How to get Impact Ready with Bruce Scheer and Todd Snelgrove

Bruce Scheer: Welcome to the ValuePros Show where value pros get value ready. I'm your host, Bruce Scheer, and I'm thrilled to be joined once again by our special guest, Todd Snelgrove. Todd is a globally recognized thought leader in value quantification and pricing with over 25 years of experience helping companies increase their profits through value based strategies. In this episode titled how to get impact ready, we're continuing our value readiness series, which ties in with our value ready assessment tool available at valuepros. Io under the resources tab. Todd and I will be exploring the crucial final dimension of our value readiness framework, being impact ready. We'll discover how to set up, measure, and deliver real quantifiable value for your client, ensuring that your solutions make a lasting impact on their business. Get ready for some game changing insights on how to become truly impact ready. Let's dive in. Well, Todd, I'm so excited for this next episode of ours, how to be impact ready. And this is part of a whole series of episodes we've done around our value readiness framework and our value readiness assessment. And, for all the viewing audience, if you wanna, jump into that assessment, you can, head over to value pros dot I o. Under the resources tab, you'll find the value ready assessment. Jump in. It'll be really insightful for you, I believe, in terms of how you're doing across each of these 10 readiness dimensions. And, again, Todd and I are gonna be talking about how to be impact ready, our final readiness dimension under drive impact. So, Todd, over to you.

Todd Snelgrove: Well, thanks, Bruce, and kind of a continuation of the other discussions we've had about getting procurement to wanna talk about what is value, how to think about value. We talked about negotiations and trade offs and pricing strategies. And a lot of what I want to share today would have already been pre discussed, but it's about the implementation and the reason why in my early years, sometimes a customer might agree. I want value. We promise to provide value, but we had no methodology or structure around who is delivering it, when, why, how, to who. And then there would be frustration because sometimes the procurement person was on to do some new problem. We've signed the deal, but if I've lost their support, we don't have this check-in all the time, we didn't have the impact we wanted. So I wanted to share some best practices we found about how to keep the momentum going once, you're at that phase of the agreement.

Bruce Scheer: That that's really insightful. How do you keep it going? The other thing is, gosh, I've had other sales experts, quote, unquote experts, say that, hey. Once you're getting close to getting the deal signed, delivery teams involved, etcetera, you're not really needed that much more as a hunter salesperson. You you get on to the next thing. You spend your time wisely. And I hope our audience, after listening to us, cover some ground under being impact ready, that's not all that good of advice. Of course, you don't wanna hang out at just one client. You you need to put your quota and and be a top performer and and pay for your Hawaii vacation, etcetera. That all makes sense. But setting everything up so your impact ready, so your client is impact ready, man, that's gonna pay off in in so many different ways. But especially just making sure they're set for success, and you get the right to do a repeat visit and figure out how to sell more and more often to this wonderful account. So, Todd, do you got let let's go ahead and continue.

Todd Snelgrove: And just last point there, Bruce, is I and I this comes from customers. They bought you. If you remember the discussion on your credibility, your industry knowledge, your emotion. It was not just the company that you represent they were buying. They were buying partly because of you. And if it's, Hey Cube, ma'am, you signed, I'm out of here. And as Bruce said, Wanna know what? Check-in. Quick check-in makes all the difference, and it could be your next big sale, by the way.

Bruce Scheer: Yeah. Yeah. Yeah. You and I have talked about that so often. It doesn't have to be a a major time commitment. It's just making sure things are set up right, people are doing their jobs, etcetera. But but, again, getting the whole paradigm of impact readiness set up right. So, yeah, go ahead and take us further, Todd.

