{"id":25277,"date":"2025-11-17T09:26:17","date_gmt":"2025-11-17T09:26:17","guid":{"rendered":"https:\/\/mondaystaging.com\/elevate\/?post_type=elevate_session_25&p=10782"},"modified":"2026-02-16T20:38:36","modified_gmt":"2026-02-16T20:38:36","slug":"products-in-harmony","status":"publish","type":"elevate_session_25","link":"https:\/\/monday.com\/elevate\/2025-session\/products-in-harmony\/","title":{"rendered":"Products in harmony"},"template":"","end_user":[89],"session_type":[88],"monday_product":[93,78,94],"session_duration":[81],"class_list":["post-25277","elevate_session_25","type-elevate_session_25","status-publish","hentry","end_user-leaders","session_type-customer-story","monday_product-work-management","monday_product-crm","monday_product-ai-capabilities","session_duration-15-minutes"],"acf":{"image":25689,"text":"In this panel, several monday.com<\/a> customers share how they integrate multiple monday.com<\/a> products to drive powerful results. Hear their unique cases and the transformative impact these products have had on their businesses.","speakers_select":[25166,25167,25168,25169],"video_host":"","video":"4c16prC3_dY","vimeo_video_id":"","time":"","teaser_url":"https:\/\/res.cloudinary.com\/dupfy9mwu\/video\/upload\/v1771273675\/videos\/elevate-2025\/teasers\/Session_19_-_Ms209_-_Customer_Story_Panel_-_Products_In_Harmony_Children_s_National_Horizon_Media_Cavs_Randy_Jett_Bill_Ekstrand_Nolan_Shumate_Cassie_Vaughn_Mod_Qr_V5_Uncaptioned.mp4","video_starts_at_second":5,"video_duration_seconds":30,"additional_tags":"","show_in_must_see_section":true,"video_transcript":"With monday.com, it feels like no matter what you do within the company, whether it's swinging a hammer or working on a financial spreadsheet, we're all working collaboratively toward the same mission of I am Jennifer Chinberg, the executive vice president of corporate development and brand for Chinberg. We are a real estate development, construction and property management company. The biggest challenge that we experienced before integrating monday.com was the amount of communication in different platforms across different departments. So there was a need for a single source of truth. One of my colleagues, Gloria, did a trial with Monday and we were blown away. Life-changing. But I did some research and I found Monday and I started using it for my own marketing projects and Jen loved it. And then I shared it with Emily and Emily is really good at getting people excited about things. I get so passionate about it. I was super excited. I was chatting with everyone on my team about how this would change our lives and we would just geek out over all the things that Monday had to offer. Emily and I went to New York to be certified. Jen sent us to the workshop and then she brought Katie to the team and we went to Elevate. Wow. What did we do before Monday? We really hit the ground running after we attended Elevate. Implementing has been incredible. We didn't have to do any convincing for people to adopt it. I would argue the greatest gift that Monday has made is making it easy for anyone to use. People were just so hungry for something like this. Soon it was 10 people were asking if they could have it and then 20 and then 30. Using automations and workflows within Monday, we were able to create a system that is evergreen. To be able to go through your Outlook and just pull all relevant informations out and keep it in one place is remarkable. Being able to have the data readily available to show the numbers in real time has been absolutely game-changing for us. Executives no longer have to ask for information from anyone. With Monday, everybody wins. It feels as though it's provided something to us that we've needed for a long time, but we didn't know how to solve for and it's been a lot of fun to work with. My excitement is a little bit contagious at times, so my team was very interested in getting to use the monday.com platform. Oh, Q4, I can't wait. My name is Forest Miller. I work for Dormund Products. We bring aftermarket parts to the automotive industry. We have multiple segments, light duty, heavy duty, and specialty vehicle. If we can put it all into one sentence, we make car parts. Yeah. One thing I love is optimizing processes. And I really love finding opportunities to increase efficiency. And I've actually found that the monday.com platform like really well aligns with my own needs and interests. Before monday.com, some of the challenges we faced were the system that we were using had a very limited capability to track statuses of project. You couldn't create any type of timeline or project road map. Information was stored in multiple locations throughout the organization and it was very difficult for us to communicate and coordinate across sites. I recognized almost immediately that monday.com was going to be the solution for the problems that my team was facing day-to-day. The platform is so versatile that ultimately it solved all of them for us. We were able to collaborate globally. We were able to create complex workflows and automations that ultimately appear pretty simple to the end user. We have such easy access to the status of projects. It's very easy to schedule new work into the system. And with all the automation and workflow and AI capabilities built on top, it's really easy to start extracting value and have those Eureka moments where you're like, \"Oh, I've been performing this basic action over and over again. Why don't I just have the tool solve that problem for me?