Name: How AC Disaster Consulting Built an Integrated IT Environment
Uploaded: 2026-04-08T19:56:05.311Z
Duration: 37 min
Description: How AC Disaster Consulting Built an Integrated IT Environment

Transcript for "How AC Disaster Consulting Built an Integrated IT Environment": Alright. Howdy, everyone. I hope you're having a great day. Welcome. Thanks so much for joining us. I'm thrilled to welcome and introduce our two speakers today, the wonderful Nela Juma, director of technology at AC disaster cons disaster consulting, and my fantastic colleague, James Sorrenti, strategy and community lead at Ripley IT. AC Disaster Consulting is a full spectrum energy management firm founded in 2018, and it's certified by the Small Business Administration as a woman owned small business as well. So, they're a leading provider of consulting services all across phases of the emergency management cycle, bringing diverse nationally recognized experience across the nation. So we're talking today with Nella specifically because their scenario of IT IT and their IT eco, ecosystem isn't too different from a lot of organizations we talk to, who all have to make a decision about their MSP, and whether or not they're bringing those things totally in house at some point, whether that's feasible, and maybe what, like, taking advantages of Ripley's IT offerings and what what that looked like and how that made things possible. But I wanna do some quick intros. Nella, do you wanna give folks a quick intro to your role at AC Disaster Consulting and maybe the scope of IT maybe the scope of IT you're working with? Definitely. Thank you. So I came on to AC Disaster to help with their tech stack. So when I came on about a year ago, they were mostly using Salesforce, and they have Microsoft as their form of communication, interacting with a predominantly remote team. So we are across the entire country, and that is the best way that we communicate with one another. So the entire scope not only includes internal support for our staff members, specifically our consultants, but then also there'll be cases where we have external clients who are interfacing with our tech stack and our different solutions that they'll also need support. So we have broken up the tech team to specifically research and development. Then we have our project work and then specifically our internal systems whenever we're integrating enterprise apps into our environment. Very cool. Well, perfect. Then there'll be a lot to talk about today. James, do you just wanna give people a quick hello and maybe mention what your focus is at Rippling for those who don't know? Sure. Hello. That was quick enough. My focus at Rippling IT, is kind of a bridge between, product strategy and the community and figuring out, like, what I can do to help grow the community, both customer and otherwise, in the IT space, and what from that I can bring back to product to help make it better for, you know, everyone. Very good. Well, I'm excited that we're all here today. Neli, maybe we should just jump right in. Maybe set the scene for us. You you kinda gave us what your tech stack looks like kind of at a high level, but, like, with regards to specifically identity and MDM or, like, onboarding, off boardings, what's it all that look like before before talking to Rippling at all? Yeah. So before Rippling, we did have a third party IT vendor that was providing IT support for our company. So we have grown over the years, as you mentioned, since 2018, you know, before they were hiring people that they knew. The emergency management industry and world is very small. And then as they started to grow and, of course, accepting and growing into remote work, they needed people to be available at all times of the day to support people from the East Coast to the West Coast. And so they were able to focus on the clients by having IT outside. And then we had a few engineers. Specifically at the time, we had Salesforce. So we had a Salesforce developer, a data engineer, a data analyst, and then somebody who would work after hours and the weekends to help just so that we had someone internally. But predominantly our focus was this IT vendor supporting us, especially for our large scale activations. So if a disaster happens, we need to bring on at times, could be 10 up to a 100 people depending on the disaster. So having to put that on such a small IT team, we didn't want to do that. So that's why we have this third party IT vendor. Yeah. So the tipping point sounds like just the influx of remote people and the breadth of support kind of. Yes. Yes. And different types of people that we're bringing on. You know, they are specialized in specifically recovery or specifically in planning, but tech is not their forte. So having to handhold people through different tools that we're using, even just the devices that we may have them using while they're out boots on the ground, you needed someone to walk them through that, especially in a large scale activation. You need enough people to walk people through that. Yeah. Sounds like there'd be, like, maybe some, like, operational pain points with, like, different people owning different systems, be it be it Salesforce, like you're saying, but even, like, the top level stuff. Right? Like, if m s if the MSP and that support had had ownership of certain things, then your Salesforce developer had ownership, I imagine, in some capacity of certain things, maybe? Yes. Onboarding and offboarding. I wish there was a better word than calling it a nightmare, but it was intense to have to note that, okay, you've offboarded this person. They no longer have access to this specific tool. We are doing timekeeping elsewhere and then making sure that we're doing security awareness training and turn that off, being able to make sure that so and so doesn't have access to their their