Todd Snelgrove: Okay. So there's numerous different statistics, but in one study that I know from Zendesk, it's 81% of customers say that a positive experience increases the likelihood they'll make another purchase. And positive means we're all alive. We all know what's expected. Who's doing what, when, how, all that type of stuff. And sometimes maybe the team that's around to help implement might not be on the same page as the person that sold the deal. So let's make sure we have those metrics and we're all clear about it. A little bit of preparation will make all the difference. So we actually developed a program, and if most of you listened listened to earlier sessions, they've heard the term total profit improvement. But I wanted to build a program around it and and and basically say, we have to agree on what is of value to you. So I'm gonna use examples, Bruce. They might say labor is not valuable to us. It's a fixed cost for it's a union shop. I'm using examples. Okay. Fine. Then we will not prioritize our efforts on that. That will specifically tell my team, if you see opportunities to reduce labor, don't do it. Sometimes customers come back and go, why wouldn't mind it? Oh, so you do value it. So having these conversations, but what is the value? Energy savings in an industrial plant is probably much more valuable than energy savings in a lawyer's office, as an example. We have to agree how we will calculate value. What is the tool process we will use? I mean, the formula for certain things are pretty obvious, but I'm amazed at how many people calculate things. I'm gonna say incorrectly. Let's agree to the rules of the game now. Okay? And in best practices, we actually got numbers. And said, I understand that Bob makes more than Joe because Bob has been around longer. Let's just pick a number that's reasonable. Because at the end of the implementation, we don't wanna have an audit trail of who did what, what. I mean, it's I'm making you have numbers. It's $25 an hour for labor. It's $10 a kilowatt for energy, and downtime is $3,000 an hour. Close enough for what the world we're playing in people. Wanna spend some time with the customer saying, We honestly wanna constantly be looking for new opportunities. During this discussion, we prioritize some opportunities to help make you more profitable, but we wanna have an ongoing way to figure out where you are, where we can help you, what we can do. So whether that's a walk the the flow of the the facility, whether that's a quarterly or biannual meeting with quality people or engineering or new product development. Where are you going so we could help you? Again, different by this, but it has to be somewhat structured. Because if it's not, procurement might say, I don't have access to those people anymore. They're not interested in talking to a supplier. If it's in writing, that quarterly or biannually, there'll be this day, Innovation Day, we call it. We have to have a way to prioritize these ideas. My team would go in and go, Here's 27 ideas. Guess we'll go, Woah, I don't have the bandwidth? 2, Let's set a matrix structure of how to prioritize these things. And I think we'll get into this. What is the value? What's the probability? But some sort of structure. One thing I'm amazed that a lot of companies don't do is measure the actual impact. I propose that by doing something, we think it is worth something based on this research, this background, these case studies, but I want in this program someone to go back and say, did it work? If it didn't, why? Most of the time, it's not the product or service, it was the culture or the implementation or the somebody didn't implement. Or maybe it actually get better than we expected. I mean, a minor tweak can make a big difference. That should lead to a documented value story. The time to ask for the success case, the sign off on the success case of video of the person is now. Once it's done and it's a year from now, I don't have time. I've already received the value. Why am I doing you a favor of doing this? It's on the agreement. It takes 5 minutes. I'm gonna stay in here, read this, modify it. You know?

Bruce Scheer: Well, Todd, no. You make a lot of good points about setting up the the measurements up front and the right to measure over time. There's one thing I'd also add to this whole thought is measuring in in across 3 different levels. There would be your your buyer, your champion, the the person that's kinda putting their neck on the line, getting all those buyers to sign on the dotted line so you can actually sell what you have to sell, making sure they're well served, they're promoted. So what kind of metric would they care about? And and especially in helping you measure for that metric that's gonna help them in their career within that organization or outside of the organization. I've even worked with clients, Todd, where we help them win industry awards, but we thought about the measurements up front so they could look like stars literally industry wide. So that's one dimension. Think about your buyer. What metrics would they love that are closely tied to themselves? 2nd level would be at a functional level. Say you're talking to mark a marketing function and you're offering a solution there. What key metrics would they care about? And then 3rd level would be at the corporate level. Is there a corporate initiative or a big number that they're trying to hit at the corporate level that there's causality with the solution that we could tie to and measure impact on that. So from my experience, it doesn't have to be a ton of measurements. It's just what can we agree to where we can capture data and and see if we did move the dial across, again, the buyer, the functional area that you're impacting in the at that corporate level. Good points.

