Name: A Conversation on Workforce ROI: Partnership in Practice
Uploaded: 2026-09-03T17:15:51.920Z
Duration: 42 min 15 s
Description: A Conversation on Workforce ROI: Partnership in Practice

Transcript for "A Conversation on Workforce ROI: Partnership in Practice": Hello, everyone. Welcome, to a conversation on workforce ROI. I am Joshua Grant. I am the head of value engineering here with Legion. Thank you for taking time today to to speak with us and, hear a great discussion, with Ryan and Sanish about the outcomes found in our Forrester Total Economic Impact Study. Couple of housekeeping items before we get rolling. Feel free to introduce yourself and connect with other attendees in the chat. If you have a question for our speakers, please submit in the q and a tab. You'll find that, I think, I believe on your right hand side. And then additional materials such as the, Forrester Total Economic Impact Study, you will be able to find under docs, or resources. And then at the top, you'll identify a request a custom ROI kind of button or toggle, and we'll speak more about that at the end, of our presentation. So first and foremost, again, thank you so much for joining us today. How we're going to start is I'm going to walk through at a glance, the findings from our total economic impact study. So we will begin by saying, of course, we couldn't do this without our amazing customers always willing to, stand up and and represent what they are finding with Legion, from an outcomes perspective. This total economic impact study, was founded across four of our customers. As you can see, there's quite a variance, employee count and also, within space and industry. These customers taking care of us, and making sure that we're able to, again, show the efficiency gains from, Legion. So thank you very much. At a high level, and I'm sure you've seen this is we're very proud of it. Best in class 13 x ROI, 47,300,000 net present value. So, what that means is over a three year, period or agreement, our customers are in this I'm sorry. Excuse me. Pardon me, guys. This is a composite organization that we built based on 15,000 employees in North America, 700 locations. Based on the efficiency gains from our existing customers, what we found was that there would be a 13 x ROI. Huge returns in a lot of key areas that drive your business outcomes, very critical. What do those benefits translate to? From a scheduling optimization perspective, we see massive gains. Things like employee turnover reduction, being the only workforce management vendor in the space, we're very proud of that. Manage productivity improvements, avoided labor compliance penalties, overtime pay and, reductions there, and then payroll and workforce administration savings as well. That's how we get to our total aggregation. We're very happy again at any time to be able to quantify this for your organization and show you what you can unlock with Legion as well. Some key findings, forecast accuracy. We love our forecast accuracy here at Legion. We find that we are, on average, nine points above, the industry. That translates into a lot of that scheduling output and optimization. Reduction again in, employee turnover, 10 there. That is massive from a turnover reduction perspective attributed to Legion. Saving time per week to spend time on more productive and high value activities for scheduling managers, seven hours there. Reduction of fair work week payouts, this is a huge impact, to United States, retailers, 70% there. And then reduction in labor hours for more accurate forecasting, that's at six to 7%. Marrying this all together to have that best of breed, best in class workforce management solution to deliver you top line ROI. Additionally, from an impact perspective, things to think about, as you're setting your planning for fiscal year, as you're looking at transformation programs, within your space, Streamlining that scheduling, right, having an AI driven automation, it's gonna reduce that manual scheduling intervention. I was a previous retailer for, jeez, fifteen years, and I can tell you, seeing the Legion solution, seeing what it's doing for our customers, it's amazing. Rapid adoption, it's only as great as people use it. 92% of our hourly employees are using the Legion mobile application. We're meeting them where they are. Strategic insights, being able to have that visibility, that eye in the sky, and being able to break it down to the furthest level, within your jurisdictions and hierarchies and not having to do the guesswork, and do exports and imports from other sources. Early wage, access. being able to, offer, pay early, to your employees and on a daily cadence, 30% adoption. And then again, we're seeing improved schedule adherence, when we have tools like Instant Pay involved. And then fast time to value, accelerating that deployment and making sure that you are able to reach that value, as quickly as possible with our delivery strategy. All these things, again, combine giving you that best in class performance from workforce management solution. Now I'm sure you're like, enough of enough of this. Let's get into the conversation. I wanna welcome in, Sanish Mondkar, our CEO, and Ryan Holm, who's he's the DVP of retail operations and innovation at Helzberg. Welcome, guys, to the conversation. We're ready to have a conversation about about the TEI? Hey. Thanks, Josh. Hey, Sanish. Hey, Josh. Hey, Ryan. How's it going? Going well. How about. you? Good. Great to see you. You too. Awesome. So