bpm success in difficult times

Business Process Management:Achieving & Sustaining Excellence in times of change: Sharing the story of restructure, cost prudence and improvement in volatile environments

Additional Information:

Training – www.bp2009.com | www.bp2010.com

Web - www.bpgroup.org (join the BP Group – it’s free)

Steve Towers

BP [email protected]

BPGroupEducationSeries2009-10Improve efficiency and customer service, increase revenue and reduce costs

Presentation series

http://www.bp2009.com/

http://www.bp2010.com/

http://www.bpgroup.org/

Havana Abid

Director of Operations

Havana is an accomplished executive experienced indriving business performance in rapidly changingenvironments. With a track record in overcomingcomplex business challenges using experiencebased judgement, insight and information.

Steve Towers

BP [email protected]

BPGroupEducationSeries2009-10Improve efficiency and customer service, increase revenue and reduce costs

Presentation series

Havana’s highly customer focused approach mixed with commercialacumen underpins a career of increasing productivity, building growthcapacity, reducing costs, maximising revenue and achieving step change inthe customer service experiences.

In this presentation drawn directly from her top team experience with one of the

UK’s leading banks Havana guides us through the story and the achievements.

Achieving & Achieving & SustainingSustaining Excellence in Times of Change:Excellence in Times of Change:

Sharing the story of restructure, cost prudence and Sharing the story of restructure, cost prudence and improvement in volatile environmentsimprovement in volatile environments

HaHavana Abid vana Abid

Director OperationsDirector Operations

Case Study Case Study –– UK Financial Services Bank UK Financial Services Bank

IQPC IQPC –– Business Process Excellence Sept 2009Business Process Excellence Sept 2009

Published with permission - www.bpgroup.org - October 2009

Source: Ops Due Diligence 2003

The Operations The Operations ‘‘BeforeBefore’’ Picture.....Picture.....

Fragmented organisational

governance

Inefficient Physical

processes

Overly complex and old IT

Insufficiently leveraged key

resources

Unclear staff accountabilities

Ineffective performance measurement

Moderate to High Risk

Poor Customer Experiences

Low Staff Morale &

Engagement

High volumes of complaints


Bank IT Architecture (showing risk categories)

Online

Online

Counter

MPS

(MX

Mor

tgag

e)

CB

AS(M

ortg

ages

)

Inve

stm

ent S

yste

m(S

avin

gs/C

ash

ISA

)

LISA

(non

-cas

h IS

A)

PCS

(PE

P)

Qua

sar

(PE

P)

Siriu

s(C

IB)

Equifax Experian

Cor

e A

dmin

Gro

up S

uppo

rtD

istr

ibut

ion

Cha

nnel

s

Stratum/APT

Millennium(GL)

NatWestFNBCBankOneBoNYToronto DominionHSBCReuters

Bloomberg

Cyborg(HR/Payroll)

Sal

es S

uppo

rt

CIF(Customer Index)

CHAPS

RBOS(residential)

LetBOS(lettings)

CPBOS(commercial)

Housing Aggregators:AssertaHome Fish4HomesRightMove

Web

BO

S

MA

RS

(Mor

t. A

pplic

atio

n)

Ecross

ISAA

C

CLO

ESales Tools, e.g.Mort. Brain (MBL)ExWebCTP

Central Sales

PCMS(Comm’n Tracking)

TeamTrack(Compliance trending)

Querix(sales mgt)

3rd PartyMortgage SuppliersBACS

TMS/Simcor(Treasury)

Musketeer(Treasury)

HATS

Post only

Branches MortgagesWealth IFA EstateAgencyOperationsTelephony

Windows 3.1 DesktopOS/2 Server

NT V2 Laptop

NT V3 Laptop

Desktop,Laptop & Server, CHM Desktop, Laptop &

Server, EA NT Desktop

NT V2 Desktop

NT V3 Desktop

AMS NT DesktopNT V2 DesktopNT V3 Desktop

Infr

astr

uctu

re

Group Support NT V2 Desktop V1 Laptop V2 Laptop V3 Laptop AMS NT Desktop AMS NT ServerNT V3 Desktop

High Risk

Medium Risk

Low Risk

Legend

Source: IBM/BBG Group IT analysis 2003

Situation Situation ‘‘BeforeBefore’’Published with permission - www.bpgroup.org - October 2009

