From Self-Taught to Success: How Kyndryl Scaled Workfront to Power $7B

Transcript

All right, let’s do this. We have a good group of folks here on today’s call. So welcome to today’s session, From Self-Top to Success, How Can Drell Scale Workfront to Power $7 Billion. So you guys are not here to hear me speak, so I’ll just run through a quick few slides of housekeeping, and then we will really get into the meat of today’s discussion. So this is your first customer success workshop. We do record these just so that you guys have access to these recordings afterwards. So we will be publishing this to Experience League following today’s call. You’ll also get an email from the CS at Scale team with links to the slide deck. You’ll get a link to the recording. You’ll get some resources. You’ll get a summary. And should you have any follow-up questions, we can go from there. But do know that you are going to get this, so you don’t have to worry about screenshotting anything in today’s presentation. We just encourage you to just follow along, listen, and ask your questions. And so from an agenda standpoint, honestly, like I said, today, you guys are here to hear from Bell and Rachel from the Kindrell team on their Workfront use case. And so we’re going to spend a majority of time today just really just listening to, again, how they’re using Workfront. We’ll have some time for Q&A, and then we’ll just wrap up with some resources upcoming events, and there will be a short survey that you guys can fill out. And then last but not least, just some introductions. You guys, like I said, are not here to hear me speak, although I’m going to represent the Customer Success Scale team for Adobe Workfront. We put on a handful of these free events every year for Workfront customers. But most of the time, as much as you guys like hearing our voice and our expertise, we really encourage our customers to share their voice, share how they’re using Workfront, and help inspire others. And so I am joined today by Bell and Rachel. Bell, I’ll have you maybe introduce yourself first, followed by Rachel, and then you guys can go ahead and start sharing your screen.

Awesome. Thank you very much. So I’m Bill McCandless. I lead global production and content operations and marketing for Kindrell. And Rachel is my trusted partner in crime.

Yeah, I manage the day-to-day of our Workfront operations, which with my partner somewhere on this call, I saw her name pop up. We cover about 24, almost full 24 hours of global content operations. And it is a very small team, which we will get into shortly and show you how we’re doing it.

I also realized I was never sharing my screen, so I’m following slides that you guys were not following along. But hopefully I covered everything. So honestly, with that, Bill, I’ll just let you share your screen and take it from here. Awesome. We can do that. No problem. We are really excited to be here today to tell you a little bit about our story. We love these sessions as attendees, and we’re really excited to share our story. We have embraced the joke that good artists borrow and great artists steal. And many of our tips and tricks that help us in Workfront come from these sessions. And so we hope you all find this as invaluable as we found them in the past and that there’s something here that you want to steal. So we encourage theft.

Just a minute about Kindrel, because you’re probably wondering what that is. Our customers make up a large part of the Fortune 500, the S&P 500, from banks you know to airlines you fly to stores you shop in. You know our work, just not our name yet. And so that’s a part that’s still to come as our company grows, because we’ve only been around for a few years. And so let me set the scene for you on how Workfront became the center of our universe.