inbox anymore and then being able to transfer that inbox to their manager. There's a lot of parts that were spinning, and it was very easy for things to slip through the cracks. And no. That is a cost as well. Are you remembering to remove somebody's license and you're just accruing that cost month after month? So it's really helped us see where the gaps were when we're making this transition and vetting Rippling for a solution, not only within IT, but across our entire organization. I did a poll, in a community we're a part of recently that was specifically about, like, what's the longest you what's the longest old account that you've kind of found in your environment? And, like, half like, 47% of the people who responded said that, like, we're we're just not gonna talk about it. Like, we're not gonna talk about that. So well, James then, what what do you think? Is, like, a fragmented stack something that you're you're seeing commonly when you talk to people, like, as they're growing companies and stuff? Yes. First, to answer your question, I think twelve years. Twelve years might be one. Yeah. But give you that story elsewhere. But, yeah, fragmented stack. Yeah. This is, like, extremely common, like, common. What usually happens is companies, they don't, like, design a system. They accumulate them, like like, I don't know, like, trinkets over time. You start with an MDM because you have devices that need to ship out. You add identity provider because there are people who need access to different tools. And maybe an SSO comes on board to try and make that process easier because it's getting a little bit unruly. And then, well, you have all these devices out there, so you have to track that inventory. And, I don't know, some of those devices come back to you, so you have to put them somewhere so you're storing inventory. Then sometimes you're tracking that inventory in a totally different place than the first set of inventory. It's like, each one of those things solves a very real problem that was happening, like, at the time, and none of them are really aware of each other. They weren't designed to, really. Right? So the breaking point tends to show up in workflows, not individual tools. Right? Onboarding is spread across multiple screens and multiple and separate blocks of time, sometimes with different responsible parties, you know, using people, different spaces, different systems. Yeah. Offboarding feels risky, because you're hoping you didn't miss something, and then they're gone if you did, and the licenses isn't, as you were saying, for months or years. And then audits turn into a scramble because data lives in different places, and, hopefully, is using all the same words for stuff. That's usually when teams realize they don't have a tooling problem, they have a systems problem. Nela, I I think that kinda sounds similar to the pain points, obviously. But, like, given your industry and your experience, do you do you feel like compliance frameworks were specifically, like, a driver for, like, you coming in and and having, like, to change and look at what what needed to change at at AC? A 100%. Definitely. So we were learning mostly about Rippling through our HR department. Mhmm. And, of course, they needed to comply specifically for time tracking, and that was something that was very important to us, over the weeks that we were working with our Rippling account manager. And then, of course, for IT as well, wanting to be able to meet certain compliances like NIST, down the road, CMMC, SOC. There's all these different ways that we wanna be able to audit ourselves and track. So compliance was a huge factor in that. Yeah. Like, I imagine pulling evidence or even, like, starting to think about what an audit would look like before was just immensely painful with different ownership of different things in different hands. Right? Definitely. Especially because we did have this third party vendor. So when we were doing our own NIST audit, we did realize that we don't have access to a lot of the tools that we need to be able to function, and it didn't feel good to give that much control off to somebody else given the way that we were growing, and we were luckily in a position where we could grow our own IT department and no longer need to outsource. Yeah. Billable hours, scale pretty quickly. Was there, like, a specific thing? You were like, this has to change, like, while you were kinda coming to terms with all that? Not so much a specific thing. Since we are growing, but you're getting to know certain people in different departments, you're noticing that people do not have the bandwidth to do certain tasks anymore. Before, people were wearing all different types of hats, and it was great because we were a growing organization. Then it gets to a point where you really do need to identify lanes for people. So if you have somebody in the HR department that is tracking devices when they need to be focusing on our very complex timekeeping, it's not fair to that person to have that responsibility when we do have a tech department. So it's been wonderful to be able to uncouple that responsibility from that specific individual. And then as you get a little bit more open to talking about the pain points, people start coming forward to you about things that maybe they didn't think was gonna be addressed. So like, oh, wow, you guys are solving problems. I have a problem. No, I have this task that I've been doing that I don't want to do anymore. Like, okay, well, I'm glad you feel comfortable telling us and we now have a solution for it. That resonates so hard, right, with James, with stuff James and I have been talking about lately when we talk about, like, just how to be a better IT steward in a in an organization is exactly what you just said, where, like, you've gotta, like, kinda pick the people at their