\" We've consistently seen that as a partner, the monday.com team is willing to take our feedback and help develop the platform honestly to meet our needs. And as a global company that focuses on innovation, it really has been a great fit for us. Hello everyone and welcome to our panel today called products in harmony. You just had a chance to see a couple of highlights from our monday.com customers and now it's time for us to bring that conversation here into the room with us. We'll be hearing from these three leaders today about how they've been able to transform the way their teams work, not just by using one monday.com product, but by h compounding the power of multiple monday.com products together. At monday.com, we believe that products and teams don't just work side by side, but really work best when they work together in an integrated way. Today's conversation will be about just that. Looking beyond the use of one monday.com product to accelerate the way that the platform is able to bring you value across the entire platform. You'll hear from the leaders here on stage. We have quite a variety of industries represented. We have media, we have healthcare, and we even have professional sports. Do we have any Cleveland Cavs fans here in the audience? Well, there you go. Yeah. Lucky lucky. The one thing that they do have in common is that they've been able to build scalable and connected workflows across not just teams, but their entire business units and even the enterprise. Joining me here on stage today, we have Randy Jet, who is the director of ISPMO at Children's National Hospital. You'll remember, yes, big round of applause, Randy. You'll remember uh Children's National was also highlighted on the main stage yesterday by our co-founders during the keynote. We also have Bill Extrand who is the head of media systems at Horizon Media. And here next to me is Nolan Shoemate who leads creative production and marketing operations for the Cleveland Cavaliers. Thank you all for joining me here today. We're going to start with a layup question, not to already use a basketball fund. Sorry, Nolan. Uh but something easy to grease the wheels a bit. So you're all the faces of monday.com within your organization. when someone comes to you and says, \"What is this monday.com thing?\" How do you typically describe it? Yeah, Monday to us is a tool pretty literally in the way that it actively participates and aids essentially everything that we do. So that spans from our smallest kind of low impact internal work to some of the most visible things like jersey designs or courts or whatever it is that's hitting the public. So, you know, the team that I represent kind of sitting up here is forced to sit in a weird place between the business of having on one hand to creatively develop and kind of push Cleveland to the world as a brand and as a voice while also needing to communicate a lot of logistics and specific information within that. So, this is season 3 of Monday within our or honestly like when we onboarded it, it felt like we hired another person who's like essentially full-time dedicated to figuring out the latter so that we can kind of focus on the former even when we aren't actively engaging with it. Yeah, we love to hear that. Maybe even hundreds of more people with Monday AI agents. Uh the two of you. Uh I would say that it's a flexible scalable platform for for a business to use in operations uh in in a hospital uh environment, the clinical research, real estate, facilities, uh project management, operations and and strategic alignment. So very nice. Bill with us it's about taking 2500 people trying to service hundred some odd clients and trying to eliminate the tension between customizability and standardization as an organization as an operations person as IT person I want standardization but my clients and my my business demands customization and with Monday we found a tool where we can kind of do both and that's been really important and and really beneficial and Bill when we connected did before this the term that you used was business is personal which I really love. I'm sorry I missed that. I said when we connected earlier the term that you would use was business is personal which I think really brings it home. Our model is business is personal and this allows us to to stick true stay true to that. It really is. It really does. The balance between the standardization and the customization. Yep. So we've already started to get into this a bit but if you could each elaborate on what operational problems it was that you were trying to solve the challenges that you were having before Monday.com was brought in. would love to hear a little bit about that. Sure. Um I think we've kind of before landing on Monday attempted a numerous amount of sol of solutions kind of some more temporary and some more permanent but