Theme 3 - Standardise, - Consolidate, - Simplify the Customer Experience

Theme 2 - Control Change & Improve end to end

Theme 4 – Enhance ‘value’ Operations resilience,

Theme 1 – Establish the value of ‘Operations’

4 Key Improvement ThemesWhat we did


8

Why did we need to do it?Why did we need to do it?Historically structured by Historically structured by Profit & Loss lines of Profit & Loss lines of business business

Operations was an after Operations was an after thought thought –– not part of not part of strategic design strategic design

Independent Independent ‘‘back officeback office’’operational areas with a operational areas with a total of 1500+ resourcestotal of 1500+ resources

Decision to move to a Decision to move to a ‘‘shared servicesshared services’’ style style enterprise modelenterprise model

Apply customer Apply customer -- supplier supplier principlesprinciples

Lending Financial Services

Savings & Deposits

Mortgage Operations

Financial Services

Operations

Savings Operations

Mortgages Contact Centre

FS Contact Centre

Savings Contact Centre

Consolidated to create Operations


Bank strategy was built around two distinct FS offerings now backed by a single Operations function

Operations had a seat and voice at the Senior Tables so was part of design not an after thought

Customer experience is defined and standards set lifted from 30% - 88%

allowing 23% improvement in unit cost to serve creating capacity for growth

Theme 1 – Establish one Operation

New Business Operations

New Business Operations

Customer RelationsCustomer Relations

Mortgage OperationsMortgage

Operations

Operations

Savings Operations

Savings Operations

Lending Savings


Initiative Name

£m £m £m £000 £m £m £m £m £m £m £m £mDepreciation on closed projects/ 2005 committed capital 12.85 12.85 12.85

2005 Accruals (See Note G) -3.36 9.49 -3.36 -3.36

Completed Projects (Note A) -0.30 -0.30 -0.29 -0.02 1.25 0.18 1.43 10.92 1.92 -1.44

Regulatory G057 BACs Remote Site DR Contingency CW IMP -0.13 -0.10 REG -0.02 -0.02 0.00 0.00 0.00 0.09 0.09 11.01 0.09 -1.35G013 Basel II CG DEV -4.11 -0.75 REG -0.28 -0.28 0.00 0.00 0.29 0.18 0.47 11.48 0.55 -0.80W001 CPF Risk Modelling CG IMP 1.31 -0.32 REG -0.04 -0.04 0.32 0.00 0.13 0.16 0.28 11.76 0.84 0.04G061 Integrated Regulatory Reporting CW BC 0.00 -0.21 REG 0.00 0.00 0.00 0.00 0.00 0.21 0.21 11.97 0.21 0.25G055 Transactional Monitoring System RH DEV -1.45 -0.38 REG -0.13 -0.10 -0.13 -0.03 0.14 0.11 0.25 12.22 0.56 0.81

InfrastructureP142 B2B Mortgage Ops RD BC -0.33 0.00 INF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.22 0.00 0.81P140 BDI Campus RD BC 0.00 -0.51 INF 0.00 0.00 0.00 0.00 0.15 0.35 0.51 12.72 4.96 5.77P132 Evolution of HR & Payroll Systems RD DD -0.24 -0.21 INF 0.00 0.00 0.00 0.00 0.08 0.13 0.21 12.93 1.02 6.80P141 UFSS Release Management Blueprint RD IMP -0.05 -0.09 INF 0.00 0.00 0.00 0.00 0.00 0.09 0.09 13.02 0.09 6.88

Non Regulatory 1. Projects with one or more 'green' scores (see note C below) and/or projects baselined

Baselined1 1 Mortgage Systems Review: Performance,

Monitoring & Testing (Note E)CG - 0.00 0.00 5 1 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.02 0.00 6.88