One day in the fall of 2021, we were all working for IBM. And the next day we were working for Kindrel as a spinoff. So one day we didn’t have Workfront, and then suddenly we did. And we had 10 days to make it operational for our giant multi-billion dollar business with tens of thousands of employees all over the world. And as I said, thousands of household name customers worldwide. In short, we had to go from zero to full speed in no time. We didn’t have a process. Just kind of like staring at a blank page. But we knew pretty soon marketers would bring us hundreds of requests. And those requests now add up to 1400 requests for assets a year. So we can’t start from scratch. And never start from scratch has always been my operations and production strategy. You can’t solve it all. So how do you get to at least 80%? You template everything. And then you adjust. Designs, process, forms, messaging approach to how you move those things out, how you do creative production, build a repeatable foundation that’s predictable. You can template so much more than you think you can. Because for us, ingest and figure it out every time wasn’t going to work. It’s not. So after every webinar we would watch here and we would go to Summit, which I hope you all get to go to and walk around the floor of Vegas and go to all those events. And Rachel and Laura Dragunov, who’s also here with us, we asked ourselves after every session we went to, well, how, when are we going to catch up with the big kids in the class? Because we are self-taught. We don’t have a dedicated MarTech engineer or any of those pieces. We have help for sure. And we have support from our bosses. But everything was, it was us. And so we needed to make our operation efficient so our internal customers can go fast. And that’s led us to really wonderful constraints and our motto. If this was easy, what would it look like? And we live by that for pretty much everything we do. And that allows us to start simple and scale smart. And we immediately went into persona work. Our first persona was who is our customer? So we created Gustav. Now Firefly thinks Gustav looks a little bit like Conan O’Brien, which is kind of funny. But we defined Gustav as the smallest marketing team in our company, a lone field marketer in a European country, working from home. The one person everyone calls when they need something communications, sales, country presidents, account teams, events, they all expect Gustav to work magic because marketing. So that’s our starting point. If Gustav is the one person everyone calls, how do we make his experience in Workfront effortless? How do we give him what he needs when he himself isn’t always sure what it is? We assume he only comes to us a few times a year. So every interaction has to feel intuitive. And that thinking drove everything downstream, fewer clicks, more dropdowns, checklists, forms tailored to the exact type of predefined solution that we put on the shelf. We still test ideas against his reality. Urgent asks no time to hunt for answers and pressure from every direction because speed matters when the next fire drill is already on its way. And so if it worked for the smallest team, Gustav, it will work for the biggest. But we flip that around because for us in the lab, seven people, the same principle applies. There aren’t a lot of us. So it’s got to be just as easy for us to deliver as it is for him to request. So we leaned very hard into templating and now dashboards. Not as a feature, but as a philosophy. Templates and dashboards become the backbone of our scaling. They let us anticipate needs and identify patterns across global marketing, and then build solutions that we put on the shelves. We add those patterns then to our menu. So Gustav gets solutions before he even knows he needs them. He’s juggling a million things and still expected to make magic happen. Now, once it’s all up and running as it is, 1400 projects a year, there’s 80 live projects for our team, we call the lab, at any one time. So today there’s 80 projects we have to get back to after this call. We’ve got to make sure everyone knows what’s going on. So that’s where Rachel will pick up the story. Awesome. So this was really how we built it. It was back to basics. It was on paper. We did all of this on paper and we were quite ruthless with that singular goal of what does easy look like. So we started with asset types. We set out on a virtual