve already invested in or looking to invest in within their organization and who can help support it. Now last but not least is we know that different users, different stakeholders, they’re going to have questions along the way. And we highly recommend using office hours and Slack channels as a way to do ongoing enablement to make sure that the folks who are using the tool, who are benefiting from it, have a really good understanding of it. So this is something that the Center of Excellence would help support for an organization. So again, thinking about in some cases over communicating but educating as critical. And now I’m going to move us on to our last poll question. And the question is, which of the following steps do you see as the most critical after hearing me walk through those five steps for evolution? And I’ll just ask you to select one. So let me move over to the poll. So what’s the most important again in terms of evolution and thinking about onboarding a Center of Excellence? Just for you, your own opinion. Is it assembling the right individuals, reassessing the model, evolving the roadmap and objectives, doubling down on governance strategy, or over communicating and educating? So I’m excited to see your responses to that question. I offer to you to please start putting questions in the chat pod. We will be handling Q&A at the end. And I’d love to hear as you’ve kind of listened in on this presentation. If you have any questions or if this sparked even a comment from you, it’d be great to hear from you. All right. So thank you for these responses. So looking at the results, it looks like nearly 50 percent of you thought assembling the right individuals was really important, which is great because that came up as something that was an important consideration is who’s the driver? So thinking about the individual people, who they are, identifying them, really important. All right. So as we wrap up here, let me share with you some tips for getting started today before we head into Q&A. So one, it’s whoops. I don’t know how we got to that slide. Let me get us to the right one. I guess I’ll have to click through. Sorry about that. Oh. Sorry, Anu, I don’t know if you can hear me, but I’m there we go. Thank you. Not sure how that happened. OK. So thinking about kind of how you can summarize and take away some meaningful learnings from the session today, one is know your priorities. What are the objectives of your organization? What are the key things that your organization is focused on, is solving for? What are the leaders in your group heads down and focused on? And make sure that those priorities are figured in to the center of excellence activities. Second, which was called out by all of you in the poll question just before, is identifying the right people to be part of the center of excellence. It’s really important to think about who’s going to make an impact, who’s going to be relevant and make sure that they’re figured into the equation. Next, very important to evaluate the operational model. So this is thinking about centralized versus decentralized, but it’s also thinking about kind of that configuration of the core project team, stakeholders and the steering committee. And again, as you onboard or consider a customer data management platform, this is a key consideration. Tracking success along the way is so critical. If you’re not taking a pause, as we talked about, to kind of observe whether things are working, whether they’re working well or not working well and kind of testing and optimize for that, it’s very hard to define success. Make sure that you take kind of that pause and start tracking. And then last but not least, as we just talked through, communication is king. It is super critical. It’s very important that the center of excellence takes on the work of bringing the organization through the evolution or the onboarding of new technology so that everyone is brought along for the ride and understanding the reason why the organization is using it and how they’re finding value from it. And that’s going to go a long way with adoption and finding value. So with that, I think we are ready to move into Q&A.

Great. Thank you, Nina. So we do have a few questions that have come in. Go ahead and get that started. So the first question is, what should the role of an agency or partner be in the audience COE? This is a great question and depends on how your organization works with the particular agency or partner. So for some organizations, an agency or partner is going to help with the implementation, in which case they should be really brought on as part of that core project team and from the beginning. In other instances, the organization might work more with a partner agency as they get into a run and operate phase where the agency or partner is doing more of the ongoing work of building audiences and activating. So they may be brought in at a later phase, and there may be part of a core project team, but perhaps not part of the day-to-day. Something that’s really cool about Realtime CDP, 51ºÚÁϲ»´òìÈ’s customer data management platform, is that you can grant different levels of access to different users or different groups. So this is an important consideration for customers who do work a lot with partners or agencies to think about what level of access they want to provide to them. Great. Thank you. Should the audience COE look different during different phases of the project, for example, implementation versus run and operate? Another really good question. So the answer to that, in my opinion, would be yes. That during an implementation phase, the kind of core project team is probably going to have folks that are helping to bring in different data sources and do some initial setup. So that could be someone like a data architect. Now as the project evolves and you do get more into run and operate mode, that data architect really does not need to be part of the day-to-day. And in replace of them, it’s going to be likely that perhaps you’re bringing in an agency or a partner, as we just discussed, or maybe other relevant teams like personalization teams or customer analytics teams or more involvement from audience teams as well. Perfect. Someone’s asking, what is the training class for CDP? So we have a number of training classes for real-time CDP, like I mentioned, that are available on Experience League, which is our place for learning for different 51ºÚÁϲ»´òìÈ products. So perhaps we can follow up with you with the exact link for that. But you can find a couple of things on there. One is different tutorials about how to take advantage of different use cases. But then also some videos as well on specific product capabilities and specific features as we launch them too. Okay, perfect. Are there sandbox accounts to work with? So for the person who’s asking that question, I’d recommend that you get in touch with your 51ºÚÁϲ»´òìÈ account team and have a conversation about kind of how you can do some testing and learning. There’s a few different options that we have, including doing a proof of concept or some involved demos to help get you familiar with our offering in the customer data management platform space. Perfect. Let’s go ahead and get one more question in. How many people should be part of the COE? Another great question that really depends on your organization and your needs. So of course, everyone comes in different, different organizations come in different shapes and sizes. So I’ve seen customers at smaller organizations who have one to two people. I’ve seen other organizations that have upwards of 50 people that have some contribution to the center of excellence. I think the most important thing to think about is not necessarily the number of people, but who these people are and their role and specifically so critical is thinking about who’s the project kind of core project owner or driver. Great. Thank you, Nina. So those are all the questions. Looks like we’ve gotten through all of them.

Thank you.