Todd Snelgrove: So once we've agreed on how we're gonna structure this, what we're gonna measure, what's important to the different buyer types, the user types, Then we want us to figure out, okay, this is just kind of an example of what some customers came up with. They said, we care about customer satisfaction, NPS score, and we have put a number that it's worth X. Then we care about time to market, speed to market, branding, co branding. This was a big OEM. We actually sat down and wrote these down and then prioritize them and then had the formulas on there to say, that's how we're going to measure this. These are the numbers we're going to use. And of course, back to Bruce your point, Who cares about that? I mean, sometimes NPS might be a corporate goal, but each division or or or function might have part of that. So aligning those metrics to that buyer person, so it's not just a corporate initiative and what's in it for me gets forgot about. Yeah. Good point. Over time, we kinda came up with 3 different ways to work with clients. So, discovery, and I mentioned this before, I mean, we've got to work now with the the people, marketing, sales, whoever it is, but we could walk the factory, show me your marketing, new product development, whatever we're trying to focus on, show me what you've got. I wanna ask a lot of questions because right away, I might say, I can help that there. That's not as good as best practice, or we've got a solution here. We wanna have some quick interviews. And I mean quick structured interviews. I remember when our team would say, we wanna go talk to a bunch of people, there was a pushback. If it's 15 minutes, it's a structured interview. We're asking these 15 questions or 10 questions. We got much more access that way than I can't put your people's time on my colleagues' calendars for an hour to say hi. So it was and we tried to do these face to face versus emailing them or using a survey tool because it's, you know, interactive, but that was part of the request. Again, when you're there, a better time to ask those their KPIs because your key buyer might not know the KPIs of other divisions or they might make assumptions. So now that I'm there, and again, as I'm walking into their office, there's a good chance they're on the wall. They're right there. Yeah. Or at least saying, or I know if I'm going to sales, it's probably profitability, new sales, new sales of new product. I mean, I've got an idea of where we're going. And then kind of a structure of how we're going to show them some new ideas. So discovery to find the opportunities. And then again, we talked about prioritization. Which of these has the highest impact dollars we expect? Which of these are the easiest to impact? If it's really our game back, it's gonna cost you a lot of dollars, but it creates a lot of dollars, I might have a different focus on that than a quick win, high probability it happens, turn the light switch off and make it easy to do, low cost. But one is structured to prioritize. And then in this case, we wanted it was a technical buyer, so the engineers had to approve it. The other people who said, okay, fine. So then whoever the the the final technical person within that ordering offer is, and then we had to work on realization, okay, now that we've prioritized these, the funding is here, it's been passed, we need to buy, we need to implement, we need to have our baseline, where are we today? I'm amazed at how many times people implement a solution and they don't write down what's existing status today. Because then when I ask them in 2 years, Yeah, it got better. Better from what? All I'm gonna say is so much better. I'd really wanna know how much better.

Bruce Scheer: Great great point. I loved your idea of walking the floor or getting into the client's office or because very often, just in the context itself, you're gonna see what they care about and what you might be able to link to with your solution. Prioritizing against that in terms of the cost of measurement and having that information there and the value associated with that as a focus area. And then thirdly, the realization, making sure that's not nebulous, that you have your baseline. And then when you do your swing back, you can look at that delta. What's the improvement or how did we do?

Todd Snelgrove: And what I find is interesting here, the early days, we'd say, my team's gonna come in and find a way to make you more profitable. They did this. We just didn't have a process. Mhmm. And customer buy processes. Oh, this is a structure. This is what's gonna happen. It looks more professional. So it's not like I'm asking our team to do stuff they weren't doing, but I was getting the buy in from the customer. They had to do something because too often in the early days, we have an agreement where to come in and help the customer take waste out. Like, people couldn't get access to the Smart People. They didn't get the KPIs. I mean, okay. They got a responsibility here. If they want the money, they need to help us find them on. They really like this, believe it or not. It's something to the process. This is a phase where sometimes procurement and my procurement buddy said, this is where I utilize he came up with this, having a meeting with me, my strategy of stupidity. And they go, what do you mean? Now I'm gonna start playing the game of I don't care about that savings or I don't care. I go, what do you mean? He goes, your old colleagues, if I said I didn't care about downtime or incur about labor, you know what they do? They would come in and be Superman and give me more value. And that's for the technical people. I'll show you how smart our team is. I could come in and do this, this, and this for you. Be careful. The smart people you said said, okay, so you don't care about this in the ranking, we won't do that. But you said you could do that. Yeah. But it's gonna cost me time and money to do it. You said you don't value it. So why would I spend time and money for something? Well, maybe we value it a little bit. Be willing to pull things away. You'll very clearly find out what they do value, but if they can get you to do the work for free, why wouldn't they? And he just said, I'm pleased at how many suppliers. The dumber I acted, the more free stuff they gave me. I've got a bunch of statistics that I kinda wanna come towards the end here. What is the value of doing this right? Okay? And there's a lot, and we're not gonna go through 100 of them, but it comes from 2 big pieces of research. The first one was a book called Value Merchants. It's a while old, but there was a recent article this summer called Acing Value Based Sales that I was involved in. And there's just so much information. Companies that take a value approach, and this is what Bruce has been talking with all these sessions, what is the value approach, value creation, value quantification, which lead to value pricing. People that do this are 24% more profitable than the industry that they play in. They're 36% more profitable than the people that take a market share volume approach. This is worth everything if you do it right. Having a business case speeds up the close, a concise, clear business case that looks good, has some visuals, makes sense, will get passed around. All the customer can say is, I don't believe those numbers. Where have they done it before? What's the probability? These are all closing questions that get me back in there to have that discussion. But they speed up closing rates, so time to order. If we're coming into the year and there's orders not happening, you're not hitting your target, I would be sending out a business case to all those opportunities to say, hey, remember that I'm making numbers up, that $50,000 solution I showed you? You could have that paid off by the end of this year. The business case just makes sense.

