A Guide To CLM System Implementation With Susan Zagorski

Made with speech-to-text software, so a few words may be off.

0:00You're listening to the Contract Heroes Podcast, your one-stop shop for all things contract management. And now here are your hosts, Marc and Pepe. Hello, everyone, and welcome to another episode of Contract Heroes. Today joining us from FMC Corporation, the legal operations director, Susan Zagorski. Susan, welcome to the show. Thanks so much for joining us. Great. Thank you for having me. Awesome. And, and Pepe, you know, before we dive in, what are we gonna be talking about today? This is going to be a great success case of CLM implementation. There's a lot of details here, so I don't wanna do a lot of spoilers, so I will leave Susan to talk about all the journey from the beginning. We were just talking about it. We had to hold it because I think we, we thought it was going to be really important for our au- audience to listen to her. So, uh, Susan, can you just tell us, like, how this journey started?

1:00Like, how or when was, like, that exact time where you said, "We need a CLM now"? Right. So we originally started our journey to CLM with a systems and efficiencies project back in 2021, where we spent a good amount of time with our regional, our cross-functional teams kind of gathering, surveying, getting information around what were the pain points that the law department was experiencing. And we weren't just looking at just contract management, we were looking at our overall technology. And so coming out of that surveys and all that information and the rating and grading of the di- various pain points, it became clear really early that document contract management was the biggest problem that we should tackle right away. Awesome. And, like, can you tell us a little bit on how you start looking from vendors?

1:51Because, yeah, I mean, I mean, I'm pretty sure, like, when you started and you Googled just CLM, you get a list of over 100 different vendors. Like, how you start, like, drilling down all those, that offer and just, like, say, "Okay, these are our top five," and then top three, and then how you decided the winner. So, y- you know, when you go to these conferences, like, there's so many CLM vendors. Oh, yeah. It seems like every year you see, like, 10 more that come out onto the market and, um- They own the conferences. Oh my God. Yes. And so what we actually did is we started first with, like, what did we want in a contract management system. So we built a separate subteam coming out of the systems and efficiencies project to focus only on CLM and what did we actually wanna see. So what requirements does the law department need? And flexibility was one, customization, the ability to do complex workflows, localization of course because we're a global company. All of these were major concerns.

2:52So we built out our list of requirements first, and then I, myself, some of my team members, spent a lot of time in the marketplace. We looked at the Gartner reports, of course we looked at all of those various, like, information things, but then also just going and talking to vendors, looking at the demonstrations of what they could do, and identifying any of the ones that could potentially meet the requirements of what we had established. Mm. So once we had the list of potentials, then we worked with our procurement department to go to full RFP and evaluation. And we started with, I think, about eight potential people, narrowed them down to top three from the responses that we received from the RFP, and then we had them present to the global law department. Got feedback from that, and then we narrowed it down to our top two. Once we had it down to top two, we requested sandboxes from both of them, and we s- had a small team that was in the sandbox testing out the various functionalities. We had a test script.

3:50Um, we involved our implementation partner, which we used FTI, to help us, like, with that evaluation and the testing script. And then we narrowed it down to our final selection, which was Agiloft. And Susan, I wanted to take a step back too, and, and get a better understanding of during that kind of internal process where you were discussing what was going to be important to your team and what you were gonna be evaluating these vendors on, how did you come up with those requirements? What teams were involved, and what was that process like? Right. So it was again regional. We had, like, a o- one lead from each region that was part of that team, and then we had some business counsel, IP counsel, and procurement counsel that could provide feedback on what they needed based on their support of the business in regions and functions. And we developed kind of a list, my team developed kind of a list of the various functionality that we've seen out in the marketplace for CLM, and basically used, like, a ranking process through a series of surveys, then asked for additional information coming out of that to really drill down to what the requirements were that the law department needed.

4:55And you were telling us a little bit earlier, uh, Susan, that you had a, you had a system in place, right? I mean, it was like a mix-up of a lot of different systems. But do you think, like, using your current tech stack helped you to know what you were looking for, or made it, like, like, a little bit easier? Oh, absolutely. Right? Absolutely, yeah. No, because you already knew what the pa- some of the pain points were. Um- Exactly... when I came into FMC in 2017, we were doing one of the biggest deals FMC has done between, uh, a divestiture and an acquisition at the same time, and I never wanted to go back to being able to gather some of the information that we needed to gather around our contracts, only doing it by, like, literally chasing people down and finding wherever they were storing stuff. Not to mention that some of the key points that we wanna collect information on, like assignment clauses and warranties and all of that stuff, learned a huge amount just there in my first year, and those were some of the things that I already knew were pain points.