2 3 R034 Build Mortgage Telephony Unit RH IMP 10.02 0.04 4 3 3 7 0.24 0.23 0.55 0.01 0.14 0.06 0.20 13.22 0.71 7.593 NEW R034 DMS Transition RH DD 0.78 0.05 4 8 2 7 0.21 0.00 0.00 0.21 0.01 0.15 0.16 13.37 0.20 7.794 4 C079 Personal Loan Project RH IMP 1.63 0.35 1 6 1 19 0.63 0.63 0.72 0.01 0.06 0.22 0.28 13.65 0.53 8.325 6 L131 Lifetime - Monthly Income Mortgage CG DD 0.42 -0.16 4 9 8 7 0.03 0.03 0.03 0.00 0.14 0.04 0.19 13.84 0.34 8.676 2 P123 Mortgage End 2 End - retail only RH DEV 11.05 -0.44 3 2 14 13 3.14 0.80 3.14 2.34 2.96 0.62 3.58 17.42 5.19 13.867 5 R038 Online Development of Retail Sites RH DEV 1.06 -0.65 2 7 20 17 0.16 0.17 0.26 -0.02 0.02 0.79 0.81 18.23 1.00 14.868 8 C090 B&B Lending RH DEV -0.34 -0.60 5 21 18 1 -0.01 -0.02 0.00 0.01 0.23 0.36 0.59 18.82 1.26 16.119 9 G059 Lending MI End State CW DD -0.86 -0.74 5 24 22 1 0.00 0.00 0.00 0.00 0.07 0.68 0.74 19.56 1.47 17.58

Not yet baselined10 15 L151 Online Proposition Review CG BC 12.96 -1.21 5 1 24 1 0.00 0.00 0.00 0.00 0.00 1.21 1.21 20.78 1.21 18.7911 12 C093 B&B Branded Lending RH BC 5.61 -0.28 5 4 11 1 0.30 0.28 0.00 0.02 0.00 0.59 0.59 21.36 1.02 19.8212 11 P139 Sales Process Improvement RH DD 5.04 -0.73 4 5 21 7 0.00 0.00 -0.28 0.00 0.00 0.73 0.73 22.09 2.55 22.3713 14 R041 Retail & Manufacturing Integration RH BC 0.00 -0.50 5 10 16 1 0.00 0.00 0.00 0.00 0.00 0.50 0.50 22.59 2.50 24.8714 NEW R042 E2E Mortgages - Tactical Solution RH DD -0.77 -0.47 4 22 15 7 0.00 0.00 0.00 0.00 0.00 0.47 0.47 23.06 1.11 25.9815 28 Development of New Niche Market Product CG CR 0.00 -0.63 4 10 19 7 0.00 0.00 0.00 0.00 0.00 0.63 0.63 23.68 0.63 26.60

TOTAL CASH COST £30m / TOTAL P&L COST £24.6m

Ran

k Th

is M

Ran

k La

st M

Stra

tegi

c Sc

ore

Life

cycl

e

Ranking Factors

Reg

no

NPV

Net

B

enef

it 20

06

Exco

m

embe

r

P&L

Cos

tsC

umul

ativ

e P&

L C

osts

Cas

h C

osts

Cum

ulat ive

Cas

h

By

NPV

2006 Funding Constraints

By

Net

B

enef

it 20

06 By

Stra

tegi

c Sc

ore

Rev

enu

e C

osts

Dep

reci

atio

n

Phas

e G

ate

Ope

rati

ng P

lan

2006

To

tal

Ben

efit

Ranking 2006 Benefits

Varia

nc e

Theme 2 - Control Change & think ‘end to end’Published with permission - www.bpgroup.org - October 2009

11

Accelerated Operations Accelerated Operations Performance Improvement Performance Improvement

FrameworkFramework

Theme 3Theme 3 Standardise, Standardise, Consolidate & Simplify CycleConsolidate & Simplify Cycle

Best Practice Standards

Team as a Small

Business

Performance Laboratories

Spans of control

Process Coaching

Performance Metrics

SmartPack

Performance Intervention

SOURCE: W D Scott Consulting (Copyright)


12

How did we do it? How did we do it? Theme 3 Theme 3 -- Performance InterventionPerformance Intervention

Established a Established a Performance Management Performance Management Office:Office:

Financial & Resource Financial & Resource PlanningPlanning

Performance AnalysisPerformance Analysis

Performance Performance ImprovementImprovement

Change ManagementChange Management

Proved a highly effective Proved a highly effective intervention model to intervention model to drive improvementdrive improvement

Performance Performance EntityEntity

• Planning

• Performance

• Improvement

• Change

Management

BusinessBusiness

(Core (Core Operations)Operations)