Bruce Scheer: Todd, just to anchor on that, the recent study 2024 with Genius Drive found that sales cycles in contract by 25% if you do sell based on business value and have that business case. That certainly impacts that the cycle time. You can actually sell 35% more if you have a business case on the front side of it. You'll win more by 48% if you do sell with business value here. So you talked about the the corporate metrics, say, more profitability, but, boy, to the seller, the value professional that we talk about, the price is huge when you move in this direction.

Todd Snelgrove: And and you should be able to dramatically reduce how much you have to discount. And a 5% price reduction for the average publicly traded company in the US is half the profit. Not gross margin, it comes off the net. And go Google people's nets, 8, 9, 10, 11, 12, 13. I mean, unless you're Google, you're 18. But they might have a gross that's huge, but it comes off the net. So, you mean, we've all seen those charts. What is a 1% price? It's huge. So it's worth the fight. One statistic that just came up from this new article, which I was very interested in, that a company's net promoter score went up 20% when they delivered a business case with the offer and then tracked it. People felt they were getting value. And when the person came back to check, did they receive the value? That shows they cared and they want to make sure the value was received. Companies I've been involved with, that's a KPI. It was actually an incentivized KPI. And it's like, this could be the easiest thing to do because while I'm there, I'm either selling more, improving it, looking for other opportunities. I'm that trusted advisor by coming back.

Bruce Scheer: So you're the value guy, the value professional. Perfect.