5:54But then we also wanted to talk about functionality and what's gonna help the law department become more efficient. Right, and we've seen that actually. Like, I mean, a year, I think we answered, like, close to 50, 60 different RFPs. And you can say when a company has already something in place because they ask you for very specific things. Yes. While companies that have no idea, they only heard about CLM, now AI, you know, they... You want... Do you have AI? Yeah, but for what? Well- You know? Yes. Yeah, I mean- Yes, I... And I will say that my general counsel, when I first started at, in, in 2017, the, one of the first things she said was, like, "I want AI." And I was like, "Okay, wait, wait, wait, wait, wait. You don't have a playbook. Like, you don't have a clause library. You wanna just go straight to AI? That's... You gotta crawl, then you gotta walk, then you gotta run," right? And that's kind of the approach that we took to everything that we have done with CLM so far. And what did that, you know, this initial phase of the implementation, what was that, that kind of that crawl phase?

6:52What were the, the major things you were like, "Hey, we gotta get these things up and running first before we move any further into the process of implementation"? Well, I mean, of course you have to stand the system up first before you do anything else. And, and there's a lot of decision-making that you have to do even just around that to get to your functionality. I mean, I've done a lot of system implementations in my career. I think I've done over 20, so I have a lot of experience on that back end of it. We originally were gonna take a very small approach, like a, a, a much smaller stage approach to our implementation, and we were just gonna be, like, CDAs, um, which is our confidential disclosure agreements, and MTAs, material transfer agreements. They were ripe because we'd just redone them with the IP team. Like, we were like, "This is gonna be really easy to roll these out. We'll start in North America." And we'll just be like, "Okay," and then we'll gradually move all the regions on. And my general counsel was like, "No, no, no, no, no. Not big enough." And so we ended up doing a global launch, all CDAs, MTAs. So there were six templates with, in all of the languages, seven languages globally, and we went from signing the agreement with Agiloft in December of 2022 to launch in May of 2023, which was just an incredible, like, fast-paced ability just get it to completion.

8:07I think because of the time that I spent with the team understanding a lot of the pain points and what we were trying to solve for, making the decisions on implementation was relatively easy. I mean, more of, like, trying to think of it as a bigger picture. Want the functionality to work across all of the various contract types. This is what the workflow should look like. This is what our signing structure should look like. This is what... It was a little bit, I think, because we spent the uptp- upfront time in, like, really gathering all of that information and having a better understanding of what our contract processes looked like before we even decided on a system. Yeah, and I think Pepe and, and I would agree that that's so important, right? That is always the first step, and we always recommend that folks do that even before you start to evaluate systems or maybe get that first round of demos right and, and then start to understand what type of system you're looking for, what your requirements are. But from there, you really need to build out your internal processes before you decide on anything.

9:05And that brings up another question that I wanted to ask was, you know, obviously, when you got down to those final two, what was the deciding factor that pushed Agiloft over the edge to be that solution that the team wanted to move forward with? Honestly, it was the sandbox testing, because once we got in there and they were... They had a bunch of test data, and I think for me, the pain point on the test data was trying to explain to attorneys, like, "No, no, it's not gonna work like that because that doesn't happen in us. So you gotta look at this as it's just test data." 'Cause they're like, "I can't find this." And I'm like, "Yeah, you're not gonna find it. It's test data." But really spending the time on the functionality, testing out, like, what the automatic notifications look like, what does the workflow look like, it really became clear to us between the top two that we had. And Agiloft was really great working with us on all of this too and answering all the questions as they arose, et cetera. But one of them was, I think, overpromising and underdelivering, and what we were getting with Agiloft, we were getting exactly what we were told we were getting, and that's what kinda cemented it for us. I, I honestly really like that approach on, you start using sandboxes. Of course, they're demos, they don't have- Mm-hmm...

