The Dark Funnel: When AI Mediates the Buyer Journey

Julia Nimchinski:

And we are live. Welcome back to Day 3 of the Agent to Agent GTM Summit, and your next customer may not be human. To kick us off, we’re incredibly excited to welcome Tiffany Bova, Top 50 Business Thinker, two-time Wall Street Journal best-selling author, Chief Strategy and Research Officer at the Futurum Group.

And she’s joined by Russell Sherman, GTM Executive, Advisor, educator, and former IBM CMO. Welcome back to the show, Russell. Welcome, Tiffany. Super excited to host you. How are you?

Tiffani Bova:

I’m good, I’m good. Glad to be here.

[email protected]:

Energized.

Julia Nimchinski:

Russell, take it away.

[email protected]:

Awesome. Well, let’s… before we get started, Tiffany, why don’t I give you a chance to introduce yourself to the group?

Tiffani Bova:

Oh, okay, yeah, sure. Tiffany Bova, glad to be here. I’ve been in tech now 30 years. Feels like just yesterday. I started when I was in kindergarten, that’s what I like to say. But, been in and around it for 30 years, both as a quota-carrying sales rep, as a sales leader, marketing, and customer success, and then got into the cloud very early.

Spent a decade at Gartner as a research fellow covering sales transformation and the impact of digital to the way brands will sell and engage with customers. Then I spent 8 years at Salesforce as Chief Growth Evangelist, and now I am Chief Strategy and Research Officer at the Futurum Group.

[email protected]:

Love it. And for me, I help companies sell with high integrity. I am a professor at UGA in their MBA program, and frankly, I’m a dad trying to figure out what I want to be when I grow up. But for today, Tiffany, here’s where I want to go with today, Tiffany. I’m really excited to chat with you. I want to start with a quote.

historical perspective, that’ll lead to a question for you. A little bit of… a little bit of a warm-up. So here’s the quote. The quote is, had Union Pacific realized that they were in the transportation business versus the railroad industry, we’d all be flying Union Pacific Airways. And you and I were both together in the dot-com era.

And the nature of that quote, we saw a lot of organizations, you know, taking their catalogs and just putting them online, because a game-changing technology came out, and the masses believe when you see a game-changing technology, we’re just gonna adapt our old process, or our old processes to new technology, instead of thinking about how a new technology can open up a new art of the possible.

I think we’re in a similar situation with AI and go-to-market. On that, here’s… here are the two questions. I kind of lied, sorry about that, Tiffany. Number one, for B2B organizations, what do you… question one is, what do you see as the mission for their go-to-market. And from there, where we really get into the meat of things.

What do you believe that winning B2B organizations see in artificial intelligence’s ability to impact their mission that the losers won’t? And how are they using AI to impact that mission.

Tiffani Bova:

So that was, like, 6 questions, but we’ll go, we’ll go with them. That’s the first one! Let me start at the highest level. You know, I think that the biggest challenge, and I sort of coined this term many years ago called the seller’s dilemma. And the seller’s dilemma is the following.

How do I hit numbers today while at the same time transforming my business and preparing for the future? And so doing those two things simultaneously is very difficult, especially if you are an individual quota-bearing sales rep. It’s almost impossible, right?

Because you’re held to such a, you know, tight, like, you know, this is what we need you to do, and you have to hit numbers. So put them aside. You might have a manager, right, a lead, a manager, let’s call it 99% today and 1% tomorrow, right? And as you move up the organization, you’re spending more time on today and tomorrow, right?

The question then becomes, in that role of those that have the responsibility to not only deliver today. But plan for what’s gonna happen in the future, which right now, you, you know, we’re talking about the impact of AI, is what do they have in the current business that sets them up for success for AI?

To one of your points, accelerating a bad process is not a good strategy. Accelerating a bad go-to-market model with AI is not a good strategy. You know, just, using AI to, you know, scale a bad communication strategy, or a bad communication process, right, is not a good strategy.

So, I was just talking in front of a group full of sellers yesterday, and literally I said, I know it sounds painful to do, but we almost have to go back to the basics. Like, you almost have to say, okay. what is working, what’s not working? Do we need 8 stages in our sales process? Do we need 4 stages in the funnel?

