>>The Cube presents UI Path Forward five. Brought to you by UI Path. >>Hi everybody. We're back at UI path forward to five. This is Dave Ante with Dave Nicholson. Derek Mu is here. He's automation product line lead for Merck. Thank you, by the way, for, you know, all you guys do, and thank you Dave for having in the, in the, in the vaccine area, saving our butts. And Bill Engel is back on the cube. He's the director at cgi. Guys, good to see you again. >>Good to see you. Thank >>You. So Merrick, Wow, it's been quite a few years for you guys. Take us through Derek, what's happening in sort of your world that's informing your automation strategy? >>Well, Dave, I mean as you know, we just came out of the pandemic. We actually have quite a few products like Gabriel Antiviral Pill. Obviously we worked, you know, continue to drive our products through a difficult time. But, you know, is during these can last few years that, you know, we've accelerated our journey in automation. We're about four years plus in our journey, you know, so just like the theme of this conference we're we're trying to move towards, you know, bigger automations, transformational change, continue to drive digital transformation in our company. >>Now Bill, you've been on before, but CGI tell people about the firm. It's not computer graphics imaging. >>Sure. No, it's, it's definitely not. So cgi, we're a global consultancy about 90,000 folks across the world. We're a, we're both a product company and a services company. So we have a lot of different, you know, software products that we deliver to our clients, such as CGI Advantage, which is a state local government EER P platform. And so outside of that, we, my team does automation and so we wrap automation around R IP and deliver that to our clients. >>So you guys are automation pros, implementation partners, right? So, so let's go back. Yep. Derek said four years I think. Yep. Right, You're in. So take us through what was the catalyst, how did you get started? Obviously it was pre pandemic, so it's interesting, a lot of companies pre pandemic gave lip service to digital transformation. Sounds like you guys already started your journey, but I'll come back to that. But take us back to the Catalyst four years ago. Why automation? We'll get into why UI path, >>Right. So I, I would say it started pretty niche in our company. Started first in our finance area. Of course, you know, we were looking in technology evaluating different companies, Blue Prism, ui P. Ultimately we chose UI p did it on-prem to start to use automation in sort of our invoice processing, sort of our financial processes, right? And then from there, after it was really when the pandemic hit, that's when sort of we all went to remote work. That's when the team, the COE continued to scale up, especially during pandemic. We were trying to automate more and more processes given the fact that more and more of our workers are remote, they reprocesses. How, how do you do events? You know, part of our livelihood is, is meeting with engaging with customers. Customers in this case is, are doctors and physicians, right? How do you engage with them digitally? How do you, you know, you know, a lot of the face to face contact now have to kind of shift to more digital, digital way. And so automation was a way to kind of help accelerate that, help facilitate that. >>You, you, I think you mentioned COE as in center of excellence. Yep. So, so describe your approach to implementing automation. It's, that sounds like when you say center, it sounds like something is centralized as, as opposed to a bunch of what we've been hearing a lot about citizen developers. What does that interaction >>Look like? We do have both. I would say in the beginning was more decentralized, but over time we, over the few years as, as we built more and more bots, we're now at maybe somewhere between four to 500 bots. We now have sort of internal to the company functional verticals, right? So there's an animal health, we have an animal health function. So there's, there's a team building engaging with the animal health business to build animal health box. There's human health, which is what I work on as well as hr, finance, manufacturing, research. And so internally there's engagement leads, one of the engagement leads that interact with the business. Then when there's an engineering squads that help build and design, develop and support and maintain those as well as sort of a DevOps team that supports the platform and maintains all the bot infrastructure. >>So you started in finance common story, right? I'm sure you hear this a lot Belt, How did you decide what to target? Was it, was it process driven decision? Was it, was it data oriented? Like some kind of combination? How did you decide, Do you remember? Or do you, could you take >>Us back to Oh yeah. So for, for cgi how we started to engage with MER is, you know, we, we do a lot of other business with Merck. We work on all their different business lines and we, we understand the business process. So we, we knew where there was potential for automation. So we brought those ideas to Merck and, and really kind of landed there and helped them realize the value from automation from that standpoint. And then from there the journey just continued to expand, you know, looking for those use cases that, that, you know, fit the mold for, for, for RPA to start. And now the evolution is to go to broader hyper automation. >>And, and was it CFO led into the finance department and then, or was it sort of more bottoms >>Up? Yeah, so, so I think it started in, in finance and, and, but we actually really started out in the business line. So out in regulatory clinical, that's, that's where we, we have the life science expertise that are embedded. And so I partnered with them to come up with, hey, here's a real solution we could do to help streamline, say submission archiving. So when, when submissions come back from the fda, they need to be archived into, you know, the, their system of record. So that's, those are the types of use cases that, that we helped automate. >>Okay. Cause you're saying a human had to sort physically archive that and you were able to sort of replicate that. Okay. And you started with software robots, obviously rpa and now you're expanding into, we we're hearing from UI this the platform message. How does that coincide Derek, with what you guys are doing? Are you sort of adding platform? What aspects of the platform are, are you adding? >>Yeah, no, I mean we are, we are on-premise, right? So we have the platform, but some of the cool things we just had, another colleague of mine presented earlier today. Some of the cool things we're, we're doing ephemeral infrastructure. So infrastructure as code, which essentially means instead of having all these dedicated bot machines, that that, you know, cuz these bots only in some cases run 10 minutes and they're done. So we're, we're soon of doing all on demand, you know, start up a server, run the bot when it's finished, you know, kill the server. So we only pay for the servers that we use, which allows us to save a whole >>Lot of money. Serverless bots. So you, but you're doing that OnPrem, so you >>No, >>No, but >>That's >>Cloud. We, >>We, we we're doing it OnPrem, but our, our bot machines that actually run the, let's say SAP process, right? We spin that machine up, it's on the cloud, it runs it finish, Let's say it's processed in one hour and then when it's done, we kill that machine. So we only play for that one hour usage of that bot machine. >>Okay. So you mentioned SAP earlier you mentioned Blue Prism when you probably looked at other competitors too. You pull the Gartner Magic quadrant, blah, blah, you know, with the way people, you know, evaluate technology, but SAP's got a product. Why UI path mean? Is it that a company like SAP two narrow for their only sap you wanted to apply it other ways? Maybe they weren't even in the business that back then four years ago they probably weren't. Right? But I'm curious as to how the decision was made for UiPath. >>Well, I think you hit it right on the nail. You know, SAP sort of came on a little later and they're specific to sort of their function, right? So UiPath for us is the most flexible tool can interact by UI to our sales and marketing systems, to, to workday, to service Now. It's, it cuts across every function that we have in the company as well as you're the most mature. I mean, you're the market leader, right? So Right. Definitely you, you continue to build upon those capabilities and we are exploring the new capabilities, especially being announced today. >>And what do you see Bill in the marketplace? Are you, are you kind of automation tool agnostic? Are you more sort of all in on? I >>Would say we are, we are agnostic as a company, but obviously as part of a, as an automation practice lead, you know, I want to deliver solutions to my clients that are gonna benefit them as a whole. So looking at UI path, you know, that this platform is, it covers the end to end spectrum of, of automation. So I can go really into any use case and be able to provide a solution that, that delivers value. And so that's, that's where I see the value in UI path and that's why CGI is, is a customer as well. We automate our internal processes. We actually have, we just launched probably SALT in the, in the market last week, expanded partnership with UiPath. We launched CGI, Excel 360. That's our fully managed service around automation. We host our clients whole UI path infrastructure and bots. It's completely hands off to them and they just get the value outta >>Automation. Nice, nice. Love >>It. Derek, you mentioned, you mentioned this ephemeral infrastructure. Yeah. Sounds like it's also ethereal possibility possibly you're saying, you, you're saying you have processes that are running on premises, right? But then you reach out to have an automation process run that's happening off pre and you're, and you're sort of, >>It's on the cloud, so, so yeah, so we have a in-house orchestrator, so we don't, we're not using your sort of on the cloud orchestrator. So, so we brought it in-house for security reasons. Okay. But we use, you know, so inside the vpn, you know, we have these cloud machines that run these automations. So, so that's, that's the ephemeral side of the, of the >>Infrastructure. But is there a financial angle to that in terms of when you're spinning these things up, are you, is it a, is it a pay by the drink or by the, by the CPU >>Hours, if you can imagine like we, you know, like I mentioned where somewhere between four to 500 bots and every bot has a time slot to run and takes a certain amount of time. And so that's hundreds and hundreds of bot machines that we in the old days have to have to buy and procure and, you know, staff and support and maintain. So in this new model, and we're just beginning to kind of move from pilot into implementation, we're moving all, all of bots this in ephemeral infrastructure, right? So these, okay, these machines, these bot machines are, you know, spun up. They run