I think the common thread that kind of affected all of them was the idea that these solutions that we were implementing were more admin PM people like myself focused than user focused. So when the time came to have the conversation about whether we wanted to like proceed with the solution that we had on hand, I was very vocal about finding something that was more focused on the front end, approachable, modular, customizable so that the people whom we're asking to interact with this platform on a day-to-day basis approach it and find something that they feel benefits them and isn't just like a process we're asking them to abide by. So to kind of get back to the initial point of your question, like to us the pain point that we found was essentially who the product was tailored for. Randy Bill. Oh, where to start? The uh the first first thing we had to do is reconstitute the PMO because we had a lot of projects going, a lot of inongruent uh processes. Uh executives could not did not have the information they need to make decisions or prioritize. we didn't have u processes for project managers to follow. So we had to reinccorporate those and that was the our biggest pain is to have that ability to uh create a source of truth um so that we could better manage projects but also provide information to executives in terms of prioritization decision making uh performance on on projects. Yeah, I think one of the common things we'll hear here is a lack of visibility working in silos, inefficiency in process. Bill, anything you'd like to add there? Challenges with handoffs between teams. Um, and then again, I I'll hammer on it. We want standardization, but we want it to be seamless for the client and work for them. And uh yeah, really and then internally handing it between teams going from planning to buying to you know finance and and and getting the workflows to to sail through just been such a big win for us. Definitely. And what was it about Monday.com that made it the tool that you thought could help you solve those problems? Sure. Um I kind of touched on the previous question, but we were pretty rigorous with what we were asking for from any platform. Like we really wanted something that we could roll out at scale public access to anyone within our organization that suited our graphic design team as well as our entertainment teams as well as like our game presentation team which is a pretty diverse use case to really ask of anything. So after getting in contact with Monday and kind of talking to some people in similar likes of business, whether they be other sports teams or not, who had been using the platform, we started getting like more and more and more intrigued by the level of like granular modularity that we could enforce across anything. So it was like a tough ask to essentially ask something to operate at that scale that we could roll out always pointing people to the same direction but then still being able to tailor it to each of these individual groups that'll be using it on the back end because whom we're asking to interact with kind of outnumber the people who are receiving. So to that sense tailoring workflows cutting down information so that we can make the process as approachable as possible was something that was kind of like paramount to our evaluation process. And we were lucky enough to get, not to give you a shout out, but hooked up with some pretty good CSMs who constantly not only like asked our questions, but were giving us use cases as to like Spencer's over there, giving us use cases as to like how other teams were implementing similar procedures. And that just feel like every time we talked, it was like more and more confidence because it's it's a leap of faith to like roll something out at scale, especially when you're like kind of being asked to do it about how well it'll be adopted, how well it'll suffice, whether it's I'm being sold something or whether like this is like an actual solution that we're being pitched. So, I really feel like once we started it was a downhill slope to definitely and we'll touch on adoption in a second as well because I want to continue that conversation. Randy, any thoughts from you on why it was Monday.com that was going to solve your problems. You know, as I mentioned earlier, we had to reconstitute the the PMO. And in doing so, mundy.com, the initial build enabled us to quickly deploy processes through from an intake form for the governance processes, but also putting in an MVP for project standards to get uh our project managers managing consistent consistently providing data up through the enterprise portfolio and uh and being able to provide our executives with with information to make decisions and that automation uh was key to do that because it's it's so prevalent throughout the the I'll call it the solution. Um but but again man not again but managed services uh them coming in to help us was really where we were able to to really get a lot of gains. Um and and they've been a partner uh for us ever since. Yeah. A huge key in unlocking some of that implementation and driving that adoption. Bill, again, when we spoke before this, you you used a term that I really love, which is that you wanted to empower your users to fly on their own. Yeah. So, bring us along that journey of how do you drive some of that viral adoption within Horizon Media? We took an organic approach. Um, three years ago, we had 200 users, we now have 1500 users. So what what we did knowing that we couldn't roll it out through a formal process is we decided to go with super users, folks that expressed a lot of interest, teams that needed a Monday solution desperately. Uh and we'd go out and we we'd get them hands-on keys. We'd train them up a bit. Um get them comfortable. And when when you take a team in, you put them on Monday, usually one or two even more people on that team, you'll see the light bulb go off in their head. They're like, \"Where has this been all my life?