Do we need, you know, 92 fields in our Salesforce instance? Do we need, like, all of those things, like, question everything. But it can’t happen at the individual quota-bearing sales rep, because they just can’t do that and their job. So as leaders, it’s our responsibility to say, how do we Minus things from what’s happening?

and then really accelerate with AI the things that are working. And this is where I think most businesses make a mistake. They just use AI to say, how do I do what I’m doing now better, faster, cheaper, to your point, versus the art of the possible, or thinking differently, but also not willing to go back and do the hard work.

of looking internally and saying, statistically, and I say it in my first book, Growth IQ, it’s a Bain study. that, like, 88 to 90% of the reason companies stop growing is internal inertia, bureaucracy, and broken processes, and not external.

So that then says, could you use AI to help you streamline what you’re doing, fix those broken processes, uncover what’s working and not working, then use it to scale and amplify?

[email protected]:

I love that. You hit… by the way, I wanna… I’m gonna take you deeper on one topic, but you hit on two of my favorite themes, which for… we’ll see if we can play later, which is… I love the theme of balancing the short versus the long term in any organization.

It’s… If you’ve been there, you know it’s a constant struggle, and then an internal inertia. You being from Salesforce, me being from IBM, we’ve experienced that as companies grow, for sure.

Let’s… let’s dive, though, into… This particular topic, this being You can’t just use yesterday’s process and, you know, make it faster and better with new technology. AI is game-changing, or perhaps it is.

What do you see in the dynamics of artificial intelligence, or in what capabilities it brings to how a company goes to market that perhaps changes the strategic apparatus?

Tiffani Bova:

Yeah, and I know that this is really… you’re asking go-to-market, and I understand why, right? But… Before you even get to go to market, like, we… we are… we are today seeing, statistically, only 40% of a seller’s time is spent selling. And more than 50% of sellers will… yeah, average, right?

And an average of about 50% of quota-bearing reps will miss quota.

Now, that number of 40% spending time selling has been slowly going up over time, so we used to just kind of be in the high 20s, and then the low 30s, middle 30s, and now we’ve… we sort of hit 40, which is a good sign, but considering all the MarTech technology that’s been rolling out over the last 25 or 30 years, right, since Salesforce in kind of, you know, 97, 98, and, you know, the things that were happening around marketing technology in the early 2000s with Eloqua and Constant Contact, etc.

Still, 25 years later, we’re still not spending a whole lot of time selling. So, is the go-to-market model wrong? Hard to say, because they’re not spending a lot of time selling, so I’m gonna go back to, you know, where is the greatest opportunity, is how do we give them time back? Now, could we give them 15 or 20% time back to sell more?

will not naturally result in the same lift in quota attainment, right? So you’re not gonna go, for every 1% of time I give a seller back, they’re gonna increase their quota attainment by 1%. Like, it’s just not that easy, unfortunately.

But if you said, we are going to increase the amount of time they’re spending selling by 10, 15, 20%, you naturally will get lift on the quota, because they’re spending more time in opportunities. Now, like, that’s going back to that, right? That sort of seller’s dilemma of, I gotta fix now before I can sort of think to the future.

Now, simultaneously, as they’re spending more time selling, you’re gonna start to see what works in the go-to-market. Is it a vertical coverage model? Is it a regional coverage model? Is it a by-size coverage model? Is it a by-product portfolio coverage model? Do you have inside sales, outside sales, sales development reps, right? SDRs?

Do you have biz devs? Do you have hunters? Do you have farmers? Like, the answer to all those questions… Like, would have to be, well, you could say yes to all of that, but if they’re not spending any time selling, it doesn’t matter.

How many different sales roles you have, or how… perfect you are, and I say perfect in air quotes, perfect you are in your go-to-market model if they don’t have any time to sell. So… you know, I kinda… I want them to stay hand-in-hand, because if you fix the go-to-market model, quote-unquote. Do you even know that that’s what’s broken?

Hard to say if they’re not spending time selling.

[email protected]:

I love that. We’re in a great place right now, Tiffany. Okay, so…

Tiffani Bova:

place.

[email protected]:

So, going back to… I’m going back to Union Pacific right now, because… Go-to-market model becomes the railroad, and the purpose or the mission becomes the industry, or the transportation.

So what you’re basically saying is, go-to-market today is a process that consists of BDRs doing outbounds, and LDRs driving inbounds, and all sorts of people doing all sorts of things. Exactly, maybe. But at the end of the day, what you’re really talking about in terms of seller productivity is.