world tour to our market, speaking with executives and stakeholders with the single goal of understanding what do they need at a content production and operations level to be successful in their market and for the business. This is where Gustav has heard, I need the thing. I need the thing, Gustav. And the results that we heard on this world road tour were fantastic. We ended up with an epic list of every asset type known to man, including our personal favorite of seven different names for flyers. And really, they were all asking for a one pager. So it was being able to take this list from everybody who has a voice of what they needed to work for their people in their market, condense it into what is now our lab dropdown menu. The exercise carried out over a couple weeks, but it really helped us narrow that down again with the goal of simplicity. But who’s going to do the work, right? Enter swim lanes. And again, it was back to basics. Who’s doing the work? Where is it happening? When is it due? Who has to approve? What happens if A? What happens if B? And I personally did a lot of nerding out on this step, a lot of self-medicating with Excel, which I know this group can attest to. Excel is never really gone from your life, right? It’s the way that Excel really helped us on paper to start see that visual flow because we believe to our core, people set the strategy. It is the tools that allow the execution. And strategy has got to start on paper. So from I need a thing to who’s going to create it and approve it, we moved on to what do we need people to tell us so we can make the thing that Gustav needs to deliver. And that’s where we develop story guides, which is a fancy name for creative briefs. They’re tailored to every asset. And we follow what we call a tell me less approach, which is exactly what it sounds like. Give me three sentences, cut the hyperbole, facts only. Because we have a team of writers who can bring that story to life. So you don’t, Gustav, have to do that. You don’t have to write a novel. Just tell me what you need. We’ll look at it. We’ll go back to you with questions all in our work front process, right? So it’s a single source of truth. But it’s the idea of 80-20. And this has worked really well for us. And it’s just, you know, it’s been a wonderful process. And finally, with the content marketing guide, where can we encourage self-enablement, store all of our best practices in one place? And this is the ever-growing content marketing guide, which is even old from the screenshot. It’s been updated since September. So it’s ever-evolving. It is our single source of truth of asset descriptions, overview, how-tos, go here for this thing, go to this person for that thing, go here to request access to that thing. And we surround people with 360-degree enablement everywhere. So links to the forms, links to story guides, even asset descriptions are on every work front form. And another shout out to Laura. We are in the process of building a sophisticated AI chatbot, which we’ll probably call him Gustav, honestly. You know, he’s going to answer all of questions about where to find what through Teams. So we’re in the process of doing that. But the goal here and the main message to get across is, you know, content operations is never set it and forget it. We did this work and it was hard and it took time, but this is the foundation that led us to build and work front. It’s our Magna Carta, right, to be dramatic. Had we not put it on paper, I don’t know that it would have worked as well. We would have reached some sort of conclusion. It wouldn’t have been our best work. And this allows us to see, to iterate, and keep in mind that this should be simple. It should be a simple process flow and this is what easy looks like. You can go to the next slide, Bill, please. Cool. So again, we built the lab on paper, but we implemented it in a work front with the idea of scaling. And scaling is templating absolutely as much as possible. It’s back to the 80-20 rule, which runs my entire life. You know, it’s asking yourself, what doesn’t have to change versus, well, what should I change? It’s the bulk you shouldn’t change. And so, you know, the giant areas that we focused on, again, no surprise to people on this call, custom forms and fields and project templates. It is the holy grail of work front. It powers everything and it is work front, in my opinion. These two things are work front.