Todd Snelgrove: So we talked about, you know, why procurement might not want or be able to pay for value. I think there's a lot of assumptions there. I think most of them are incorrect. We have to do our work, but let's just walk through what we talked about in the, earlier episode that a customer said to me, I can measure price. I can't measure value. That is not true. What they mean by that is that salespeople coming in and going, I'm at a relationship. I mean, they're using all these big words. You can measure value. It might take work. There are tools that you can use. There's research. We've talked about this. I can measure value, and I could put it in dollars and cents. This quote came from a chief procurement officer at a big industrial company able to say, he says, price hits my bottom line today. Value is long term. Value does not. I'm worried about this year. I'm not sure if we're going into recession, whatever the argument was. There's an assumption to some people that value is long term. The word value to them might be negative or it might be long term. You're You're gonna make a machine at 12 years, last 14 years. I don't care. I will show you by the right KPIs, by the right metrics of where I'm gonna focus. I will get you immediate wins. Usually, the big big wins are the long term ones, but I would make sure we had immediate focus, short term wins that were immediate, but also some of the long term big hitter ones. But one client said, if you want to deal prices guaranteed, if I get you or your competitors to give me a rebate check, I take that to the bank. It's hard. Value is soft. Again, the word value, relationship, ease of use. I mean, no, we need to convert those to dollars. And guess what? I will guarantee it. We talked about the ability to say, here's what you bought. I'm gonna put a value guarantee on it. Here's my process. And I'm gonna do that in lieu of discount it. I had a full time job trying to get customers and almost 200 agree that that's a better methodology. So I can guarantee value. This was interesting, and I never really thought of this one, but value programs take work. You wanna meet with me? You wanna meet quarterly with me? You wanna talk to me? Yellowgate you, taking the same RFP, changing what am I buying, office supplies to travel and emailing it out doesn't take much work. I need to show you, we, as the value professional, need to show it might take more work, but it's better for them. I just read a bunch of statistics and say what's good on the sales side, we will close what's we we did see some statistics on what's good from procurement. It might be more work. It's a lot more beneficial for them. Those savings get to their bottom line and make them a more efficient company. Now I've heard this before. My boss measures me on unit price reduction, not TCO savings. And I sure as hell don't wanna sound arrogant. I have never lost a deal because of that. There's been misinterpretation between what management said and somehow how it got implemented. Because you could pay the lower price for the widget and pay more to ship it. Well, no, no. What I meant was a total lower price. Oh, once you use the word total, then I'll go, oh, so you wanna pay a lower price, but pay more in energy. Well, no. Okay. I can walk them back into a TCO. Some people might have a negative terminology of what does TCO mean. That's why I have that total profit added. But this is not a dead stop. This is just come back at it again, come back at it with some more information, come back at it with some statistics and say people that buy this way are more profitable. I have heard this. It makes me sick to my stomach as somebody that spent a lot of their time in big companies or as a shareholder. That is somebody else's department or benefit, not mine. You're asking my department to pay more out of my budget so that I'll just make this up. So marketing spends more to get this software to make life easier, but sales gets the benefit. There's 2 things I do here is I, first of all, look people in the eye. That will make your company more profitable. And every bonus I've ever seen has a company profitability to it, number 1. Number 2, I wanna make sure the customer as a whole is better off having we'll just go back to the marketing department being great and the rest of the company being bad. There won't be a company left. And sometimes I've had to go above people's contacts that I'm talking to and say, I have put a solution in front of your business that will make your company more profitable. However, one person's being asked to pay for it, somebody else is getting it. I'm making this up. One team is paying for the energy saving stuff, and operations is getting it. Most people say, we'll move the money. I can align the budgets. I can take the money to accrue where the benefit is, but I announce earnings per share once a quarter as a company, not by a department. Mhmm. Again, I'm not trying to be arrogant. I'm not trying to upset my customers, but I've heard that before, and we have to be able to address it. And this comes from some research will say, but the customer's perception for curing look. The offerings are substitutable and the same. Your widget versus their widget, whatever that is. It's not worth the time or effort to do any value analysis. That's a perception, and you would not believe how many times I stood on stage and from the industry I came to, and people like, I never thought of it that way. The only way to do that is to go back to doing the res the research ahead of time, makes making some example cases up, and having the ability to present that. Because the customer is not gonna wake up one day and go, oh, I should reevaluate that bucket of what I'm buying and it's valuable. We might need to shake them up a little bit and go, I never thought of it that way. You're right. There's big money there. So again, marketing's job, but sales job, we've gotta maybe shake their thought process.

Bruce Scheer: Boy, Todd, your voice of experience in dealing with procurement and and some of the negative perspectives that around value and things that you've heard and and how to counter that, that's really wise just to make sure everybody's focused on value and, of course, we've heard the value soft and I'm focused on the short time period, etcetera. It's not my department. Helping people see that value light and the motivation to be measuring for that is

Todd Snelgrove: is just imperative if you truly do wanna be impact ready and measure for that impact. Bruce, it reminds me that sometimes I might see these commentaries come from people that are more on the I hate to use the term lower level, the buyer. Because it's it's translated down to their level. Sometimes to resolve some of these, I need to go to the vice president of procurement. The person that wears a shirt and tie that says, here's how I'm going to buy. Here's my structure. Here's my strategy. They've got the authority to change the rules of the engagement. So maybe it's the level we're talking to, and it's not easy. You don't just pick up the phone and say, I sell this. I want to meet the VP of procurement. You better have your numbers. You better have your research done. You better be value ready to call them and say, we've got something in place. Your team wants it. I I think we have a metrics issue. It will make you more profitable this year. Do you have time to talk? And if you're really good, you can throw a number out.

Bruce Scheer: Todd, that's really savvy. And as you move upstairs, maybe you can hit some other metrics that that are, you know, value based metrics that are critical for the performance of the business that heads of procurement are going to care about.

Todd Snelgrove: And the only time somebody's going to focus on price is when they don't see other value. So again, the lowest price does not mean that's going to be more profitable. So great piece of research. It was, done by Boston Consulting Group, and they did a study of 25,000 publicly traded companies over 44 years. And I was at a conference with a bunch it was a CEO conference, and they they they had us on our phones with that little app and said, what do you think the three rules for success were? Right away, I this is my opinion, Innovation, number of patents, however you'd measure innovation, but first to market or innovation or something like that. Size of company, big companies can squish small companies. And so there was this list on the board, I think of 25 things. And the 2 authors came back and said, there are only the following three rules. Number 1, be better before being cheaper. Being cheaper doesn't win. Being better does. Better's more value. Cheaper's lower price. That was the number one determinant in 44 years of research of who wins. And Is that just

Bruce Scheer: a more value or differentiated value, some something that the competitive alternatives can offer?