INTERVENTION PHASES • Directive• Collaborative / Mentored • Participative• Owned


13

How did we do it?How did we do it?Theme 3 Theme 3 -- Best Practice StandardsBest Practice Standards

Established Process Established Process Partnership with WD ScottPartnership with WD Scott

Adopted benchmarked Adopted benchmarked ‘‘best best practicepractice’’ process standardsprocess standards

Customer Experience centricCustomer Experience centric

Established process controlsEstablished process controls

Measured performance Measured performance against against ‘‘idealideal’’ standardstandard

Identified gaps, key causesIdentified gaps, key causes

Defined solutionDefined solution

Made the improvement realMade the improvement real

ProcessProcessTrigger

OutputsInputs

InspectionInspection

ProcessAnalysis

ResourcePlanning

ProcessStandards

PreventionPrevention ControlsControls

Why?Standard

Actual


Defined ‘end state’ customer principles e.g.

Conformance to ‘standard’

Processing ‘batches of one’

No ‘hand offs’

Error free input

Same day completion

Communicate the sustainable step changes towards the ‘desired end state’

Operating Model

1. NOW1. NOW

2. WHERE2. WHERE

3. HOW3. HOW

‘As Is’ State

Desired End

State

TransitionTransition

UndefinedUndefined

‘‘As IsAs Is’’StandardisedStandardised

‘‘As IsAs Is’’ ImprovedImproved

‘‘As IsAs Is’’ RedesignedRedesigned

‘‘End StateEnd State’’ Best PracticeBest Practice

How did we do it?How did we do it?Theme 3 Theme 3 –– End State PrinciplesEnd State Principles


15

How did we do it?How did we do it?Theme 3 Theme 3 -- Performance MetricsPerformance Metrics

Defined the Defined the ‘‘rightright’’ metrics to metrics to deliver process intentdeliver process intent

Firstly the Firstly the customer customer experienceexperience

Then process Then process effectivenesseffectiveness

Followed by Followed by serviceservice

And only then, And only then, efficiencyefficiency

Build a Build a ‘‘customer journeycustomer journey’’centric environmentcentric environment

Provide QuotationProvide QuotationProvide Quotation

Customer Customer ExperienceExperience

EffectivenessEffectiveness

Service Service LevelsLevels

EfficiencyEfficiency


Established ‘process coaching’roles’

1:2 team ratio

Coach for process conformance, then improvement, innovation and customer excellence

Eliminate causes of process input and output waste

Engage everyone in improvement

Coaching for Improvement

Manage up or out Performance Entity

Business Unit

Team15

Team15

Team Manager

Team Manager

Process Coach

Module Manager

Planning

Improvement

Performance

How did we do it?How did we do it?Theme 3 Theme 3 –– Process & Performance CoachingProcess & Performance Coaching


17

How did we do it?How did we do it?Theme 3 Theme 3 -- Team as a Small BusinessTeam as a Small Business

Each team is regarded as a Each team is regarded as a ‘‘small businesssmall business’’

The team thinks through The team thinks through business fundamentals (Why, business fundamentals (Why, What, How) What, How)

Then works through plans, Then works through plans, targets and budgets targets and budgets

Rewards are closely linked to Rewards are closely linked to performanceperformance

Each team measured on Each team measured on customer scoreboardcustomer scoreboard

Customer focus days Customer focus days

Process Coach

Team Manager

Team Members

BUSINESS:BUSINESS:DIRECTIONBUDGETSTARGETS

TEAM:TEAM:PLANS

BUDGETSTARGETS

Rewards & Rewards & RecognitionRecognition


18

How did we do it?How did we do it?Theme 3 Theme 3 –– Leading the WayLeading the Way

Fundamental shift in leadership Fundamental shift in leadership behaviours behaviours

Right people leading the chargeRight people leading the charge

Invested in training , Invested in training , development and assessmentdevelopment and assessment

‘‘Partners in ManagementPartners in Management’’

Moments of Truth Moments of Truth

Honorable Leadership Honorable Leadership

Doing what is says on the tin Doing what is says on the tin

Consistency of word and actionConsistency of word and action

All levels and all ranks All levels and all ranks www.partnersinmanagement.co.uk

The Intrapreneurial Manager CMi Masters Level 7 Qualification

RIDFEAR ®Coaching change, Leadership skills

The Forum Think Tank for Leaders & Managers


19

What were the results?What were the results?48% reduction in the number of roles 48% reduction in the number of roles …………..