So custom forms, we have 26 forms. They are each slightly tailored with if-then logic statements. So it is as efficient for the requester as it is for us. One less click is one more minute saved and even daily efficiencies can, you know, can lead to meaningful savings over the course of the year. So you’ll all be impressed. I took out a calculator and I did a calculation. One minute saved in a workday over the course of a work year is over four hours of savings, which is ridiculous. And we are looking for minutes everywhere. We’re looking for minutes in forms, in fields, in dropdowns, particularly with if-then statements. And just the session last week, I’ll shout out about the how to use the exists. I don’t know why I’m doing air quotes, but the exists report on how to get away from if-then, right? That’s one more statement. That’s one more minute saved. So and then taking that philosophy over to project templates, which is really where you see more of the scale. We have 58 templates for 20 options. We have 10 for video alone. So even if one task owner is different, if one task is above a different one in a different workflow, if one more task is needed, we just template it. You know, all of our workflows make everything transparent to who owns what, where something is stuck and with whom.

And it just allows us to, you know, drive cleaner reporting, consistent data, fewer manual tweaks. It is the foundation. It’s job one, two, and three, right? To template forms and fields and project templates. And doing all of this has led us to what I really hope you’ll steal from this session and what I’m super proud of to have built are reports and dashboards, which Bill will show right now. It is how we open the lab to others. It is the live look that we offer everyone who works. So we look at these and these are some reports in our team dashboard that we use with our own team. It is the town square where the Gustavs of the world come to socialize. And we have a lot of town squares. You know, under each, I’m trying, you know, to be specific of what report it is and how we group it. And a link to the cookbook, which I highly, highly recommend to do stacked columns. In fact, a few people on this call have heard me ask for an updated cookbook. It is like the stacked columns alone, just being able to give somebody a better visual. So it’s not, you know, 400 columns, 400 rows and, you know, in a report. Small stuff like that is so, so valuable for the little points in your life of the little points of how you share where work is. So, you know, so many different people need to look at these reports in so many different ways. And this is really how we keep track of it. The answers need to pop off the page. We actually started building dashboards for our own sanity, which I highly recommend. It has solved the start from scratch approach in meetings. We use these with our team. We have them pull up their own dashboards, have them go through tasks and projects, where things are stuck, why are they stuck, is it us, is it them, how do we solve the roadblock. It is all right there. There’s no emails, there’s no teams, there’s no notes, there’s no unnecessary meetings. It’s all there all the time. And so we really use these as a forcing function to strengthen that muscle memory, you know, with our own team. We also do this, on the next slide, with stakeholders. And two areas of focus, two popular dashboards with our stakeholders are what we call alliance projects and our industry work. And we use these reports in reviews with stakeholders. In fact, this idea came from Coke’s session at Summit last year, where they auto-subscribed people to their industry dashboards that people could get notified. And it is the exact process that we stole and one that you should steal. So there’s never a, where’s that project about banking, where’s that white paper. It’s here, it’s in your dashboard. You can see, even if you don’t own it, you’re in a group. So you’re auto-notified when there’s a new project. You can see what’s going on at all time. It is this 360-degree view into what’s happening where, and it solves these massive overlaps in the Venn diagrams. Like that’s where, you know, that’s where you find the overlaps. And we’re super proud to have built these.

And I’ll turn it back to you, Bill. Thanks, Rach. These really are, these were breakthroughs for us. And as Rach said, we stole this from Coke. So thanks, Coke. It’s how we start every conversation. You know, we don’t, if we’re going to get on a call with somebody, be it on the team or off the team, it’s starting with the dashboard because it removes all the answers. I’m sorry, it removes all the questions. Like it’s all there and it’s clear and it’s available to them. We really liked the idea of being able to communicate work in progress because nothing speeds to market an impact like working on an asset that’s already built or being built and having teams modify that. So this is also how we drive towards reuse and modification. And so we’re trying to, you know, push that behavior forward because we know it’s best for the business, but it’s also best for the team. And so, you know, the internal processes that we embrace, we, you know, we do ask others to try and embrace it also. It’s a big org, it’s global org. Sometimes it goes well, sometimes it doesn’t. But it’s super helpful for our team and particularly in the areas around the things we know we can control. How fast can we go from a brief that’s ready to a first draft? How do we measure that? How do we show that? There are other things we can’t control, but once we get into these spaces around these dashboards, we really get a feel for what it is we can do to accelerate a project. We’re a small team, so, you know, we can’t get on calls about every project. We really have to go through this, and this is where we really leverage the maximum portions of Workfront as an organizing function, but as an automation function at the same time. And so we hope you steal. Steal liberally. Take everything, but seriously, give yourself some grace. Don’t boil the ocean. Pick a thing. Pick one thing and then move on to the second one. That was the big piece for us.

You know, we felt like we were drowning for a couple years, and then we got to, I think we got to Summit or one of these calls, and we got off and we had a quick chat, and we realized we were so much closer than we thought we were. And we probably were hung up on some things we shouldn’t have been hung up on, so you can’t expect people to change that behavior overnight.

You know, we have a unique situation here as a company that’s been spun off from another. Some things travel with you and parts you want to leave, but parts you know are coming. And so those expectations and behaviors take time to mold. So for us, it really was about avoiding starting from scratch in many ways, in as many as possible. Steal as much as you can. We want to thank Marriott. We’ve stolen from them. We’ve stolen from Coke. We’ve stolen from DWS on this webinar series. In this community. Yes. We spent a lot of time on WDS. Really appreciate that. And Blueprints. Custom forms and fields, as Rachel said, are everything. They solve nearly 100% of the problems that you might have. And then we really want to shout out the chance to be here because it’s been so valuable to us as really DIY. You know, we’re just doing this ourselves. It’s not good. It maybe doesn’t get enough exposure. So those of you who are here, you have a leg up on others. It’s been an insanely helpful resource to us. So we really appreciate the chance to talk a little bit about our story from scratch to 1400 assets. But we’d love to answer any questions we could on what we’ve shown you guys or what we can dig into for you. So thanks.