the, they, they run their automation and then they spin >>Down. But just to be clear, they're being spun up on physical infrastructure that is in your >>Purview and they spun up on aws. Yeah. Okay. And then they spin down. Okay, got >>It. Got it. Interesting. Four >>To 500 bots. You know, Daniel one point play out this vision of a bot chicken in every pot, I called it a bot for every employee. Is that where you're headed or is that kind of in this new ephemeral world, not necessary, it's like maybe every employee has access to an ephemeral bot. How, how are you thinking about that? >>That's a good question. So obviously the, the four to 500 is a mix of unattended bonds versus attended bonds, right? That, that we also have a citizen developer, sort of a group team. We support that as well from a coe. So, you know, we see the future as a mix. There's, there's a spectrum of, we are the professional development team. There's also, we support and nurture the personal automation and we provide the resources to help them build smaller scale automations that help, you know, reduce the, you know, the mundaneness and the hours of their own tasks. But you know, for us, we want to focus more and more on building bigger and bigger transfer transformational automations that really drive process efficiencies and, and savings. >>And what's the, what's the business impact been? You mentioned savings and maybe there's other sort of productivity. How do you measure the benefit, the ROI and, and >>Quantify that we, you know, I, I don't, I don't profess I don't think we have all the right answers, but yeah, simple metrics like number of hours saved or other sort of excitement sort of in like an nps, internal NPS between the different groups that we engage. But we definitely see automation demand coming from our, our functional teams going up, driving up. So it's, it's continued to be a hot area and hopefully we, we can, you know, like, like what the key message and theme of this, of this conference. Essentially we want to take and build upon the, the good work that we've done in terms of rpa and we want to drive it more towards digital transformation. >>So Bill, what are you seeing across the, your customer base in terms of, of, of roi? I'm not looking for percentages there. I'm sure they're off the charts, but in terms of, you know, you can optimize for fast payback, you know, maybe lower the denominator, you know, or you can optimize for, you know, net benefit over time, right? You know, what are you seeing? What are customers after they want fast payback and little quick hits? Or are they looking for sort of a bigger enterprise wide impact? >>Yeah, I think it's, it's the latter. It's that larger impact, right? Obviously they, you know, they want an roi and just depending upon the use case, that's gonna vary in terms of the, the benefits delivered. And a lot of our clients, depending on the industry, so in in life sciences it may be around, you know, compliance like GXP compliance is huge. And so that may may not be much of a time saver, but it ensures that they're, they're running their processes and they're being compliant with, you know, federal standards. So that's, that's one aspect to it. But you know, to, you know, a bank, they're looking to reduce their overall costs and and so on. But yeah, I think, I think the other, the other part of it is, you know, impacting broader business processes. So taking that top down approach versus kind of bottom up, you know, doing ta you know, the ones you choose the tasks is not as impactful as looking at broader across the entire business process and seeing how we can impact >>It. Now, Derek, when you guys support a citizen developer, how does that work? So, hey, I got this task I want to automate, I'm gonna go write a, you know, software robot. I'm gonna go do an automation. Do I just do it and then throw her to the defense? You guys, you guys send me a video on how to do it. Hold my hand. How's that work? >>Yeah, I mean, good question. So, so we obviously direct them to the UI path Academy, get some training. We also have some internal training materials to how to build a bot sort of internal inside Merck. We, we go through, we have writeups and SOPs on using the right framework for automations, using the right documentation, PDD kind of materials, and then ultimately how do we deploy bot inside the MER ecosystem. But I, I, maybe I'll just add, I think you asked the point about ROI before. Yeah. I'll also say because we're, we're a pharmaceutical company. I think one of the other key metrics is actually time saved, right? So if, if, if we have a bot that helps us get through the clinical process or even the getting a, a label approved faster, even if it's eight days saved, that's eight days of a product that can get out to the market faster to, to our patients and, and healthcare professionals. And that's, that, that's immeasurable benefit. >>Yeah, I bet if you compress that ELAP time of, of getting approval and so forth. All right guys, we've gotta go. Thanks so much. Congratulations on all the success and appreciate you sharing your story. Thank >>You so much. Appreciate it. You're welcome. >>Appreciate it. All right. Thank you for watching this Dave Ante for Dave Nicholson, The cubes coverage, two day coverage. We're here in day one, UI path forward, five. We'll be right back right after the short break. Awesome. >>Great.