10:08real data there, and that can cause a little bit of, you know, conflict internally because they're looking for a specific contract, but it's still not there and it's not gonna be there Yeah... until everything is implemented. But just for curiosity's sake, like, in my experience, a lot of the times, like, uh, especially legal, right? I'm also a lawyer. Uh, we all know that we are not, like, really tech-savvy, like maybe people in procurement because they're used to using ERP systems since ages ago, you know, or sales using the CRMs. Yeah. So how was it? Because I, I think a lot of the times people are a little bit afraid or maybe, I don't wanna say lazy, but, you know, very busy, and they don't wanna take a training on, on how to use a system. So making those stakeholders using a complete new system before implementing it and doing all the workshops and doing all the implementation, UAT and whatever, I think that's brilliant. But I'm, I'm curious, like, how that script look like. Look like it, it was like a, the whole contract life cycle or can you give us a just, like, brief example- Yeah, I mean-... on how it look?

11:15So first of all, I was very lucky to have a general counsel that was very vested in this project. He was like, "You're..." He's, in all of our law department meetings, he's like, "We are doing this. You don't have a choice," basically. And he could see, like, what the value would be to FMC as a company bringing this, and not to mention that, you know, to our law department specifically. So first of all, that was great. For the testing purposes, it really was, like, you know, some of it was basic, like, "Can you sign onto the system? Can you view the attachment? Can you..." But, like, then also moving it to the next phases, right? Do you, can you review it? Can you make an edit to the document? Can you send it back to the requester? So, like, the stuff that we would expect the attorneys to do every single day. Now, in the background, myself and another team member on my legal operations team, we were doing more of the administrative stuff, like what can we do with the system? How easy it, is it to change a field? How easy is it to change the view, the lookout? How easy is it to add users, remove users, and do some of the other stuff, the more technical things?

12:17So we had kind of different scripts depending on which user was using the system, because we wanted to tie it to what their real-life experience would be. Yeah. And one of the things that we want to talk a little bit, uh, deeper is the change management part, right? So I really like your approach on divided this implementation in phases. I think that's the best way. Like start with the low-hanging fruit, and then go with the other de- departments. How are those conversation with the other, like, the business departments? Like did you get any feedback from, let's say, procurement, uh, when they're using, so, uh, you know, sourcing events, uh, software, or how was that conversation? Because a lot of the times, like, if you don't have those conversations at the beginning and you just wanna go live and then just tell procurement, "This is our new system, now you have to submit all your contract requests here," uh, that can bring a lot of friction. But when you bring them from the beginning, I think they can get, you know, excited, because now they will be able to do these type of things that they weren't able to do.

13:22Like, uh, can you tell us, like, how was those conversation, how, how you were bringing other, uh, stakeholders into this project? Right. So when we identified the CLM, and maybe I should've s- mentioned this even when we talked about building the requirements, we had a representative from procurement involved at the very, very beginning. So when we launched the project and we talked about pro- cross-functional, there was a, um, director from procurement that was in every single conversation, every single part of the demo. Not for RFP purposes, but actually for procurement's evaluation of the use case. So the intention was always from the beginning that we were going to move to one contract management system, and we were gradually going to bring all of the various functions, and including sales side, et cetera, which is later phases for us right now. So when we got to the end, we had a conversation with our vice president, uh, of operations, that procurement falls under my general counsel, who's also executive vice president, myself and the room procurement counsel.

14:20They're, they're pr- just to make sure that everybody agreed that this was the system that we could... And at that point, the procurement was like, "Yeah, but we need to be phase two. We're not ready yet. We have some other work that we need to do." We're like, "Great. We- we're gonna do CDAs and MTAs first, but before we even sign the agreement, you guys are on board?" They're like, "Absolutely." And that's kind of how we got to our phased approach of how we were going to roll this out. Yeah. No, I mean, I love that, right? And I, I love that you brought in those business, uh, those other business stakeholders, and you had conversations with them, and you made sure everybody's on the same page. You know, all too often we see that, uh, one department buys an application because they really, it really fits their needs, but you know, it, it unfortunately doesn't scale to other departments. Or maybe even, I mean, there's some times when they're already using something, right, that could've been leveraged for, for what that, what the legal team or the procurement team is trying to accomplish. So yeah, that's, that's great to hear that the team was already having these conver- these internal conversations to make sure that, again, everybody's on that, that same page.