Thank you so much, Bill and Rachel. Honestly, I was listening to this, and I know I hadn’t seen your presentation before today’s call, but you made it seem so easy. And it makes me wonder, like, am I doing things wrong now? Like, this seems so common sense. And so you guys really hit the nail on the head, I think, with really just boiling it down to the basics. The less is more approach. I think that that is a huge win in from a work front adoption, especially from an adoption standpoint. So I just want to congratulate you on what you’ve accomplished in such a short window and really just open it up to folks here on the call, because I imagine people are interested in learning, you know, that same approach. So does anyone have some questions for Bill and Rachel? You feel free to just raise your hand or come off mute. I’ll read one from the chat since while you guys are thinking on it. How does your team handle intake requests, handling requests for a work front license or C? So it’s a great question. The beauty of the system that exists at Kindrel is that the lab, our team, is available to marketers. And since our team creates and governs content that goes on the website and faces customers on our owned and operated properties, marketing is the gateway to that. So marketers all have access to work front, and it does work as a little bit of a forcing mechanism that if someone who’s not in marketing wants to come get lab services, they do need to come through marketing. So it helps us at a routing level because the way that we’re funded and the way that our mission is, which is content marketing. Within our enablement, within our other pieces, we have automatic links and all of the pieces that you think we might to get people into work front and then drive them quickly into that 360 degrees of enablement so that they can get everything done. For example, our internal co-pilot, I found a way to train our internal co-pilot that if you ask it what the lab is, it immediately describes it and gives all of the links that you might ever need, even if you’re not in marketing. So we are blessed at an organizational level to sit within a structure that forces people to marketing. I love that you just push people into that marketing funnel so that you’re not having requests being fired at you left and right. So Kurt, you have your hand raised. Yeah, I have a question. So when you guys started with Gustaf and all that good stuff, was that a sponsored item from your exec or did you guys just start that on your own? Was it more of an edict like, hey, we need to fix this or the boss saying, hey, we need to kind of fix our flow for folks getting into the lab? So the beginning of our operation is, and I’ll let Rachel pick it up from here. Everyone was starting from scratch everywhere all at once. So that we had to solve, our boss was like, awesome, can you go fast? Yeah, I would say the actual idea of Gustaf was, if I’m being honest, probably dreamed up at the end of a day of how are we going to do this? And we sort of jokingly fell on this poor guy and to Bill’s point, a small European market, how the hell is he going to do his job? And I don’t know where Gustaf came from, the name, but it just became this mantra of if he’s got to do this, then he needs this. And if he’s got to do that, then he also needs to see the things that he’s asking us to do. So it just became this constant person on our shoulder. But it probably was dreamt up and some crazed end of day, what are we doing here, conversation.

Yeah. And the idea of Gustaf is that he’s the smallest person in the operation. And so it has to be great for him. And if it’s great for him, it’ll scale. And so it does fit back into our everything must scale approach. And if it works for the smallest team, it will work for the biggest team. Great question, Kurt. A couple of questions that came in from the chat. The first one is, someone said, I’m in a similar spot moving from internal agency support to supporting workflows across all marketing. How have you supported workflows that have deliverable versus workflows that may not produce content? Do you have an example? Because we sit in marketing, all of our workflows do have content at the end of it. So a video, a white paper, a solution brief.

Do you have an example? I’m not sure I have to go scroll back and see who asked that question, but maybe we just have them funnel that into the chat and I’ll go to the next question here.