>>From the Bellagio hotel in Las Vegas, it's the cube covering UI path forward for brought to you by UI path. >>Welcome back to Las Vegas. Lisa Martin, with Dave Vellante at UI path forward for, we have had it all today. Lots of great guests. We've had weather, we've had rain. We are outside and lots of great conversations going on. Next up, we're going to be talking about automation at healthcare giant. Merck. Joining us from merch is Dan Boyd automation leader, and from CGI partner of UI paths, bill angles, senior automation architect, guys, welcome to the program. >>Thanks for having us. >>So Dan, we'll go ahead and start with you. Let's talk about Merck and the implement and the adoption of automation, such a history company. >>Yeah. Thank you. Um, our journey started about two years ago and started with the small team and has evolved ever since we started just the handful of folks we've evolved, uh, from the size of our team, matured, operationally and expanded our capabilities along that journey to where we are today. And it continues to evolve as the technology changes. And it's been exciting to see the adoption at Merck over, you know, across the enterprise. Um, it's been an educational process, but it's been exciting just to see that understanding of the power that automation can deliver to them. And they see the value in making it real to them has been key. Um, then once it's real and they get excited and the word spreads and they appreciate the value right before their eyes and bill, are you, >>Uh, industry specialized or more automation specialist? >>Yeah. Yeah. So I'm more, uh, automation specialized, but uh, you know, CGI, we partner with our industry experts to identify use cases for automation and I help kind of, you know, solution the best approach to automation. Uh, and you know, so I actually started, you know, with, with Merck a little bit earlier before it was really formalized and, uh, just CGI is a large partner of merch and embedded within various areas of business. And, you know, I, I ended up educating, uh, CGI on automation and here's what to look for, you know, in a, in a, in a great use case for automation and, you know, really, we started to drum up some internal excitement and then came up with some actual real use cases within Merck, proved it out early. And then we began to partner with, uh, Dan and his team. >>Can you share a little bit about some of those use cases? Yes. >>So, you know, the ones that, uh, we've worked on are really specific within, uh, various areas, uh, within the division. So Dan, you want to talk about some of the >>You're working on yeah, I'll share one use case within a specific market of merch, and it's a commercial area where they were embarking on a revision in their customer engaged engagement approach in this market and where the, they had a problem. They, they needed to get the invoices out of SAP for customers. So that was on the one side of the process on the other was a customer portal where the customers needed access near real time to those invoices. So when they came to us, they had the invoices kind of set up to be emailed out of SAP. So they had that process set up. The problem is how do they get them over here into this customer portal? Say the backup plan was to have a temporary workers come on and do that manually handle the open emails with the invoices attachments and get them loaded. >>So we came in, uh, they called us in, in the 11th hour and we were able to, fortunately that the process was straightforward, uh, whereas invoices were coming through, uh, an email attachment and that was set up. So basically we automated the reading of the emails, the processing of the PDF attachments and saved them into a shared drive where there was another process to load them into SAP. So the volume was really large on a daily basis. Initially it was estimated at approximately 2,500 emails per day with these invoices. Um, so that would estimate it would take about 125 hours of people time to do that manually. Um, so that's what we automated. And in the end it was the averages it's over 3000 a day. So, um, the solution really came in and, and we were able to deliver that. And it's been a really, they were, they were static with what they could do, and then they saw the art of the possible with, with this automation. So it's a good success story. And, um, it's exciting to see, and they were thrilled >>And it's not an uncommon story, right. Where you're automating mundane tasks that was pushing a lot of paper, a lot of copy and pasting. Um, do you see how far away, and maybe we're there already? You think about mark it's it's uh, in a, in a unique industry, we've got, got highly skilled scientists too in serious R and D high risk trials. You got partners, you do some organic, some inorganic, you've got the manufacturing components. So a lot of different parts to the business. And when you think about saving time, as you think about some of the, the scientists that are working on various pipeline products, highly paid, if you can save more of their time, wow. That even drops more to the bottom line. Are we at that point yet? We heard the stats this morning. It was 2% or some single digit percentage of our processes are automated. How far away are we from attacking those types of automations? Are we there today? >>Uh, we do automations for all the, all the functions across Merck. Um, in some places adoption is farther along than others in their journey, but yeah, um, from the shop floor and the manufacturing sites, we found opportunities to, to introduce automation there. And even in the, in the labs in various capacities, see the use cases continue to grow and the adoption continue. We