15:18And I think with that, right, now that we've talked about kind of that evaluation process, working together, the collaboration, what does that next phase look like f- for the organization when you look into the future? Right. So we just finished phase two, right? So phase one was our global CDAs, MTAs. Phase two was really procurement agreements. We did a couple of discrete agreements, like our intercompany, we did a private label agreement, media distribution, et cetera. Um, w- each time, so last year when we roll, rolled out phase one, we actually had a phase, what we called phase 1B, where we did some more specific cleanups, like, you know, coming out of the CDAs, MTAs. One of our things that we learned was India needed, like, a specific header for their stuff, like small, little, discrete types of things. So we would do some cleanup, and we would also be gathering requirements for, like, what are we gonna do for the next phase. So when we had phase 1B, that's when we were evaluating, okay, is procurement on board? Are we moving forward with the procurement contracts? Are we not? If so, what does that look like?

16:15Every single phase that we have had, we've also redone the templates, right, to kind of make them a little more streamlined for the system. So part of the process is a review of the templates. How can we make these templates better? How can we re- reduce the negotiation pain points? So everything was system-related. Some of it was really business opportunity, which I also think helped with the adoption, because we could tell people, "We're trying to address, like, some of your negotiation pain points, and these are... This is the reason why you have to use the system, because this template is now only available in the system." So with that being said, we're now in that s- phase 2B, where we're doing a little bit of, like, cleanup, and we're also doing that evaluation point of, from that, what are we going towards next. I know that there's an appetite from the company to go towards more sale side, so that might be where we're taking our next approach. And is there any metrics you're using internally, like, you know, when, when you start, when, when you brought pr- procurement to the game, like did they say, "Okay, we are on board as long as this is covered"?

17:21Like, what was the expectation from the commercial teams? So that, that was interesting, because that was actually more pull on our side than it was push on their side. So we went to them, especially as we moved the MSA in and SOWs and those types of things, and said, "Okay, what do you wanna report on? Like, what do you want at the end of the day that's important for you guys to know and to be able to track?" And from there, they actually gave us those, that information in those fields, and we're currently in process of, like, working on their dashboard so that they can, like, get better insights into the contracts, et cetera. But, um, and that's part of the phase 1B. Like, first we get all the contracts into the system, now we get to do all the fun stuff of, like, dashboards and, like, metrics, and all the analytics. So, but they, because we asked that information up front, they can now create those dashboards, and that gets everybody excited, right? Because it's like now, oh, my God, look at what I can see. Even when we implemented, like, one of the first dashboards we created was, like, a user adoption dashboard, so we could keep track of, like, how many users do we have in the system, how many contracts are being created daily, how many- What's the status of the other contracts?

18:23What regions are the contracts being created in? So, you know, I think we saw at the beginning, like APAC was, like a little bi- behind the curve, and so then we're having conversations with our lead APAC attorney of, like, "What's going on in your region, and why aren't you guys adopting this? 'Cause I know that there should be more contracts," you know? It really helped us, like, on all of that. Being... We have insight into data that we've never had before, and I- honestly, my general counsel was super surprised at, just at the sheer number of agreements. I mean, we kinda knew, but now we really know. That was brilliant. That's the first time that I heard about user adoption dashboard. That's really good, because there, there's a lot of data there, like how many contracts have been re-requested using the system- Yep... versus how many users we have with the license. So that's a pretty good one. And, um, well, from what is... From what are we talking about, Susan, this was, like a global implementation. You just wanna go big from the beginning, which is... I- I'm pretty sure there was a l- a lot of challenges there, and one of the big challenges that we've seen in during the implementation that we do with our customers is, of course, the adoption of the software.

19:27Like, and you just said, like, you had a dashboard right- Yeah... in order to, to measure that. Uh, can you tell us a, a little bit like how was that change management/training phase of the CLM implementation? Like, how do you... How did you guys sell the system internally so people can s- start doing the trainings? Or do you build- Yeah... like very specific training, or how was it? We, we did. So first we s- we had a very robust communication plan, and I, I really leaned heavily on my global ethics and compliance program manager, because that's what she does, right? She does, like, all these communications and trainings and things like that. And so we had a communication schedule. We blasted things on our company internet. We put things into our company newsletter. We had, uh, took advantage of the compliance ambassadors to, like, talk about, "This is coming, this is coming."

20:21We did a video, uh, and since we started with CDAs and MTAs, which were very IP specific, we had our IP attorney on there, we had our general counsel, we had myself talking about what we're doing, why are we doing it, what's the importance to FMC. We translated the video into, I think we actually did more than the seven local languages. I think we did 12 local languages, so that e- everyone could actually understand what's coming and what to expect and what do we need from you as stakeholders, and why is this important. And it was huge. We had it... We had... I got tired of seeing my own face. We had it playing on, like, every TV, like globally, e- everywhere, you know. Um, so every time I'd get off the elevator, I'd be like, "Oh, there's my face again." So, um, yeah. But it was, it was really helpful. And then the local regional councils also use, like, their company meetings, things like that, to take a couple minutes to talk about it as it was coming.