Unless that was Susan, was that your question? It wasn’t, but I have a question I’m willing to ask. Great. Go for it. Let’s do it. I noticed the report that you provided that reminded me milestones. If you have milestones on your project, like brief review, kickoff, creative development, reviews, QC, it made me think you were pulling that report using milestones, but someone in the chat was like, no, I asked in the chat and someone’s like, it’s project statuses. I think it’s one slide before this one. But anyhow, my question to you is maybe even one more slide. It’s bottom left. So those milestones or statuses that I just rattled off, those are on one timeline and like every two days, three days, four days, we would have to change the status of a project to align with the milestone on the project timeline. And one of our PMs is actually on this call. So she’s like, yeah, don’t have us change the project so we can pull this type of report. So how often are you changing the status of a project in order to get this level of detail? Each project is unique. It has the same project template, but the times vary greatly because of all of our stakeholder reviews. Some teams are fast, some are slow, and then most people are somewhere in between. So it’s not that often back to back, and the other unique feature we have here too, because we’re such a small team, our writers and designers are enabled as part of this process. When they’re done with their draft and it’s approved, when they move it to design and when the writers, when we get to design, they’ll change the status as part of their workflow. And that’s worked for us. I know that there are fusion scenarios that can do this. We haven’t needed that level of automation in tasks because each project is so, so different. And I will speak to milestones. I have had varying success with them from a reporting perspective, which is why I rely pretty heavily on custom statuses. It has given me more flexibility in reporting, though I am still exploring milestones as well. Got it. Thank you. It’s interesting because you mentioned project manager and I realized we didn’t mention that. That is not a role on our team.

Workfront is our project manager, and Rachel touched on it, that we then empower slash tell our writers, designers, and producers. Workfront is your project manager, and you must engage with it so that it will automate to the next step so that we know where you are, so that we don’t bug you about something. If you don’t let your project, the way we describe it is your project needs to speak for you even without you being there. You’re responsible for keeping things up to date. You’re responsible for moving those pieces forward so that we can track at this level. We lean very hard into Workfront as the PM. Yeah. Okay. Thank you. Yeah. And just to add to that, I have two things. One of our writers recently said Workfront has allowed her to stop tracking on a note in Excel, and that was probably the best thing that I’d ever heard about our Workfront work. One of the most meticulous people I know walked away from her own note keeping because she had Workfront and because it worked so well. And because we iterate all the time, we’re tightening, we’re streamlining, we’re adding custom forms, we’re at our fields. We are tightening every… Well, it’s not every single day. I won’t be dramatic, but we iterate often for Gustav, for our team, for the project management reports that everybody has access to. And the other point I’ll make is in using these reports in our team calls, so with that writer I mentioned, to have her pull up her own report of where she is with what, have her click through, it’s a message to her that, oh, I need to go update this. And we hear that all the time, oh, I’ll go update this, I’ll go update this. But it has strengthened that muscle memory to have this really be the voice of our work.

That’s an interesting approach. I think that having Workfront as your PM is something that we don’t typically see, but something that can be done. So I hope that that also kind of just gets the ball rolling, kind of putting some ideas in people’s brains of like, how can I streamline this so that it’s not such a manual process for some one person. You guys have a questions in the chat, so I’m going to try and get through a couple of these. The first one is around multiple deliverables. Do you have campaigns that need multiple deliverables at the same time, and how do you handle that? That’s a small city that we’re building.