The goal is to optimize the amount of time a seller spends solving a buyer’s problem. Directly.

Tiffani Bova:

Yeah, and that seller could… yes, but that seller could be human, could be… And tech could be tech alone. So, like, just that act of engaging in that, you know, commerce discussion, you know, so, you know, soon we’re going to be agent-to-agent, you know, similar to the IoT movement, right?

I think that, yes, at its general sense, let’s keep it at human, but I agree with that completely, yes.

[email protected]:

Absolutely. So, that brings me back to, actually, today. I literally just got back 20 minutes ago from the tire place. So, my… I got a… I had to get a new tire put on the car, and they put the wrong tire on. Go figure.

So about 2 weeks later, I figured out, I go back to the dealership, and basically, the conversation was for me to ensure that they took care of it for free and took care of me for my problems, and there was an underlying conversation about the review.

The owner of the shop understood that my ability to put a good review saying, hey, this company deals with its issues, versus a bad review could blow them up. That’s a… over the past 10 years, that’s completely changed buyer behavior. AI, too, is going to change buyer behavior.

And when buyer behavior changes, therefore the entire nature of go-to-market has to change, because the entire purpose of the mix of SDRs, BDRs, sellers, whatever you want to say, the mix of how we address problems and solve them in a differentiated way.

it’s gonna change based upon buyer expectations and the technology and people mixed needed to address that. So, where… just gut feel, I mean, you’re a futurist. Where do you see, you know, buyers forcing winning go-to-market companies to adapt and organize themselves, agents, humans, functions, however, over time?

Tiffani Bova:

Yeah, and I think this is… this is the nuance of, I don’t know if… Listen, again, as I started this, I’ve been in tech 30 years, and I’m a firm believer that it is highly disruptive, and AI is one of those moments where, in my career, this is probably the third, right? Y2K was one, two was the internet, and kind of 3 is AI.

Like, I’ve just, you know, of things that people were very, like, very focused on, from… especially from a spend perspective. But when the internet came along, it’s like, it didn’t completely change what happened. It created new businesses. Like, you could say Amazon was a… was a play… they didn’t go from brick and mortar to digital.

They started in digital, and then lightly into brick and mortar. brick and mortar said, I need to expand to digital, right? Right? And in some categories, you may say the digital completely wiped out. Portions of brick and mortar.

So, it isn’t that they… that everyone has to change, it’s… even though the buyer, right, buy online, pick up in store, was not something originally people were talking about. And then the behavior started to show, I want to buy online, but I want to pick it up in the store.

And so then they created that solution, you know, whether it was Target or Walmart or, right? All of them starting very early. In that, to solve that… that issue. So… so here is what I would say, is I would say that Understanding how and where your buyers want to engage with you is only going to tell you so much, right?

You either are going to try to be Steve Jobs and say, I’m just going to develop way out and welcome them when they show up. That’s very hard to get that right, or a Mark Benioff, right, or a Bezos, like, you know what I’m saying? Like, where you’re way ahead, you’re like, it will show up.

In this case, most businesses are kind of like, look, I have to… I have to have both.

I have to have this legacy, high-touch model, potentially, with a little bit of digital, and then I have to be prepared for the fact that new buyers may just want agent-to-agent, or some hybrid of what I’m doing now, and that gets very difficult for small business, to have multiple go-to-markets, and to be able to You know, satisfy that and afford to do it.

in medium and large businesses, it gets a little bit easier, but still not risk-free, if you will. So I would say the following. I’d say That while extremely disruptive, and I do believe it is the thing. it doesn’t mean that everything is going to shift to agent to agent, just the same way everything didn’t shift to digital, right?

Or everything didn’t stay at brick and mortar. Or, you know, everything didn’t stay, you know, in this manufacturing way. So, that is the nuance in this, and as you said, you know, I spend a lot of time advising many, many companies, and they’re always looking for that answer, like, what is it I should focus on?

And usually how I answer is the following. The answer to your question you just asked me is in your four walls. your sellers know, your SDRs, your CSMs, right, your marketing team internally knows, but you’re looking external for the answer.

And your customers are signaling already, and AI can help you see those signals more easily, and anticipate what might be coming.

between those two things and then an external voice, you know, like myself or others, you, whatever, ultimately, you get the three of those things, you’re gonna have a much better view of, okay, where should I be pointing my strategic arrow?