you gotta find the people at their problems and, like, really genuinely talk to people and, like, understand their part of the business so you can uncover those kinds of, like, pain points. Right? Exactly. That's a 100100% that but you really wanna make sure you make those problems go away and but you have the bandwidth to do that. It's nice to really help people. It makes their lives work better. So yeah. Yeah. Yeah. Definitely. Did you have last thing, of course? Oh, yeah. Go ahead. The last one I would think was a really big push, of course, is cost. So when you are focusing on one specific tool that is supposed to do all of these things, but it doesn't do it very well. And you just see the cost increasing, but people are still frustrated, maybe even complaining, and you need to find a solution that is going to make more people happy. And I think that's where we found that sweet spot where maybe this specific tool was only helping one department and it was still frustrating a lot of people. And then being able to find a tool that could help multiple departments comply with their deliverables and make more people interested in engaging with the tool to help them do the work. And so it just feels good to make sure that the team is growing, but they're also happy to use these tools. It's easy to think, like, you know, not knowing the whole situation for me. It's like, well, yeah, every department has computers probably. But, like, were there any other, like, were there any other kinda, like, central themes you saw emerge as you talk to different stakeholders? You were like, this is always a problem no matter who I talk to. Timekeeping jumps out a lot at me because since we are a multiple hats wearing kind of organization, it's very easy for multiple departments to touch a client and need to interact with a client. And so you are in and out of projects needing to set your time for this specific project in this state, this specific project in another state. Maybe you have multiple clients and multiple projects happening in a specific state, and we need to be very specific about what hours we're coding to specific projects. So that was something that touched everyone. Everyone had their frustrations with the way that timekeeping was being done, and we were building so much custom tools to be able to fix the problem. It seemed either never ending or the budget was ever increasing for the customizations that we were seeing needed. Yeah. That's a lot. A lot of like, it's compliance of compliance of compliance. Right? Like Yeah. What what do you think, like, was there anything ultimately that, like, like, you had a view into Rippling then from your HR side, but was there anything that ultimately convinced you to to con start consolidating things into Rippling from an IT perspective? I think the integrations were a large aspect of it. As we are growing, it got to a point where people wanted to say, just ask the rippling store. Check the rippling store to see if that is an integration that we can use instead of the large amount of apps and solutions there are over the Internet and having to decide which is the best one. You know, there is that analysis paralysis. You're constantly trying to confirm that it meets your security needs, and it feels good to be able to have some type of a guidance, not specifically a single source of truth, but a place where you have a marketplace where they've been vetted by Rippling, and then we're able to touch on our needs for tracking leave, you know, these extended types of FMLA and, you know, maternity, paternity, those kind of leaves. And when it comes to having to track again password MAS and jerk managers, it's great to have that recipe and app already cooked into Rippling. And we're just noticing all the way that maybe our four zero one k needs to be integrated and managed within Rippling. And so it was really great to be able to have multiple apps that we could use that already integrate with Rippling. And if there was a specific tool that maybe didn't, Rippling was very easy to get ahold of to be able to have that conversation about, is this something that you wanna have brought in? And this is how we would be able to make that solution happen for you. You mentioned then how you had, like like, influx points of, like, so like, you said, suddenly you would hire, like, a whole bunch of contractors or a whole bunch of people all all at a time. So, like, Salesforce, I imagine that made Salesforce onboarding easier. Are you a Microsoft or a Google shop at heart? We're a Microsoft shop. And then, honestly, being able to come into Rippling allowed us to decouple ourselves from Salesforce. So that was a huge reason, price wise, why we're also very happy about the change. Wow. Cool. Yeah. Very cool. So you got some you got some cool stuff going on then. What about from the, like, device side of things, anything on the MDM, like, ordering laptops or using the warehouse part, any of that at play? Yes. So that one individual I mentioned before, they're tracking all of our inventory on an Excel spreadsheet, which of course that person is not in the finance department. So then you have to think about depreciating our assets and then also needing to recycle, you know, laptops that no longer are needed, but we want to be able to waste take care of that waste in a Yeah. Humanitarian kind of way. So we wanna make sure that, you know, we're being kind to our environment, kind to our people. So it was really great to be able to see a way through, especially after separating from our IT vendor because they were specifically using another tool for MDM, for RMM, and then knowing that we could do all of that from within Rippling. And we again, you don't need to be specifically a ninja, then you need to go into this other Microsoft Defender tool. And it was just wonderful to have it all in