20032003ActualActual





1,2881,134

792

673

No. of Roles in OperationsNo. of Roles in Operations

Resources linked to Resources linked to business volume business volume demand demand -- ‘‘no fatno fat’’

Large reduction in Large reduction in management, management, performance monitoring performance monitoring and casual workersand casual workers

Increasingly moving Increasingly moving away from fixed to away from fixed to flexible hours of work flexible hours of work

Industry Process Industry Process definitions and definitions and standards established standards established and maintained through and maintained through WD Scott Process WD Scott Process Partnership Partnership

594

…. 15% reduction on previous year…

48% reduction over 3 years…….


Source: Group Ops Finance & Planning Jan. 2005

Complaints Received (Monthly)

0

100

200

300

400

500

600

700

Volu

me

Savings Complaints Lending Complaints

The results so far : Customer complaints


Source: Operations Transformation Performance Tracking;

1009080706050403020100

Reso

urce

Util

isatio

n/Ef

ficien

cy (%

)

Dec 0

5

AdviceProcessing

BranchProcessing

Tax FreeSavings

SavingsProcessing

Corres Redemptions Securities Retention &Add Lending

Property &Insurance

Savings & Advice Support Mortgage OperationsSe

pt 03

The results so far : Staff efficiency


22

What were the results?What were the results?Significant improvement in Significant improvement in resource utilisationresource utilisation

Matching resources to work Matching resources to work traffic traffic

Active resource Active resource management management –– multi skilledmulti skilled

Doing the right things rightDoing the right things right

Higher focus on customer Higher focus on customer value adding activities value adding activities

Desire to remove barriers Desire to remove barriers and obstacles for and obstacles for excellenceexcellence

Continuous improvement is Continuous improvement is a a ‘‘way of lifeway of life’’

Mortgage Mortgage OperationsOperations

Retail Retail OperationsOperations

Direct Direct OperationsOperations

BeforeBefore AfterAfter


PMO ROps CRels OverallMOps

Very Satisfied

Quite Satisfied

Very Dissatisfied

Quite Dissatisfied

The results so far : Staff Satisfaction

Source: Operations quarterly staff satisfaction surveys

5747

63

7966

2005

PMO94

ROps94

CRels84

Overall87

MOps79

2007


Cha

nnel

s

Online

Teller

UFS

S

CB

AS(M

ortg

ages

)

Inve

stm

ent S

yste

m(S

avin

gs/C

ash

ISA

)

LISA

(non

-cas

h IS

A)

PCS

(PE

P)

Qua

sar

(PE

P)

Equifax Experian

Cor

e A

dmin

Gro

up S

uppo

rtD

istr

ibut

ion

Millennium(GL)

NatWestFNBCBankOneBoNYToronto DominionHSBCReuters

Bloomberg

Cyborg(HR/Payroll)

Sal

es S

uppo

rt

CIF(Customer Index)

CHAPS

Om

iga

Man

ufac

turin

g)

Ecross

ISAA

C

CLO

ESales Tools, e.g.Mort. Brain (MBL)ExWebCTP

Central Sales

PCMS(Comm’n Tracking)

TeamTrack(Compliance trending)

Querix(sales mgt)

3rd PartyMortgage SuppliersBACS

TMS/Simcor(Treasury)

Musketeer(Treasury)

HATS

Post only

Branches Mortgage OperationsTelephony

XP V4 DesktopNT V2 Laptop

NT V3 Laptop

NT V2 Desktop

NT V3 DesktopNT V3 Desktop

Infr

astr

uctu

re

Group Support NT V2 Desktop NT V3 Desktop V1 Laptop V2 Laptop V3 Laptop AMS NT Desktop AMS NT Server NT Server

High Risk

Medium Risk

Low Risk

Legend

Online

Om

iga

Ret

ail

XP V4 Desktop

Network Flexible broadband technology

IT Architecture Q1 2007

The results so far :Published with permission - www.bpgroup.org - October 2009

2005 2006 2007

Application Rationalisation

Upgrade Network: WAN, Branch LAN,

Server Consolidation

Mainframe UpgradeMainframe: Positioning

New deskPC’s

Retail project: Branch refresh

New Server Build Remove obsolete mini computers

Upgrade Computer Rooms

Removal of Laptop Factory

Agency Refresh

Ongoing

Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 42008

Next server

Next PC

Central sites Project: 50% Server Refresh

Upgrade Internet Infrastructure

Telephony infrastructure upgrade LAN cabling upgrades as required

Qtr 1 Qtr 2 Qtr 3 Qtr 4Qtr 1 Qtr 2 Qtr 3 Qtr 4

Central sites Project: Desktop refresh

1. Replace

obsolete

I.T.