Todd Snelgrove: Value that the customer is perceives and is willing to pay for, whether it's the product or the service with the product. Mhmm. Sometimes value is I mean, your widget, my widget might be the same. It's the delivery or the customer experience around it, but the lowest price person doesn't win.

Bruce Scheer: Got it.

Todd Snelgrove: You went through the Fortune 1,000 companies, and they showed the logos over the years, and you're like, yeah. I don't see the low price person I've never heard of. Number 2, revenue before cost, and that's that numerator, denominator discussion. Can you really differentiate? You can only get cost out so much before you start cutting the bone and stop delivering more value. Find a way to get paid. Sell more, sell to better people, but I'm gonna sell something better, and I'm gonna get paid for it. And, of course, there's always somebody that's gonna be focusing on the cost side of the equation. And number 3, there was not one other statistical significant correlation in 25,000 companies. So innovation, time to market, patents, r and d expenses, any of that stuff. It was like, all you gotta do is focus on rule 1 and rule 2, create something that's better that customers perceive and appreciate and get paid for it. That's the takeaway. I mean, it's an Harvard Business Review, but that's a big study. Perfect. I'm not going to give you a zillion statistics, but we've talked about what is it to sell value and get paid for it? Well, I've always had to make sure the procurement understands that it's better for them to buy value. It's not a one way street. So I'm gonna throw out a few quick statistics. Most of the stuff we see, Bruce, is on the sales side. What's in it for me? Do you sell value? Do you pay for value? So, actually, I'm gonna be doing a session for Manufacturers Alliance, a big industrial association. They did a study with their chief procurement officers and found that people that bought at best value, they used that total profit added methodology. All those costs or all those stages and all those benefits were 35% more profitable than people that didn't measure value. Landed cost, if you remember. Wow. That statistic, if a customer challenges me, this is their own association saying, what we're talking about buying value, I've got statistics that say you're better off. There's research from Nobel Prize winner, from 2009 that's based on this out of the University of Tennessee. One of my favorites comes from a strategic account management, study that said, companies that focus this partnership idea focused on value, received 4 to 6% more value than companies that had this antagonistic RFP, lowest price, good enough. And the reason why I stand on stage in front of procurement people, where do you think buy people are gonna go with their best ideas, with their best people, with the newest innovation, when the phone rings and there's a problem? The person that takes every order out for bid or the one that has a long term partnership and says, you deliver value to me and I'll give you more business and I won't nickel and die. That's a lot more. So there's a bunch of research. We don't have time to go through it, and people probably don't want to know it, but you'll see it on the Value Pros website. We'll continue to put this out, but there's a lot of research to help get procurement to realize this is not a sales pitch. We should engage together based on value, quantified value. What is the value? It's good for you and for me. It's not a zero sin game. So I'm gonna close with one of my quotes. Price is only ever an issue in the absence of value, and I believe that value needs to be quantified because that's the only measurement I understand, euros, dollars, cents, who cares? What's important to Bruce might be different than what's important to me, but if we can get that down to dollars and cents, I can sure as heck justify paying for it and customers can find the money to buy it.

Bruce Scheer: I love it. Yeah. What a lovely summary as well. Just in terms of being impact ready, being setting up the metrics and quantifying against that and leading with with what I call, Todd, real value, quantifiable value through that process. That that is a huge differentiator as part of the sales process, being that value professional who is the trusted advisor, who does get the call, who does avoid RFPs when that trust is high and the value's high. No better way to be. So now, lovely summary point. Well, thanks, Bruce. Oh, absolutely, Todd. And there you have it folks, another value packed episode of the ValuePro Show. We hope you have gained some valuable insights on how to get impact ready and deliver measurable results for your client. Remember, if you want to assess your own value readiness, head over to the valuepros.iosite and check out our value ready assessment tool under the resources tab. It's a great way to gauge where you stand across all 10 value readiness dimensions including being impact ready. A huge thank you to Todd Snelgrove for sharing his wealth of knowledge and experience with us today. If you enjoyed this episode, please don't forget to subscribe, rate, and review our show. Your support helps us continue to bring top notch content on value creation and delivery. Until next time, this is Bruce Scheer reminding you to always focus on creating, communicating, and capturing real value. See you on the next episode of the ValuePros Show.