we'll start, kind of at the top with with scheduling and forecasting being our biggest impactful bucket in return. So, Saneesh, study shows that that's our largest value driver, right at about $21,000,000 in that composite organization. Obviously, you built the platform. That number, how does it make sense to you? Well, that is, obviously, a very impressive number. And one thing I wanna say about scheduling and just forecasting is it's really where the ROI shines. So almost every dollar of labor that is committed by a schedule is committed before anyone works a shift. This is all the scheduled plan that needs to be really tight to get the ROI. As we know, labor is the largest controllable spend in retail and schedule that commits it gets built two-three weeks out by a manager looking at a forecast. If that forecast is wrong, the money is only practically speaking spent. Either overstaff or you understaff, in which case your customers feel the impact or a sales feel the impact. It's really, really important to get this right, which is why forecasting and scheduling, in our opinion, have to be one system rather than two products. The forecast decides what the day actually needs. The optimization of the schedule turns that into something that takes care of the employee preferences, respects labor laws, gets the skills and the budgets equation right. Any of these things, if it's wrong, then basically the money is gone before the door is even open. That's how important it is. We are really, really impressed by the data that we are getting from this ROI study. Basically, what we are seeing is forecast accuracy went from 87% to 96%. Even though the model was intentionally conservative about how much of that gets converted into savings, even after that, it's about six-seven percent cut in scheduled labor hours. That is thousands of labor hours that is basically optimized. That's what comes to in the composite organization, that's what comes to $21,000,000 It makes sense to me that this is the area that lead and really focused on because it just drives so much of bottom line gains to our customers, Forecasting demand by driver, by department, by store is it's very hard. And and to get this to a fifteen minute granularity and fully automate it and take into account holidays and local events and all these things. It's just a very, very challenging problem. It requires building and scaling AI. So it requires making it reliable, which is basically what what the team has worked super hard on. So we're really proud of these results. And then taking this forecast into a legal, staffable, employee preference aware schedule with optimization across all the locations without really needing the manager to to do a lot of work is a is is is a whole different story. A lot of these value propositions and the results that you're seeing really comes through years of this hard work of platform building in a lot of layers and lot of really advanced technologies that are being deployed behind the scenes. One of the things I wanna call out is one of the customers in the study ran us against every other vendor in their RFP, and, they gave everyone three years of demand data and asked them to project very specific holiday demand. And we came closest to all these departments because as we know in retail, it's not just about forecasting day to day demand, but it's also the a lot of the sales and the outcomes come from holiday forecast or specialized day days and seasons and things that really drive your business. So that is that is what what is built. And and and like I said, we're really excited to see the $21,000,000 as the outcome that is now quantified by the study. Awesome. Thank you for sharing. Ryan, if you could walk us through what scheduling looked like at Helzberg before Legion. And then again, once those what changed once forecast accuracy improved? Did you see did you see a number recognized there from improvement of forecast to accuracy, from forecasting accuracy to to impacting the schedule? Yeah. So prior to going live on Legion, goodness. It's been a little over three years ago now. The reality is most of our schedules were were written on paper and then input into a WFM system. And that changed once we got on Legion. I think, for us, Helzberg being a full service jeweler, you know, luxury retailer, we have a fairly volatile forecasting environment in the in the sense that one, you know, sometimes someone walks into our store and buys a $10,000 engagement ring, and other times they come in and, you know, buy some jewelry cleaner. Right? I think the other thing is that while that traffic is unpredictable, jewelry is often a considered purchase, so there's multiple trips into the store. And so getting that forecast right holds a lot of challenges for us. I think that, you know, that 9% number that you put out is likely accurate, for us. It took some dialing in of refining that, you know, sort of model, that demand forecasting. But in my view, the higher the traffic retailer is, probably the more dramatic that number is gonna be because you're giving the Legion AI enough data to really hone in and get it, granular and very right. Awesome. Thanks for sharing. And just a follow-up question on that, given the forecasting accuracy and dialing it in to get to that that benchmark. We talk about six to 7%, reduction scheduled labor, purely from just better forecasting. What does that look for you like at Helzberg? Was it was it sticking to labor budgets? Was it