\" and you want to um encourage and nurture that. And so over time using sort of a velvet roachu uh rope approach, uh we we would go team by team, get them into the platform, get them trained up and then they just show what they do and everybody looking through the glass got jealous and now we're at 1500 and climbing. Yeah. And you really leverage some of that certification motion as well, right? to equip those power users to drive that viral organic encouraging to train educate on the platform. You know, as they scale up, the ROI goes up for us. You know, the more they can use the platform, the better it is for us. Amazing. So, let's get to the heart of why we're here and let's talk about the the product suite that you're using across the board here. Everyone is using work management. Nolan, you are also using Monday Dev. Randy, you're also using Monday as well as work canvas. And Bill, you're using CRM as well as deep integrations with other core tools in your tech stack. Correct. That's correct. We're uh we're dabbling, let's say, with CRM. We probably have four or five use cases across our agency for for for CRM. And right now, we're we're exploring it heavily. Uh and I know I have team members here and online who are definitely taking some of the CRM sessions here. We're also we're actively using a lot of the integrations in a few of the thirdparty apps teams uh Slack Jira those sort of integrations we're using regular and then we're looking at some of the third party stuff to take it to the next level widgets vookup widgets things like that that uh signature functionality shri I know you're proud of that and uh stuff like that it's just been a boon to us it really has and how are you making it so that these products can work together and drive a compounded effect of impact rather than creating more silos. Yeah, I think um on our end it's a little bit of a niche use case because they are slightly separated in terms of I guess to like expand it out like the teams using our our dev product internally are like our business intelligence groups and some of our information technology teams which don't necessarily have like a ton of dependencies on other areas of the organization but I think the value that comes within that is essentially like ease of understanding as to how to go about working in our organization. So it's like whether you are asking for a social media flyer to host a prospective like partner dinner or asking for a sales report from our business intelligence team, the value to us comes from being able to push you to the same place. So whether you've been in the company for a week and you're trying to figure out how to do any of this or have been here for 5 years and have seen several solutions implemented like this, I think this is the first time that we've really been able to encapsulate like that wide of a breath of use cases within the same area of access for somebody within our organization. So it's reducing some of that barrier of entry of people being familiar enough with one platform that when they are exposed to another process in one of the other platforms it's very easy for them to 100% and they operate the same like it's the same product naturally. So whether you're a 99% work management user who needs one thing from dev a year, when you open that up, it's not going to be completely foreign to you, nor will your team know like it's like an onboarding thing almost like to your point about just like a gaining familiarity with the platform, the language it speaks, how it operates, whom is responsible for facing it within the organization. As well as if somebody on your team or somebody who's passing by in the hallway has a question about how to use it, you can probably sit down and figure it out with them even if you haven't done it directly. And that for someone like me and like my line of work has saved me I don't even want to give an hour estimate but a lot. I'm gonna ask you to quantify that second. Um Randy from your perspective how are you making three products dev work management and work canvas work together seamlessly for children's national. Yeah, through work management, we're using that for our our enterprise portfolio where we're uh executing against the more traditional projects like waterfall and I'll I'll call it hybrid to a certain extent where we bring in dev is we have a enterprise strategy of uh artificial intelligence and the AI