2. Improve

Efficiency

3. Mitigate

Risks

4. Enable

business

growth

Principle

IT goals

3 Year IT Investment Programme

The results so far :


Source: Group Ops Finance & Planning Jan. 2006

£152m

2002 actual

£124m£136m

£147m

Reduction of £12mon previous year..

..£28m over last 3 years

2003 actual

2004 actual

2005 actual

Group Operations Costs 2006 (£m)The results so far :

....Whilst business growth of 18%


40

45

50

55

60

65

70

Cos

t inc

ome

ratio

(%)

Cost Income RatioThe results so far :


Key Learning…….

Senior Executive commitment and regular oversight

Technology is not the silver bullet its at the end of the process not the beginning choose the investments wisely

Choose your interventions carefully - successful execution is the key currency, words are cheapGetting the pace right - Companies have a capacity for absorbing change

move too fast and change will be rejected

staff love to feel competent, perception of unrelenting change undermines this

Think and act systemically

Consistent, clear and frequent communication to all staff

Focus on achieving conformance and be seen energetically maintaining it

This programme was always a customer experience programme


29

Key success factorsKey success factors……It hasnIt hasn’’t been easy BUT it has been worth whilet been easy BUT it has been worth while……

CommunicationCommunication needs be consistent and clearneeds be consistent and clear

Personal Personal objectivesobjectives need to be aligned up and down the need to be aligned up and down the structure linked to common aims across the companystructure linked to common aims across the company

Defining and managing Defining and managing accountabilitiesaccountabilities and take corrective and take corrective action action -- do something mentalitydo something mentality

Management by Management by variationvariation not by averagesnot by averages

Achieving Achieving stabilitystability and and ‘‘energeticallyenergetically’’ retaining itretaining it

Ensuring that everyone applies Ensuring that everyone applies continuous improvementcontinuous improvement tools tools and techniquesand techniques

The change in The change in management management behaviour is behaviour is criticalcritical to changeto change

CUSTOMER EXPERIENCE CHANGES WHEN PERFORMANCE & CUSTOMER EXPERIENCE CHANGES WHEN PERFORMANCE & CULTURES CHANGE CULTURES CHANGE

That changes ONLY WHEN MANAGEMENT BEHAVIOURS CHANGEThat changes ONLY WHEN MANAGEMENT BEHAVIOURS CHANGE


30

Respond to the Volatility & ChaosRespond to the Volatility & ChaosDespite banking crisis and its impacts......Despite banking crisis and its impacts......

Operations strong even today Operations strong even today –– ranked & accredited by ranked & accredited by Standard & PoorStandard & Poor’’s in 2009 s in 2009 due to these standardsdue to these standards

Established Customer Excellence culture Established Customer Excellence culture -- keep raising barkeep raising bar

Demand led business Demand led business –– offers cost flexibility offers cost flexibility and prudence and prudence

Change management control offers Change management control offers responsive Operations responsive Operations not a reactive onenot a reactive one

Operations acts as backbone in times of challenge and crisis Operations acts as backbone in times of challenge and crisis offering offering service certainty service certainty and leadership strength to those and leadership strength to those that touch your daily and that touch your daily and regular customer interactionsregular customer interactions

Many of these techniques from WD Scott and Partners in Many of these techniques from WD Scott and Partners in Management are easy to install and Management are easy to install and dondon’’t cost the earth t cost the earth

Bring the Bring the purpose, process purpose, process and and peoplepeople together to achieve together to achieve performance performance

Published with permission - www.bpgroup.org - October 2009Published with permission - www.bpgroup.org - October 2009

Thank you for listeningThank you for listening

Questions?Questions?

Comments?Comments?