I don’t think we have a way yet. So the short answer is yes, we are building content for a that is similar in different types. We’re not doing it yet in what I would call a cohesive way. That is the 2026 hill to climb. So we’ll come back and update you with another session. We need to have that probably solved by summit. So that’s probably our next deadline. But we really like that constraint because if you go from the internal point of view, somebody who’s working on a project doesn’t want to go to six different work front records. But from a management point of view, you do have to have some level that’s broken out. So I think we’re trying to figure out what that middle looks like to be able to say that this is the view to that, and that project might have six pieces inside of it. So nesting inside those task lists and nesting those approvals is kind of where we’re going. Yeah, and I’ll say too, we’ve also used programs a bit to break those out. That plus a calendar view. But I don’t love that yet. So we’re still going to iterate on what that looks like. Yes, we will, Tammy. And if anyone has ideas, I’m sure I was going to say if you could for part two. Yeah, I’m sure everyone will love to hear that approach. So other question around, again, as you’re talking about maybe future state, what other use cases slash uses does Kindle expect to implement in the future? Or will you only use work front for content creation activity? Wish I had an answer for that. We’re hyper focused on making it great for us. And we believe that there’s a lot here for the rest of our company to come in and grab. We were the tip of the spear, the literal bleeding edge. You know, we took that seriously, that we could template something that the rest of the company could embrace. And as the company has started to mature, we think those opportunities will be pretty apparent. For sure. And I imagine as you guys join more sessions, you’ll get more ideas and start thinking about what’s next. They’ll steal even more. Exactly. Exactly. Well, and this is Kevin Hazard. I lead the marketing technology and data team within and there are other parts of marketing that are leaning into work front, not nearly to this level of sophistication or detail, but like brand requests and our event process, like our kind of, you know, planning and management system, like all those have variations of work fronts integrated into them. But the content lab by large, you know, by far is leading in terms of the way that it’s the lifeblood of that organization. That’s great. Thank you so much for jumping in there, Kevin. And a question came in around capacity. And I’m sure, I don’t know if you guys are there yet, but someone had asked around, we also manage a high volume of projects that are using the work front workload balancer for resource management. Prioritization is still a challenge for us. I’m curious, how do you handle prioritization and manage capacity when new requests come in? Do you use it like a priority field in your intake form or do you have a different approach? It’s a little bit of both at the moment. We have an internal prioritization of, you know, what we would call content that is closer to the dollar, you know, is our focus to work on first. That’s not necessarily spelled out in a custom form. And having a smaller team allows us to have more of those agile conversations. So that’s the first thing I would say. The second thing I would say is I have not been a huge fan of workload balancer. It has not given me the flexibility that I needed. And so I highly recommend, I don’t have the link, but somebody, Nicole, Cynthia, maybe you can grab it. The DSW session on capacity, I stole 100%. And it is amazing. And it took some time. And I want to shout out Kirsten. I don’t know if she’s here, but she met with me separately outside of this call and helped me understand how she did the thing. And it is, I actually just met with our Workfront product owner, because he’s going to try and implement that for our brand team. It’s great. And it might not work for everybody, but it worked for us. And there’s weird things that I never would have picked up on my own. Like your week has to start on a Wednesday. Okay. You know, just crazy weird stuff. It was, it’s great. And we use it. It’s a report, capacity report that I’m still honing, you know, to try and make it even that much more powerful. But that mixed with internal conversations of what we prioritize internally, as well as our team’s dashboard, we anecdotally know that, you know, our designers can do seven to eight projects at any given time. Our writers can do about the same. So it’s kind of a hodgepodge of a couple different things that works for our smaller team. And I can see where that would be challenging for a much larger team. Great question. I don’t think Kirsten’s here, but we’ll have to let her know. She got a couple shout outs here. Question around custom forms. So do you fill in your relevant information, for example, like fields of the custom form, statuses, dates, assignees, do you do that manually? Or do you do it through like an API or an automation? So people are definitely interested in how some of that is getting, you know, filled in. Fields on custom forms on the left hand side? I think people are just curious. Yeah, like their question was around fields of custom, like custom form fields, statuses. I mean, you talked about statuses. Those are sort of manual changes, dates, like task assignees. Like how is a lot of this automated? Or do you already have that maybe in place with some of your custom forms or your project templates? Some is automated at the template level. So request intake will always be done by myself and Laura. So our names will always be in that task assignment. The custom forms on the left are done by our content requester. So the Gustafs of the world, they’ll come to the lab, they’ll request a white paper. And then we have mostly mandatory fields that we need to publish in DAM. So things like what’s our service line? What’s the industry? Where can this asset be shown? That’s not information that we have, nor information that we want to hunt down. So it’s part of, you know, our story guide lab form approach. So all of that comes into us. And from there, we can assess what the request is, when is it needed? Is it urgent? Is it an emergency? You know, back to how we triage, you know, different requests. So it’s mostly done by the requesters.