data analytics group is using the Monday dev and we're porting over certain data elements over into enterprise portfolio so we can have a complete view of of all the work going on in the organization. The canvas I think is something that's just uh we're just growing now and and we're getting our project managers to be able to use Canvas during meetings for for during working meetings to to uh flows requirements and other um components of of Canvas that enable them to really have effective meeting management and and outcomes in those meetings and be able to translate those into uh into the into the project space. Definitely. And I think where canvas is a great uh counter to how typ people typically use some of the other Monday tools because it can be so dynamic and used in the moment to facilitate those conversations. Bill, I would love to hear your perspective on some of the early usage of CRM, but also the way that you were talking about how you leverage Monday to integrate more deeply into the rest of your tech stack as well. I missed that last part. I'm sorry. The integrations piece integration more deeply. I talked about it a bit. Certainly, you know, Microsoft Teams, Outlook, all of that platform, bringing people out actually out of that and into your platform is important. Um, Slack, Jira integrations. Uh, and actually, quite frankly, he's convinced me. I think I want to take a look at Work Canvas. I'll see you at the booth. There you go. And how is integrating with some of that core tech stack enabling you to be able to bring more visibility and more let's call it acceleration of the value that you're getting? We think of it or I think of it at least and what I'm trying to encourage my agency to do is think of Monday is just what it is a work management platform where you bring everything together in one place for a central source of truth. Just give yourself less clicks to find that file. Give yourself less clicks to do this do that. That's that's all I care about with and and I think the uh it's starting to bear fruit as we've grown and and and now that we have the majority of our agency in the platform, it's becoming part of the culture. It's becoming part of the way we work. People start to understand that they can also be agile even if they don't know what agile is. Definitely. And you've already started to allude to it. You said less clicks. You were talking about number of minutes saved, but how are you measuring some of the quantifiable value of using multiple monday.com products? Yeah, I think um on our end I to kind of negate myself earlier and answer two sides of your question. The measurable impact has been completely irreplaceable to us where it's like workload I think can be a really hard thing to communicate if not for like hard stricken data. So putting like the faith in this platform across our organization. It's starting to gather a reputation as like a source of truth within not only what we do but kind of the reporting aspect of it as well has been really valuable to our team. We learned more about how we work in terms of who's spending the most amount of time on what, what inefficiencies interdep departmentally that we can cut down on as well as using it to communicate the impact of the team that we're on. Like we are in a time of expansion. We've used it to justify headcounts. We have pitched like additional resources to senior leadership and all that really has come down to the aspect of what we're able to pull from Monday and sort of the reputation that it holds within our organization. I think on the other side as well, like the softer side of it is kind of what I mentioned previously about learning about how you work and kind of the things that you might have unknowingly been wasting time on. So the transparency that it creates within our team of all of us looking at the same thing, duplicate requests, like silly stuff that really does add up over the course of a year, a season, however long you're within the platform. So the the emphasis on kind of like why we do it and how we talk about it has just changed our team entirely. Like I'm kind of failing to find words for it, but it's really been a valuable like we get these automated reports weekly, monthly, yearly, and every time we look at them, no matter what span of time you look over, it's previous or it's greater than the last, which is a slippery slope. I I got to do all that stuff. So don't don't always increase the number. But it is great because it's a softer sign of adoption rate and it shows again like the impact of the platform as well as the impact of a team where those numbers go up. It's not because we're working on more. It's because people are trusting the platform more which has been really really valuable to us. So you're seeing a correlation between adoption of the platform and real business results in terms of time savings and better 100% 100% to to both of your points earlier like the more it's centralized the more you know the less you search. So it's like we know when we walk into the work where we walk into the office on Monday no pun intended on Monday we will have everything we need to know in front of us and if we're looking for