one place and be able to give our IT team the access that they need within Rippling. We don't have to touch other people's PII, and HR doesn't have to worry about people being accessing everything within Rippling. Just give the IT team access to the IT specific app or feature, and then they have an overview of everything. We can look at threats. We could off board people. Even the integration with Microsoft being able to transfer over mailboxes is great. Being able to, you know, shut them down after ninety days if that's necessary. All the policies in here. Perfect. So you use you're using the off boarding stuff for Microsoft as well. That's awesome to hear. Yeah. Cool. What about final question before I ask James a a couple maybe. But what what about, like, SSO? Were you using SSO before? Did you have that hooked up and set up at all? Sparingly, it was being used, especially because we have different types of employees. So we will have these specific employees. We'll have our full time employees. We'll have those who are more temporary when we're activating them for a we're activating them for a disaster. And then you also have situations where we'll have contractors and you don't need them into everything as well as thinking about business continuity. And what if Azure goes down and now everything's connected to single sign on, but Azure is down. Dang. Well, you you you have, like, the perfect kind of, like, scenario for taking advantage of, like, so many of the the coolest parts of Rippling. That's cool to hear. Yeah. James, what about, what about you? Can you explain maybe, like, the strategic advantage of, like, identifying things to, like, tie together into one system? Like, what what do you think about that? I mean, we have devices and apps. Right? A lot of things, everyone uses devices. They use apps. There are people. Right? So they have identities. So they're all three different things. And the big shift I've seen, like, is where identity stops as being a login for each of these things, and it becomes, like, a control layer. So when identity for devices and apps are connected, you're no longer stitching together workflows across systems. You're defining them once. Like, what's like, you put the effort in to make it right, and it just kind of keeps going. So onboarding isn't create user, then do five more things in five more places or more. I mean, you know, your stacks. And that's one action that drives everything downstream from there. And the same with offboarding, of course, which is where it really matters, especially when they are unplanned or, sensitive. Yeah. Yeah. What do you think surprises, like, IT leaders who haven't, like, considered putting either putting things in the same system or even just kinda, like what I see all the time is, like, that people just don't even know there are options out there. Is there anything you you're seeing from IT leaders, James, that kinda, like, are like, woah, once after they centralize stuff? I mean, yeah, you but, like, postmortem, when things are better, like, how do things feel? There is some silence, and that by itself is surprising. Right? So what tends to surprise people is, how operational noise disappears. Not because any one feature is, like, dramatically different, but because the gaps between the systems go away. Mhmm. You stop translating data between tools. You stop second guessing whether things are actually actually ran. We were talking earlier where you're you had your people doing timekeeping in multiple systems and think it had to happen. It all matters. Right? It has to matter every time. You get to a place where systems behave more predictably, which is a really, really big deal in IT, especially by just the the compliance part. You also get back real productivity that's hard to, show in a spreadsheet or a report. A tech constantly context switching, across, you know, the different parts parts of your stack, for each step of the process over a scheduled period of time. That's a lot of touch points that they're happening. And each time they do that, especially when the process is spread out over a period of time, like you said, the person was off boarded, and ninety days later, they have this action, and then this happens afterwards, and that happens before. Like, each of those touch points is a context break for your tech. And, like, when you take a spreadsheet, you log how much time each task takes. That is not how much time you're losing and not how much time you're winning back by turning these processes into an automation workflow, because they can just be in the zone. They have the flow. They can work, and you a lot more productivity can be recovered that way. So IT leaders will be surprised that, that productivity outshines the simple math of any task replacement, as well as probably a noted increase in employee satisfaction and retention, which is, like, very valuable over time. Yeah. Nela, you mentioned, like, kind of the idea of, like, visibility or optics from your staff into the systems about the things that you do have and do use. Is there any, like, core takeaway there, like, things that really improve, like, as far as speed goes or, like, confidence during your audits or prep for your audits? I think it's definitely a confidence. You know that there are logs. You know that you could pinpoint even looking at a specific device. If there's a certain software that's being downloaded or maybe a software that you're concerned about being downloaded, it's very easy to go ahead and go into your IT overview and be able to dial in. The reporting. We'll just all come on a call together and be able to build reports for the certain things that we need. And it's really great, again, for them to be able to talk to one another. We're specifically using SentinelOne, for antivirus and things like that. It's great to be able