Yeah, NetApp is a global uh cloud-led datacentric [music] software company and we offer industryleading software systems [music] systems [music] systems [music] and cloud services. We want to offer high value, high quality and the lowest amount of effort. We want to orient ourselves to the customer's [music] point of view, see how the customers consuming our products and services and we want to go where they are. The [music] big thing thatwe do around CX that I think is a little bit different is that we view our employee experience as [music] a connection point to the customer experience. We see it as the other side of the same coin. Thetask was really okay, how do we start to break down effort and make it easy? And we aligned around knowledge as the great enabler. Any one person can't know everything. But if we share this information and we put it into an easy [music] to use, consumable, accessible platform, all of a sudden that takes on a new meaning. And we wanted to bake it into everything that we did. We wanted [music] to bake it into our training programs for our personnel. We wanted to bake it into our design processes. We wanted to put it into our tools and systems. We went to ICX1 expert and we said look we needed a knowledge [music] platform that had an easy to use editor we could bring into our case management system. We could make sure that we could empower and give autonomy to our agents [music] around the world. We were able to build templates that um [music] you know streamline their workflow. So in a matter of minutes, you know, they used to take them hours, they could wrap a case up, share the information [music] that we found reusable and publish it out to the web. Slowly and steadily, we started to publish knowledge that was predicated on issues that our [music] customers brought to us. And our agents, you know, found out the reusable information and with mere clicks of a button, they published. and [music] we grew our um publisher ranks from we had about 50 or 60 [music] people that used to publish content out to our website. We have now more than 500 licensed individuals. [music] individuals. [music] individuals. [music] And once we got that going, then that vision of, you know, solve once, use often started to come to be. And then you could start to pick off the areas that [music] said, okay, you know, here are areas where we could actually automate this. Customers may not know it, but there was a manual process behind it and there was some error rate in [music] there because we had humans doing human things and they were great and they meant well, but mistakes happen. And so by automating these processes, [music] we could further focus on our customers. And so by whittling down the demand and assisted [music] support, it allowed us to basically shift those issues as we call it left into our self-service channel, our communities and social channel. And so that shift left strategy was key to building a digital dominant support delivery model. And at the end of the day, that's that was [music] our long-term goal. Our customers wanted to engage with us digitally. And as a result, we saw a massive increase [music] in our digital adoption and it really unlocked this incredibly [music] uh valuable resource in our engineers time. That's themost critical [music]element that we have that we're governing because we stopped wasting time solving the same issue [music] over and over because we started having more time to be proactive. You know, when you look at our CX1 platform, it is our very best engineers because it's [music] a reflection of everything that we know, everything that we learn, everything that we improve. And so that's why we like to say, you know, together we're a great engineer. Together CX1 is our best engineer that we've [music] got because it's a reflection of us.