Okay. Great. I feel like I think that hopefully provided a little bit more clarity for the folks who had asked around. Yeah, maybe some of those automation. So have you guys explored using Fusion to help automate some of these manual triggers? Or are you like, we’re not, we don’t really need it yet? I think we’re in the latter. We have explored Fusion.

I don’t know that we need it for the little tweaks that we do. I’m super open to Fusion automations. It’s just, it hasn’t been something that, you know, we have focused on too, too much, at least in the, you know, request to project stage.

I mean, it sounds like you guys are pretty on top of things. So yeah, maybe you just don’t need those automations. You just got everything working for you in the back end. It could be team size, too, right? Yeah. Like, some, sometimes that tight team does, does help, right? It’s like, you can have anything you want, as long as it’s one of these two people. It’s just not, yeah.

Right. All right. I think I went through, I think I captured all of the questions in the chat. Does anyone have any additional questions for Rachel or Bill that they want to come off mute or post your question in the chat, and I’ll read it aloud. All right. Well, when I do this, I will share a couple slides of just some housekeeping wrap-up resources. And then if you guys do have questions, if everyone’s like, I feel ready to go back to my work friend and take a deep dive and start, you know, moving into the simplicity world, I’ll give you guys some time back in your day. So with that, let me just, a couple things from a updates perspective. Upcoming events. There’s a handful of upcoming events happening this month into December. We have a pretty full calendar happening. And so you’ll see some sessions here in partnership with customers. We’re going to be partnering with professional services. There’s going to be some things in Fusion. And so I really encourage you to just check out the events page on Experience League to take advantage of some of these, you know, community-focused, community-driven opportunities for you to learn more about Workfront. And, you know, again, maybe just get some inspiration for how you can take that back to your own organization. And just like Bill and Rachel, who had graciously, you know, volunteered and spoke up and said, I’d love to share our story. If you guys are also interested in sharing your Workfront story, we would love to have you. It can be, you know, I feel like sometimes people always think like, I’m not an expert. You are 100% an expert in your own space. Like there is always something that you are going to share with folks that someone is going to take away. And so I really encourage you, like everyone has an amazing story to tell. And we would love to be that platform to help you, you know, share that story for you. So if you are interested, please let us know. We will absolutely fit you in any way, shape, or form possible. User groups, if you aren’t familiar, just again, another opportunity for you to network and connect with other Workfront customers. These are all sort of location-based. I know some of them are being held virtually at the beginning. Obviously, the goal is to move them into a more, you know, in-person networking opportunity. So these are, I think, most of the cities, if not all of them. But if you don’t see your city listed, I encourage you to just volunteer and start your own. And if you do see your city listed, really just join your local chapter, take advantage of some of those free networking opportunities. And like I said, just kind of meet some of your other Workfront peers. And then last but not least is a short survey. I know Cynthia put a link to that in the chat. It’s totally anonymous. I think it’s maybe five or six questions. So if you guys can just share your feedback on today’s event, I’ll capture all of these. And when I share a recap with Bill and Rachel, probably if not tomorrow, maybe early next week, I’ll be sure to include all of your comments in there because I’m sure you’re going to be very, you know, graciously praising them of all of their work that they’ve accomplished at Kindrel. So anyone have any last-minute questions for Bill and Rachel? Otherwise, I will give you guys time back in your day, likely before your next meeting. All right. I will publish this to Experiencing. You guys will get a follow-up email from me at some point, hopefully later today. I just want to say thank you again to Bill and Rachel. This was incredibly inspiring. So thank you for taking the time to share your expertise, share your story, and really just let others know that this community is well-known. And so if you guys have any final thoughts, just thank yous. I will wrap it up afterwards.

Really glad we could come in. Thank you. Thanks for the great questions too.

Awesome. All right, guys. Like I said, keep an eye out for our follow-up email. And if you are interested in sharing your story, let us know. Otherwise, have a great rest of your day. And thanks, everyone. Thanks.