21:20Once we launched, we did conduct... We spent a whole week of conducting day and night trainings, inviting various stakeholders, whether it was regional, whether it was... Um, and we kinda defined the trainings based on what role they would play. So we had, "Here, you're gonna be a contract requester. Here's the people that need to come to the contract request trainings. Um, you're gonna be a signer. This is what you need to expect as a signer," right? "Uh, you're gonna be an attorney. Attorney specific trainings." And we, we recorded those also as we conducted them. We put together a massive amount of slide decks. And even since then, um, we record like one-off trainings, like, "Here's how to customize your DocuSign envelope," and we have, like, a little recording and, you know, people can follow through. But all of that communication, I, I can't underline the importance of communication. This phase two, when we did the procurement contracts, we had a video about, like the why procurement and legal are so intertwined, and, like, their support of the system, and that there's only going to be this one system.

22:18We rebranded the system. When you log in it doesn't say Agiloft, it says FMC Contract Central. That whole idea of, like, this is going to be the system that, you know, we're going to use long term. And how long are those trainings? Like, uh, uh, I, I know they're, like, different videos, but let's say like- Yeah... in average, that adoption rate, how long do you think- About s-... it takes? So we have different versions. So we have it walking from the very beginning through to the very end. That's about 12 minutes. But then we have very specific ones that are probably about five to seven minutes. That's... I feel like that's the sweet part. People don't wanna- Yeah... like, sit through, like, a, a long, long, long, long training. And it's similar to, like, slide decks. They don't wanna go through a 30-page slide deck to find the one thing that they're looking for. Oh, nobody reads those. No. Correct. And now Agiloft now has, and what we're exploring, uh, they have a chat functionality in their newest release. Mm-hmm.

23:15So that's one of the things we're sup- we're exploring to allow people to ask questions as they're, you know, doing things. Okay, and, like, in... With all those videos, how long do you think it, it, it takes? Like, couple of weeks just to start using the system? Of course, at the beginning it's always new. You need to, you know, to test and run- Yeah... the different things. But, like, how long do you think? Like, couple of weeks, a month, two months so people can start- No... using the system by themselves? N- uh, no, honestly... So when we started into this, I, I was like, "Oh, this is gonna suck." I'm just like, "We're gonna put a system in," and, like... And that's where we had to, I had to really change the mindset of, like- It's scary... how are we gonna commun- Yeah, how are we gonna make this less scary for people? How are we gonna let people know that there's support there for them? How do it... So we, we really talked about, you know, it's just like any other system that you use in your daily life. If you go to buy a plane ticket, you're gonna fill out a series of information, right?

24:10And then you're gonna enter- Yeah... your information, and you're gonna get a ticket. This is the same thing. It's, we're gonna ask you a series of questions. You're gonna answer them. At the end of the day, you're gonna generate a draft contract, right? And that's how it's going to work, and that's what the message was that we were sending out. And I was... Really pleasantly surprised, even after CDAs and MTAs, the appetite from the business stakeholders to be like, "What else can we do with this system?" You know? Like, immediately, within the first week, people were just like, "Wow." I- chief IP counsel is like, "I turned a CDA around in less than 24 hours. It's amazing." Wow. You know? And then we could start talking about some of those pain, uh, points and actually saying how we've solved for them. So now we're talking more success stories and how it's working. And what about... We're, we're talking about right now as an enterprise project. This, this is big. It's global. There's a lot of different languages.

25:04And a lot of the times, one of the key features that these enterprise deals look for is the integrations with, with existing systems, right? You know, either- Yeah... ERPs, either, uh, sourcing events, the CRMs. Like, how was that part? Because in our experience, the integration part is, like, a lot of the times the most difficult part because you have to know what kind of data you have in different systems- Correct... how you want to process that, and how you wanna store that same information in, in Agiloft, like in- Yep... this example. So how were those in- integration parts? I would say for the most part the integration was not bad. I mean, compared to other system implementations I've done- Mm-hmm... it, it was relatively easy. I think the most difficult one we had was our S/4HANA data because we pulled in the customer and vendor data, and really having to define exactly what you wanna pull in because, you know, there's different addresses, there's different fields, periods, whether it's an invoicing party or whether it's a vendor or whether it's a customer, and how do you kinda categorize those to get to what you want?