[email protected]:

I love this, and we’re getting to the heart of strategy. You remind me of… we brought back by online pickup in store. I was lucky enough to work in omnichannel, before omnichannel was a term, worked with a guy by the name of Jim Benjier at Best Buy back when they were in existential crisis versus Amazon. Jim owned digital at the time.

And, when… and you know the story in 2004, well, what Jim was dealing with was the question, which he hired us for. how do we deal with this existential crisis? And we realized that inventory was their strategic differentiator, specifically inventory located within 20 miles of about 80% of Americans.

And so, that’s where the concept came from, which is weaponizing inventory, though where you go to next is One of the big problems we had was buy-in-line pickup in store, buy-in-line return in the store was motivating store employees. to participate.

and the concept of comp came into play, and we just realized that paying double, paying the store and paying the e-commerce channel was how we were going to create that. And that goes back to a point you made about, specifically.

the answer lives within the four walls, but it also goes back to a point you made about 15 minutes ago, which is inertia can cause organizations to not adapt technology. Everyone’s heard the codec story.

So I guess, with that said, something I’ve seen you talk a lot about, and I love your perspectives on, is You can’t touch the customer until you touch the employee.

I’m not sure if those are your words, but that’s kind of the idea I get from you, so… How do you weave… you know, every employee, or most employees, are terrified about their jobs today. how do we weave in the employee into, you know, an AI world where AI agents are helping serve customers alongside employees? That’s a long-winded way of saying.

What are the considerations when bringing the employees into the mix in tomorrow’s world?

Tiffani Bova:

Yeah, I’m gonna focus on salespeople specifically, just obviously because of this event. But yeah, my statement is the fastest way to get customers to love your brand is to get employees to love their job. And I would say, I know two things for sure. One is, sales reps do not wake up every day dying to do data entry. That I know is a fact.

The second thing I’d say is, I also know customers don’t wake up every day and go, today is a great day, we’re gonna go from stage 2 to stage 3 in the sales process. Also something I know to be true. And so, if we start with the, they don’t want to do data entry. You know, let’s go back to where do salespeople… spend their time.

And so, remember, I just said a few minutes ago, the answer lies in your four walls. And so, I would put together an employee advisory board, or an internal sales advisory board, and not with sales leaders, but a smattering of an SDR, a biz dev, like, whatever role you have.

If you only have one role, because not everybody has, you know, four or five different selling roles, if you only have one role.

get a salesperson, get a marketer, get a CSM, get IT in the room, you know, get… if you have change management, people, training, whatever, everybody in the room, and have a salesperson literally on a whiteboard actually write down, and I did this with a company in Brisbane many, many years ago when I was at Salesforce, and we put a line on a long board, you know, a wall, and we had parchment paper up, and we put a line, and above the line was what the customer did, and below the line is what the sales rep had to do in order to satisfy what the customer needed.

So, okay, I need an RFP response. So that was the ask in, and then we basically journey mapped everything a seller would have to do to do an RFP response. Then it was like, okay, now we want to move forward, we need a proposal. Everything the sales rep would have to do for the proposal.

okay, now we actually need a quote, you know, or we actually need the documentation to get this contract done, everything that the salesperson would have to do. We mapped out just those 3 things, and lo and behold, there was like, you know. dozens of things underneath the line for one single thing a customer asks for, right?

RFP, proposal, contract, and I want to close this business, okay? Now, this sounds like a complex sales cycle. it isn’t like, I want to buy a dozen rolls of toilet paper, and I’m going to buy it online. I’m not talking about that, right? Let’s think B2B, let’s think it’s more of a complex sales cycle. and map that out.

Now, all of a sudden, you have IT in the room, you have change management, you have marketing, and everybody can see, wow, you know, I’m asking them to do all these things. The systems are disconnected. They’re wasting hours a day trying to do this, you know, and could we let’s go back, right?

Streamline the process first, and then accelerate it with AI. Or could we use AI to figure out how do we streamline the RFP process? How do we use AI to streamline the proposal process? How do we use AI to streamline the actual contracting process? And if you start there and get them involved, guess what happens?

They’re far more likely to embrace whatever you now ask them to do, because they participated in creating the process.