see that growing as well. >>Do you find that the, the highly skilled, uh, automations targeted at highly skilled folks are, are harder to sort of get your hands around, but they give you bigger ROI? Or is it not the case? Is it all sort of earn and burn? >>Yeah, from my perspective, I think it's, you know, use case by use case. Like if it's a, a complex use case, it requires, you know, more advanced capabilities, uh, you know, machine learning models, you know, leveraging, uh, you know, AI center within UI path, uh, you know, those they can, you know, provide, you know, fairly sizeable ROI, but I think is for those highly skilled workers, I'll give one example is, you know, out in, out in the labs, we, we helped, you know, automate some things that, you know, just made their life easier, right. Uh, you know, tests running overnight, if something failed, uh, with, with a test that was happening, then, you know, they, they wouldn't know about it and they lose critical data for, for these early tests that they're doing in, in the, in the preclinical cycle. So we actually put in a UI path robots to, to monitor and send alerts and provide recovery to make their lives a lot easier. Uh, so they don't have to worry about things, you know, failing in the middle of the night, you have a UI path robot, you know, supporting them in that map, that aspect, >>What's an automation, architecture look like we, where do we start architecting automation? >>Well, I think the journey, uh, so where do you start with an automation? Right. It's really understanding the use case. It comes down to what is the, the end to end process, and then where, where can we automate, uh, within that process and what is the right set of automation capabilities? So, you know, RPA is great for, you know, um, where we get, where we need to interact with user interfaces. But if we can, uh, you know, interact with API APIs, we would do that. You know, preferably over a UI is, is to keep, keep it more of a seamless integration. But I think it's about understanding the process, laying out the right solution, uh, if there's an opportunity to improve the process prior to automating it, you know, if there's, if there is that ability, then we'll look to do that. And we've done that. We may change that process, uh, up a little bit, just to make automation more efficient, more effective. Uh, and so, and then it just, we built it and we deploy it and they start to realize the value >>Hard. Is it dental prove the, on the versus just automating what's, what's known. In other words, you've got dependencies and there are complexities there w what's your experience in terms of how you approached it >>From my experience and what we found to be best practice and bill touched on it. But every use case is of course different than the, the corresponding process. Very, very varied, but really what's key, I think, is to right upfront, understand the end to end process. And a lot of cases, my team it's new to us, right. But the process owners, they live it every day. So understanding, partnering with them to really understand the end to end solution in the form of like a process map. So you can kind of echo back your understanding of their process and get that nod of the head from them and say, yes, you understand that this is an accurate representation. Then we can with the spirit of trying to get it right the first time. And, but it really, I think is incumbent upon us to really get that in-depth understanding upfront. And a lot of cases, if there's time sensitivity in the end, it's just more efficient and saves a lot of rework. So, >>So working backwards, sorry, at least working backwards from the known existing process and then implementing an automation is probably the best starting point, as opposed to trying to work backwards from some kind of the outcome that you envision. But, but I would think there's attractiveness in the, in the ladder. Right. So that you're not just repeating a process that may be outdated. >>Yeah. So your, uh, it comes down to a couple of things. So when you're initially looking at a process, you know, should we automate this or not? And how complex is it? You need to understand what is the potential benefit. So, you know, how much, uh, you know, how much time am I able to, uh, you know, have those workers reinvest into other areas of work, right. Or what other, what are some other benefits? Uh, you know, there, there may be some, uh, you know, compliance fines that were experienced through automation, we're able to, you know, to make sure we're meeting SLS and so on. Uh, so you is a lot to, you know, defining the benefits, the automation, putting a value to that. And then the process of going through the actual process, understand the complexity, right? And then you can come up with, you know, here's, here's what it's gonna take to build this thing. Here's the potential value. And then we have ways where we track, you know, what's, how has that ROI trending once it's in production? Uh, so we'll be, that gives us more insight. >>Dan, I've got a question for you. One of the conversations that Dave and I had earlier on the program was about automation as a boardroom topic. I'd love to get your perspectives. Merck is a history organization, been around for a long time. Cultural change is incredibly challenging, but I'd love to get your perspective on where is automation at Merck's board. Is that something that is really key to transformation? >>I'd say automation falls under our strategic initiative, just around digital digital