to have it all in one place and for people to want to engage with the tool. Like I was saying before, asking, will this communicate with this? Can we create a flow to make this all just make sense and talk to one another? It's been really great to be able to do that. Yeah. I think I think the the ease of sharing reports out on, like, a perpetual basis, like, can't be overstated. It's, like, kind it's sometimes it gets lost in our, like, IT talks, like, generally, because it's, like, not as, like, fun as MDM to me anyway. But it's such a like, a thing that once you, like, have it and you have, like, a report that you, like, rely on as, like, a security professional or someone just in a different chain of of command than IT, but they need that information. Like, the the ease of of being able to share that stuff out is important. Yes. What what about, like, looking back? I mean, as you went through the the, like, migrations or, like, considering rippling, is there anything you would have you would have done differently as you've kinda set stuff up and gotten rocking and rolling? Maybe we would have involved a little bit more departments so we could have more people excited about it and championing the transition. I think that would have been really helpful for people to understand how we are bringing in the different departments and how each one of their staff is going to be interfacing with the tool. And it was easy once we got people going. A lot of people love the user interface, especially for the mobile app. But it Mhmm. Couldn't hurt to have more people singing its praises and more people willing to champion the transition. Any advice to fellow directors or managers out there who are considering, like, looking at their whole stack? Is there any, like, data points that you, like, found more difficult to, like, prep for a migration? Anything, like, along those lines? Sometimes you want the opportunity to run a flow through the tool before you make that purchase. So that would be an example if you have a very complex report that you have to do or a very complex workflow that you have specifically timekeeping, I would recommend that you go to your Rippling representative and have them walk you through if this was the situation, how would Rippling support that? And I think it also, again, builds confidence for your other managers and those who are going to be informing their staff that this is the tool that we're gonna be using going forward. Yeah. When I did more consultant work with Rippling, I always appreciated when it wasn't just, like, me and an IT director in a bubble. And it was, like, more people on the call who, like, you know, had had optics into every different part of the business always helps for sure. James, what about you? What any any, like, criteria folks evaluating a change could, like, should really consider, should really focus on? Oh, first, I love what you all just said about having other people bring their opinions in. Even when they're detractors at that stage, having them being heard really helps them buy in as you integrate a new system. And you also can get great feedback to probably make it even better for them. But I will say every time I've had a look at, you know, a big consolidation in your system, it always starts with this one step, and it's a dangerous step. It's the checklist step where you have a bunch of checks you're trying to check off of these boxes to make sure you have things. Mhmm. I'd say focus less on feature checklists and more on how the system behaves end to end. So alright. A few things I'd look closely at. Onboarding. Onboarding is a great pressure test of, like, how tools do stuff. How does onboarding actually work in practice? Not just the outcome, because the outcome's easy. It step by step. What triggers access, device setup, policies? Is that driven by, like, clean, like, identity, like data, or is it, like, all stitched together based on, you know, what you make each system do separately? And then also well, off boarding, obviously. And how confident are you that's gonna go well? Can you explain exactly what happens when someone leaves in the system? Because when you file that ticket or hit that button in your identity system, what's gonna happen next? Well, a ticket's gonna happen. You can go to someone. Hopefully, that would be like, it's a lot of stuff. Right? So then there's the more concrete, like, paper hates the paper's the metal. That's not a term. But it's the audit readiness. So, usually, that's where the data systems, like, really show their cracks. The teams that feel most stable over time, like, those are the ones where identity is central, like, workflows are predictable, and there's a clear source of truth behind it all. So, yeah, there is just a bit of magic when things kind of are designed to work together, and you you kind of miss that when you're just in boxes. Yeah. Checklists can be deceiving. I think you and I have, have another, event coming up about checklists in audits and how, like, an audit is not really actually just a checklist. It's like a a change in behavior kind of at its core. Right? I will make sure to have different words next time. We got you. Well, Nella, what do you think about I mean, anything else that kinda we haven't we haven't talked about from, like, the really, really changing the way you were you were doing stuff before outlook on things? I mean, it's been a huge change just to be able to have the kind of control that we now do and being able to be confident to step away from our IT vendor. I can't focus on that enough, honestly. I think there's not much more left to speak on. We're just grateful to be able to have these tools that integrate with Rippling and people will start singing praises about certain integrations that we have. And being able to know that we can set up these workflows to be able to help us get onboarding, offboarding, not have to worry so much about laptop setup, knowing they'll get their device and they'll be good to go with the MDM already on there. And right after that, have their antivirus on there as well. It's been really great for our team to be able to just jump in and be able to have control. Sounds like it would give you, like, definitely confidence on, like, if you suddenly needed to scale, like, a lot or something. Right? Like, you you wouldn't you kinda got, like, a certain amount of your all the time processes taken care of in a different way. Specifically off boarding, like James said, and you said too, that knowing that, like, if one person is on a vacation on a Friday, that your whole world of that is not gonna fall apart is, like okay. For people who haven't, like, experienced that, I can't I can't overstate. 