Whereas today, we map out the process, train them on the process, set them loose on the process, and expect them to follow the process, and they roll their eyes and go, once again, they don’t really understand what we do and how we do it. And no one is asking us. And if they do ask us, they don’t fix it.

But if you get in a room, and everyone, like, spend a day, and walk through everything that has to happen, every system they have to log into, where they’re getting the data from. who they have to get approvals from, everything, online, offline, and map that out.

I think you’re gonna find a lot of things, as leaders that will absolutely surprise you, because most of the time, leaders don’t actually use the technology their salespeople are forced to use every day. They get a roll-up, they get a dashboard, they get a forecast number from their, you know, managers or leaders.

They are getting a roll-up of reality, and they’re not seeing everything that has to happen, you know, and I always joke that that all you have to do is watch Undercover Boss, and you will understand what I’m talking about.

[email protected]:

Well said, Tiffany. And what I love… what I love about what you said, I kind of… the thought bubble I saw over your head while I see it, I can imagine over your head, is Technology’s gonna change, but at the end of the day, we’re all humans, and change management principles. Are not going anywheres. You agree with that statement?

Tiffani Bova:

Look, yes, and I would tell you, look, I was a quota-bearing sales rep who was using an individual user version of ACT and Goldmine that was not connected to this thing called the internet, and I really used it as a calendaring and contact system, and it was at its very basic.

Then I was a Loquist beta client, I was Constant Contact’s beta client, like, I was leaning in very early. I’m on a lot of this technology, but… If you think about the average salesperson and how much change we throw at them in a given year.

And change could be a new boss, a new team, a new territory, a new comp plan, new technology, new training, you know, new website, new, new, just new. How many things are we throwing at them new every year? And how much can a human, just as a human, absorb in change? You know, it takes us… I guess, statistically, 66 days to change a human behavior?

And so, if you say, okay, at the time I get to about 4 or 5 changes in a year, I’m maxed out for the year. But you and I both know it’s more than 5 changes in a year. Could be north of 10. And so you’ve asked them to, here’s a new, you know, quote-to-cash tool, and a new CRM tool.

Oh, yeah, and you’re recording calls, you know, and then you have to transcribe the calls, and here’s your AI tool.

And then, you know, here is where we get your leads is different than your CRM tool, so now I’ve given them 6 things, and I’m training them up on it, and IT is like, yep, check the box, I’ve saved money, we, you know, we updated a legacy system, it’s, you know, given us far more security and transparency and consistency, and all the things IT is going, check, check, check, check, check, and the human’s like, I got 6 new things, and In 12 months, and… oh, by the way, they’re not even talking to each other.

So, thanks.

[email protected]:

The fun part of that, Tiffany, is for everything that that dot you just listed. None of that was, I need to have conversations with customers that move the needle in solving their problems, and practice internally having those conversations, so… because at the end of the day, the only thing that matters is the conversation that moves the needle.

Tiffani Bova:

Yeah, and listen, this is not a stroke on my pat on my own back, but here’s what I’d say. I pretty much hit quota, and I always say that I hit it with bubblegum post-it notes and an Excel spreadsheet. Can’t imagine what we could do now, right?

Like, if I really leaned in and said, I’m just gonna go full on out, right, on AI, and recording my calls, and summarizing, and following up emails, and looking for signals, and paying attention to what’s happening, and anticipating, and being predictive, and putting out really great content, right, and really spending all that time, not that it would be possible to spend 60-70% of the time with customers.

But, you know, what would that look like? It’s exciting to me. So, for me, I would say to sellers that feel like, you know, look, I worked at Gartner, there was another research firm that made a prediction that a million salespeople were going to be eliminated by, you know, the web and by CRM and SaaS and all these things.

I didn’t believe it then, I don’t believe it now. And when I was still at Salesforce, and we used to do, and they still do it, the state of sales, which is where that 40% number came from, those sales teams that were high-performing were actually hiring more salespeople, not reducing heads.

And if you listen to what Mark Benioff said of recent, he said, you know, he’s actually lowering what he’s hiring in engineering because of everything that’s happening with AI, and he’s increasing the spend on salespeople.

So, this is not a replacement strategy, this is how do we arm sellers to actually, again, if I could get them spending 50% of their time, 55% of their time selling, right, and we can really understand what clients need, naturally. Quota attainment would go up. Revenue would go up. Pipeline velocity would go up.