transformation, right? So it's a sub pillar of that. So that is a strategic imperative and very important. And just being a more efficient and, and leveraging technology effectively, um, just to make merch more efficient and, and, and optimized and RPA and automation plays a part in that. I mean, >>That's what I suspected Lisa this morning when we have in that conversation, it seems to me that you wouldn't necessarily create an automation stove pipe at the board meeting. You might want to report on how these automations have affected, whether it's the income statement or the health of the company, et cetera. But it seems to me to be a fundamental part of the digital transformation, um, which involves a lot of different things, data and cloud and strategy and it et cetera. So is that pretty >>Common bill? Yeah, I, yes, it is. I mean, when, when an organization is looking to automate there's, you know, various angles are coming out, they're coming from the top-down approach where, you know, management saying, Hey, we need to, we need to automate what's, let's look across all the divisions and, and figure out where, where we should go. But then it's also, you know, bottom up where, you know, folks out in, out within the various lines of business know, they, they know the problems. They know, they know the business processes. So there's a couple of different angles where, you know, you you're able to discover new opportunities to automate. Uh, but those also those smaller ones opened the door to understanding, you know, much larger processes where we can look, you know, automate more of the upstream or downstream in that process. Are there variations of the process? So >>Was, was merch more bottom-up or top-down or middle out? I wouldn't say it's >>Started bottoms up. That's really out there. It came from the top-down. So as bill touched on, I think it's really key that we do have, uh, from, from this coming from the top, from our leadership is endorsing it and advocating it, but also we're on the, on the ground floor and educating. So the people with the hands-on doing the process, they understand it and the word is spreading. They see we've, we've made it real for them. Now it's real for them, and they can appreciate the value. And they're happy to be able to do more, to be freed up from the tedious tasks and do more interesting work. >>So we did start in the department, there was a champion with a budget who said, Hey, I'm going to try this and then look what I got. Yeah, >>Yeah. You definitely need the champion. So part of that is creating champions out in the different business lines to truly own the pipeline and understand the opportunities are out there and say, yeah, this is a good opportunity. This, this one let's look at it later. So you definitely have to have those folks out there that, that understand the technology, but also understand the business. >>How has that changed in the last 18 months with healthcare care undergoing such? I mean, my goodness, the things that have happened in a healthcare organization, how has that accelerated the need for things like automation, Christian, for both of you and for mark as well? Yeah. >>Yeah. So mark initiated, uh, like most companies that digital transformation, three, three plus years ago, and this just became an extension of that. And, and it's, it's a, it's a must, right? Just to stay up with the, the digital transformation and everything that's happening in this world. And, and obviously, uh, COVID accelerated, helped accelerate it in certain areas and made it real for a lot of people and appreciate the value and the need for it. >>Yeah. W within CGI, just across all of our clients, it's automation is really towards the top of the list of strategic priorities. So it's, so we've seen this massive just acceleration of, of needing to automate more and more and more, you know, which is, which is great. >>What's it like inside a merch these days, you guys must be really excited with all that. I mean, I know it's early days and nothing has been fully blessed yet, but I mean, you know, some of the big has got a lot of headlines and obviously, you know, we've been taking jabs, et cetera, but, but now here's Merck in the headlines. It's, it's gotta be an exciting time for you guys. >>Yeah. It's, it's great to be part of a company whose mission is to save and improve lives and right. It's um, with today, it's, it's really becoming real and more relevant, uh, of that mission and vision. So it's exciting. >>There were any gotchas when you go into this, I'm sure there are into this automation journey. What kinds of things would you advise people, Hey, make sure that you deal with these, whether it's an audit scope, consideration or things that you definitely don't want to do, or do you want to do? >>Yeah. It just comes down to the, you know, choosing the right use case to start with. Right. Making sure that you, if you're just starting out in your automation journey, you know, start with those use cases that you can quickly prove value for and then tackle the more complex ones. That's good >>For folks to know where to start, especially when there's still such a tumultuous environment that we're living in. Dan and bill. Thank you for joining Dave and Manet, talking about automation, the innovation that you're doing at Merck partnering with CGI really appreciate >>Your time. Thanks for having us >>For Dave Volante. I'm Lisa Martin, coming to you from windy, chilly Las Vegas. We are at UI path forward for stick around Dave and I will be right back with our next guest.