something that isn't there odds are it's in the same place we just need to find it. So the handoffs like you mentioned between teams about transparency of what we're working on, how projects interact with projects from other departments has just like what used to be 55 emails in a thread and you got to talk to somebody and catch up with somebody who then talked to somebody. Less emails is a good thing. Yeah, it's it's all in the same place now. So that that side of the impact even more so than measurables about number of projects or whatever. That's been the stuff that I really think about kind of like a pre and post Monday adoption that has really transformed the way we work. Definitely. Randy, Bill, in terms of user adoption, user adoption and also how you're measuring some of the quantifiable impact of using monday.com products. Well, monday.com is a journey and to borrow a word from the 1990s, it's a transformation of your organization and I recommend crawl, walk, run. Enjoy the ride, learn about it, learn how to uh use the tool, uh learn what what works for your organization. um get everybody that's involved in that particular thing uh uh working knowledge of it and then be expanding on with the uh with the new new capabilities of the tool and learn what you can do and learn how you can continue to uh for quick wins for for value but also long terms for value and be able to kind of put a road map out there and who you want to bring into the organization you know like corporate strategies OKRs uh um other you know KPIs in organization. You know, if you understand those those things and be able to bring them along in a organized fashion, um you you avoid a lot of the the trial and error um from at the begin from that permeates these kinds of implementations. And Randy, you just started to allude to it, but the folks in this audience are either new to monday.com, have been using monday.com, maybe are starting to expand into using multiple monday.com products as well. Do you all have any tips for those who might be thinking about how do I scale my use of monday.com across multiple products or to new use cases etc? Yeah, I think my tip is kind of generic and say baby steps where it does take a little bit to learn but once you learn it it kind of goes exponentially of not only like your personal understanding of the platform but in our case adoption rate as well. So I think the thing that's been really valuable to us is yes, you want to get your infrastructure set up, really understand like what you're asking from the platform before you even start working with a CSM or building any kind of architecture within the platform. And then to me like I think like a a bigger hurdle was kind of explaining why we were pushing this solution so hard. And I think when we started doing that, it was a lot of communication around we need you to do this, we need you to do this, we need you to do this, but not really ever divulging on why the benefit was mutual where it's like we're asking them to abide by this process so that we can be more organized, but why does that benefit the person whom we're asking it from? So I think once we kind of started pitching it like that and really kind of working from like a top down and working with managers to then kind of work with their team and making ourselves available for those kinds of questions, people started to understand that if they're more organized in terms of how we receive the information, the product's going to come faster, the product's going to come best come better. Like we inherently will like raise the floor as to what we're working on. So that I think has been a great shift in our organization over the last like year or so of adoption is people really starting to understand not why we're asking them to do it but seeing the benefits from doing it from our end and their perspective that that's been really valuable and like I think if you can pitch it like that internally it's it's really made the world of difference for us. Yeah. Starting with the why of how it's going to impact them personally. It's core to the change management practices that we talk about especially in our customer success group. Randy, you also spoke about another change management um motto which is going from the top down. Making sure that your leaders are driving from leading by example, showing KRs, maybe KPIs within the Monday.com platform and then that feeds some of the day-to-day adoption and usage of the processes. Anything you want to elaborate on there uh uh in terms of the impact the impact and also how people can maybe scale um leveraging some of the similar motion of driving examples from the top down of using monday.com. Well, just having that shared data across the enterprise is huge. uh from the clinical space to the you know real estate facilities to the to the project management teams uh has been very helpful and it allows that that single source of truth to uh to permeate through the organization and allow people to to be making decisions to be able to uh m I guess u look at at future uh you know estimating future efforts on the road map, those those types of things. They really understand uh that that single