Deal flow would be more seamless and less friction. Teams would collaborate more easily. The walls would break down between marketing, sales, and customer success. Like, that is nirvana, and no matter how much we talk about it, for the last 30 years, it’s still really hard to find and achieve.

[email protected]:

I love that. You remind me of, in my first first-line manager job. I inherited a rep, named Steve Travis, hopefully he’s listening right now. And Steve, this is around 2011, 2012, when CRM adoption was still a question mark. And Steve was… he had made club 19 out of the past 20 years. A legend in his own mind and in the company.

And, and a typical, you know, like, I’m not touching the Salesforce thing, this is nonsense. I’ve been through Siebel, I’m not touching this. And when I made friends, I wanted to figure out, okay, what’s going on? He showed me under his desk an old PCAT from the 1990s that was running ACT on it.

And that was his process, and, you know, back to change. Clearly today, things are a little different. With a couple minutes left. For the organizations who want to do right by their employees who are touching customers.

What are the… what are the two or three must-haves that… The management can give the field sellers to help them shift more of their time to being in the field, solving problems, as opposed to being behind the desk doing the mundane nonsense work.

Tiffani Bova:

I’m gonna flip that on you. So you just said, what could they give the sellers so they could spend more time? That’s what you said, right?

[email protected]:

Yep.

Tiffani Bova:

Okay, I’d say, I’m gonna flip it and say, what can they take off the plate of the seller so that they can give them more time?

[email protected]:

Love it.

Tiffani Bova:

I’m gonna… I’m gonna flip it, and the only way you can take it off the plate is you either have to automate, streamline, reduce steps, integrate multiple tools, you know. break down the walls of silos, you know, get more organized, etc.

So the first thing I’d say is, you know, if you’re listening, and you’re a sales manager, and you have a team of 5 people on your next team call, I literally would be like, everyone come with the top 3 things that suck the most time off their calendar.

and tell me what it is, and we’re gonna put them in buckets, and we’re gonna figure out how to fix it, and if I’m just a team, part of a larger organization, I’m gonna roll that up to my manager, and I’m gonna do it every single week. Until, you know, and I’m actually going to start tracking how much time is being wasted in things.

Ballparks, right? Ballparks, because it’s very hard. But if they start saying, I blocked 3 hours on my calendar to do a RFP response today. Then over the course of the week, you know that it was, like. you know, 11 hours of RFP response.

If I could get that down by half, you know, or a third, or, you know, only spend, you know, a half an hour on an RFP response, because now we have a repository, and AI takes the first pass, and sales takes the second pass, and it takes me an hour. So I’d say, remove, streamline, that’s where I’d start.

[email protected]:

Remove and streamline. I love that. And I love the way you reframe… I love the reframe of the question. It’s a… it’s a… it was a brilliant…

Tiffani Bova:

Because you just… we don’t need to add anymore, like, that’s not the problem. That’s not the problem, yeah.

[email protected]:

It’s taking things off people’s plates. Again, at the end of the day, it’s about having conversations that move the needle. Absolutely. My clock is showing, Julie, at 12.30, so Julie, if you want to come on and wrap this one up… and by the way, before we let you wrap up, Tiffany, I want to say you are far more fun in person than researching online.

I greatly enjoyed not just chatting with you, but watching the way your mind works. It was wonderful.

Tiffani Bova:

I have accomplished a goal today. I’m far more fun in person than I am online. That’s great. Love it.

Julia Nimchinski:

Thank you so much, Tiffany. Thank you, Russell. What a phenomenal way to start Day 3. Love the seller’s dilemma. Tiffany, what’s the best way to support you?

Tiffani Bova:

Yeah, so follow me on LinkedIn, you know, also Instagram, I’ve got a book, Growth IQ and Experience Mindset. I’ve also got a podcast called What’s Next with Tiffany Bova, so, you know, please give me feedback on LinkedIn, on what resonated with you, and also the things you might not have agreed with. That’s how I learn as well.

Julia Nimchinski:

Amazing. Thank you so much. And, Russell, you’re saying, right?

[email protected]:

I’m gonna hang out for one more of these.

Julia Nimchinski:

All right.

Tiffani Bova:

Bye, everybody. Thank you.

[email protected]:

Sure, Stephanie.