5PM on a Friday should not be stressful. Like Right. Enough. Yeah. Exactly. Very good. Well, I definitely wanna thank you so much for joining us and talking through some of this today. I wish AC the best in its future, and I hope we get to chat again. James, you got any kinda key wrap ups or anything you wanna kinda drive home? Yeah. Something you said earlier about the happiness that your your organization has after deploying all this stuff. I think that's a a key driver here. It's because the experience matters throughout the process. So you want your systems to be happy working together. You want your people to be happy working together. And when these things aren't, you know, again, stitched like I said earlier, when they're actually really designed to work well together, people can just flow through their jobs. You said you had a 100 person onboardings for, like like like that. Like, that's amazing. Fresh to test how these things work, and you're seeing it live. And it's because it's designed to happen over and over again. You're not stressing out Carter's former workmates workmates at 5PM on a Friday, which is Yeah. When those things happen. So yeah. No. We're all happier. We're all gonna work at those places. Long term has better jobs and the cost loss because of it, which is great. Awesome. Well, Nela, thank you again. Is there anything else you wanted to call out to to all the people in the crowd? Say say about your business or your your own IT world? No. I appreciate that. Thank you so much. No. We're just really excited to be growing as a company across the country and to different service lines, being able to support people, not only during gray sky situations when they are experiencing some of the worst days of their lives, but also being able to support different municipalities and people, you know, during blue sky situations. So definitely hope that you keep an eye out and see our purple wherever you need that kind of support. Well, thank you. Awesome. I I am happy we're I'm always happy when we're doing really good business with really great people. So, on that closing note, thanks for joining us, everybody. We've got a call to action button that if you wanna book time and, like, talk with an IT consultant about what Rippling would look like exactly in your environment and, like, we go deep. We or it's not gonna be surface level. If you wanna get in the weeds and like we talked like we talked about, like, really get into, exactly what it looks like in your environment. Come check us out. Give us give us a chat, and, we'll see you soon. Cheers. Good afternoon, everyone. Thank you for joining us today. And as you heard from Carter, if you'd like to see a demo of Rippling IT, check out that book a demo button at the top or let us know in the exit survey, and we will follow-up via email about scheduling a time. I wanted to let you know about a few things coming down the pipe. Next week, we will not have a webinar, but we have an announcement coming out next Tuesday. So keep an eye on your inbox, and we will have our next session on Tuesday, April 21. A little shift from our regularly regularly scheduled Wednesdays, but very exciting announcement coming out, something that has been, I think requested by quite a few existing customers. So, make sure to keep an eye out on your inbox, and check that out. Next week, while we don't have a webinar for those who are located in the Tristate area, Please join us for Rippling on the Road. We'll be at Convene at 30 Hudson Yards on April 15 and April 16. April 15 will be very IT focused. So, if you are interested, please reach out, and, we will make sure that there's room for you. At the end of the month, on April 29, you will hear again from James as he is joined by Josh Mullis, the VP of infosec at Productive, as they walk through how Productive is using Rippling to create a zero touch deployment environment integrating in their Okta instance to make sure that everything is one click process. The last thing I wanted to share is today's raffle winner. I know this is always the very exciting part of our sessions this week. We are giving away a $500 Visa gift card, and I'm more than happy to announce that today's winner is Chris Pulito, director of technology at Senecor Foundation. Congratulations, Chris. Thank you for joining us today, and, myself or a member of our team will be in touch next week with the gift card. For everybody else who joined today, make sure to keep out for future sessions. We are basically on a weekly cadence at this point, and we are more than happy to share the love. So keep a lookout. Check out our schedule of upcoming events. And for those also curious, our HR and spend team as well are producing weekly webinars. So if you're curious to see what the HR product or the spend payroll product looks like, definitely take a look on our events page on our website. Thank you so much for joining us today, everyone, and we look forward to seeing you for our next session. Bye.