source of truth. Um they have confidence in that data and they can start making decisions and plans um with that data. Definitely. Phil, anything you would like to add there? Sort of to bring it all together. We we proudly have a 90% adoption rate on the platform. We sweep it every month to see if there's any slackers out there and we beat them up. But what's happened over time is I that number has climbed from the 60s to the 70s to the 80s to 90%. Um, and when I take folks and I demote them from member to viewer, I boy I get emails real quick back asking to get put back online. So again, we've been nurturing community. We believe in hands-on keys training to get people started in the platform. Once they get a level of comfort, kind of like learning a video game, then they're off to the races and it's their imagination. And we sort of preach that it's it's yoga. It's a practice and you won't get all bendy with good breaths until you get out there and do the work and learn it a little bit. And so we support them that way. We support them with a lot of training. We support them with the Monday Academy. And we encourage a lot of that sort of activity as well. and and then the other thing we're doing is we're just highlighting their wins and and that's how it it's again this organic growth across the agency has happened. Final question from my perspective and it's a bit of a selfish question because like I said I I do lead our customer success team. So I have a bit of a bias for how our teams can help you be successful in setting up and implementing the multiple products that you're using but also continuing to adopt them. You've mentioned working with customer success. Randy, you also mentioned managed services. I know you've all worked with a number of folks on our end. I'm curious if you could speak to some of the ways to leverage those partners and those teams to set you up for success, especially when when it comes to using multiple monday.com products. Yeah, I think I hear the question uh managed services and uh and leveraging your partners Monday. Yeah. Yeah, absolutely. They've been extremely valuable from from the get-go. And I I encourage anyone that's whether you're just starting out or whether you're, you know, already in a year or two is to leverage your managed service partner. They can really help you with your build. you can they can help you understand the different functions and the tools but also these really cool uh things that you've talked about uh this uh this conference such as Vibe and Magic helping you understand and integrate those into your organization um that it'll be an amazing experience to to see how this trans transforms your your uh your organization. We've um had a couple of Monday fundays at our LA and New York offices and uh our Monday team has been kind kind enough to come along and we do 101's and 2011's little breakout sessions, not a mini elevate perhaps. Uh so that's been a great great way to partner. Uh the other thing we've done is as our teams have gotten stronger and started to build out complicated workflows, complicated automations, we've really tapped into, you know, as an enterprise partner, we've tapped into our our resources at Monday to help us figure it out and to drive some of those thirdparty partners to do better, too. And I'll I'll say one last comment uh to earn my supper here, which is that um Mondays has been really responsive from a product perspective. Hey, we need something. Hey, this is a problem and I'm really glad we're getting sub items on sub items. Nolan, anything? And I would say like to I completely agree with both the things that you said, but to us it's just like never stop looking for additional areas where you think the platform might be applicable. I've really yet to encounter a situation where if somebody's asked me if Monday's been able to do something that I've said like no, be like maybe and the answer is usually yes and we can we can get it there. So to both of your points too like uh the responsiveness and and how quick we're able to find solutions or if the solution can't be matched exactly something that could be a pretty close affiliate has been amazing because it's again like offloading some of the work from our end where I was like hey this is a problem we're facing this is kind of the crux of it like what areas of Monday whether it be work management a new product that we don't have um could we find a solution for this and they're immediately there with other examples from other organizations or you know pitching new areas of a product that we haven't really explored yet. And to me, like the level of expertise and the level of knowledge within the platform, that is ultimately something that we've had to internalize and learn, just defaulting back to that whenever possible has been fantastic. Amazing. Happy to hear it. Thank you so much for joining us here today. Thank you to all of you for joining us. That's everything."},"yoast_head":"\nElevate Online 2025 On Demand | Watch Top AI Sessions Anytime<\/title>\n<meta name=\"description\" content=\"Catch up on Elevate Online 2025 with full on demand access. 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