26:13And I think that one probably took the longest out of everything. DocuSign integration was super easy. Um, SSO integration was super easy. And again, we... There were decisions you make along the way on those, too. You know, what data do we wanna pull over from Active Directory, right? How do we wanna describe people? We're... Overall, I think the integrations were as easy as I've done overall. Yeah, the- I don't know if that answered your question... the ER- ERP integrations are, are hard. You know? And, and especially- Well, it doesn't help when the data's not great either. So, like, we did have that pain point where we called it out. Like, "Listen, we're using existing data, sorry." Yeah, exactly. And the thing is like you, these are very custom-made, uh, systems, right? You have S/4HANA- Yes... SAP. I mean, everybody knows SAP is, like, the biggest ERP system in the world, and then it- Mm-hmm... it's Oracle. And even though you can start from a out-of-the-box system, every company has their own tweaks, you know? And you- Yes...

27:10gotta understand how you get that data and then so you can know how to send that and sync with Agiloft. So yeah, I actually thought so. Like, that's one of the, of the longest part of, uh, of a enterprise deal. And of course, the other thing is that it depends. Like, if you're, uh, using external consultants, you know, you have your own for SAP, then you have your own for the, for the CLM system. You need also to coordinate using a product manager so, so they can talk, so they can understand and they know exactly, like, how to make those system to talk to each other. So yeah. Yeah. Well, and I think that the advantage that I had in this implementation was that I, I come from an IT background originally. Mm. And so I understand a lot about systems and databases and things. So, you know, and I have a pretty great relationship with our IT department. And really, you know, our implementation partner also did a really, really good job on helping with getting this set up.

28:12We had a, like... I think it was the weekend before go live that we had an issue with email, and I would say that was where Agiloft really pul- pulled through for us because, like, the sales guy, the program manager, everybody was on a call at 10:00 on a Friday night trying to get the email functionality working correctly. And it was just a weird little, like, blip. But, you know, everybody was committed to the project, and I guess that's where I got lucky. No, I, I think that's important, right? I think i- it's important to pick a, a s- a, a software vendor that i- is going to be dedicated and will spend time with you like that. And also, it's important, if you are using a partner for the implementation, that they have that knowledge, that they have that relationship with the vendor. I think those things are, are so important a- and things that folks should think of when they're, they're taking a look at what CLM tool they're... or, or any tool. Whatever they're, you know- Yeah... whatever software you're evaluating. But... And Susan, I th- You know, this has been a, a fantastic conversation.

29:07I think, you know, maybe we could leave or kind of finish this and wrap it up with if, if you could give one piece of advice to organizations that are out there starting a project, what, what would that be? Uh, I mean, my advice always to anyone starting contract management sys- any system implementation is really, uh, what we talked about originally. Understand your system processes. Understand what you need first before you go and buy a system, because it makes no sense to buy, you know, a Cadillac of a system and ride it like a bicycle, right? Yeah. You have to... Like, you wanna get out of the system everything that you need and not feel like you're not supporting the requirements that your company actually has. You're trying to change your company's requirements to fit the system instead, and I see people do that a lot of the time. There was what, something else I was gonna say along that lines on the systems. It just went straight out of my head. I'm sorry. No- It... Yeah... no worries. No worries. I think this whole... There's a, there's plenty of takeaways in here.

30:04So, um, I think that was a great way to wrap up. And Susan, we really wanna thank you for joining us. If folks maybe wanna reach out to you to have a conversation around your experience, you know, through this process, where would be the, the best place to reach you? So they can reach out to me, probably, uh, LinkedIn is probably the easiest place to get ahold of me. LinkedIn profile is under, uh, linkedin.com/sszagorski. You can also email me at susan.zagorski@fmc.com. Awesome. Well, Susan, thank you so much for joining us, and thanks everyone for listening to another episode of Contract Heroes. This episode of the Contract Heroes is sponsored by Koho Consulting. Koho helps organizations of all shapes and sizes find, implement, and manage their chosen CLM tool. Whether your project is buy or sell side led, Koho can help you navigate the waters of the CLM space to make sure that you're getting a product that's going to fit like a glove years to come. If you'd like to learn more about Koho, visit their website at C-O-H-O consulting.com.