manager time freed up? Was it something else? What did it do for you? Yeah. The platform really did help us make sure that we were operating within our budget. Our goal in rolling this out was was not to reduce labor hours, but to better allocate them. And we really feel that this tool has helped us do that and let our leaders spend more time, you know, building relationships with their staff and our staff building, better relationships with customers and making sure that we're doing that in the right places. Awesome. Yeah. Spending more time with the staff and the customers, delivering customer delight and staff delight, that's that's the goal. That's what we're here to do. So, Ryan, I'm gonna I'm gonna keep on you here. I'm gonna keep on you. So for from a turnover perspective, Forrester's composite, attribute 10% reduction in turnover in volunteer turnover. Let's be specific. Is that consistent with what you've seen at Helzberg, with an increase in retention there? Yeah. I definitely think that, Legion allowed associates a voice that they didn't have before. I mean, prior to Legion, a lot of our, you know, this is my preferred schedule, and here's when my vacation's coming up, operated on post it notes and in managers' paper journals, and, that's difficult to get right. And I think that this really has allowed them a voice to to change up what works for them, to trade shifts easily, and know when they're working rather than relying on, I've gotta go in next week and see if the schedule's posted in the backroom. You know, they're getting a push notification right on their mobile device that their schedule has been posted. I think all of those things contribute to a better work life balance for our hourly associates. Yeah. Absolutely. So, Sanish, $11,000,000 in the model comes from turnover reduction alone. Did that surprise you given, our new TEI? And last time, you know, we didn't that wasn't quantified. So this time, we're seeing it. Right? Huge difference. Is that is that. the goal here? Yeah. What talk to me about that. So, you know, it validates our founding thesis. That's the best part of this. But the size of it surprised me. And let me explain that a bit. What I did not expect was where it where it landed in terms of the ranking of all the ROI value drivers. So just to take a step back, when we started Legion in 2016, frontline turnover was treated by operators like like the weather, basically something inevitable. K? Every retailer I spoke to had a number between 80120%, and they just just stopped trying to change it because it was just considered something that is just inevitable part of doing business. There was a line in the budget. It's not really a problem to solve, and nobody really put retention in a workforce management business case. I mean, when was the last time you saw retention as a line item in a business case that justifies a change or a new workforce management platform? It almost never happens. So this study really is exciting to me personally too, as a founder of Legion, this study really puts a number behind that and changes that. With Legion workforce management, our customers are telling us there's a 10% reduction in voluntary turnover against an 85% baseline. That is massive. $11,000,000 in the composite organization added straight to the bottom line, that is massive. As I was saying, I was a bit surprised by how high it showed up right after scale optimization. This is the second largest driver of value in the whole model. Ahead of manager productivity, which is the foundation of workforce management's, value drivers and also ahead of compliance. So the the point I wanna make is that when workforce management takes care of the workforce, there is a real ROI there. And this this this study just, puts a great number behind it that all of us can do, Can look at the map and understand how that works. There's also the other part I want everybody to take away. Keep in mind, customers do not buy Legion for retention. This is workforce management. That is not the primary objective. They buy us to run workforce management end to end, forecasting through time and attendance. But we felt strongly as we built the product, like I said, this was our founding thesis, turning hourly jobs into good jobs. We felt the value of workforce management that that employees, frontline workers can derive is is a very important part of the equation. And we felt strongly that that delivering that value works not just for the business case or the efficiency of of your labor operations, but also will will ultimately yield a compelling ROI, and and increase the satisfaction of the employees. There's so many boxes you can check by really making sure that employee value is delivered through workforce management. Just to dive a little bit into the details here, this employee value derived when you look at the product capabilities. It's not just one feature, it's three fundamental value proposition for the frontline workers, and they work very well together. Scheduled empowerment. So as a frontline employee, you have a say in when you work. Self-service, so you're not negotiating everything with the manager. You can go to an app and you can express, your time off request or shift swap requests and claim open shifts and so on and so forth. Of course, last but not the least, On Demand Pay. These three things work in tandem in the Legion mobile app is a single place employees go to. We call it the employee engagement trifecta, and it essentially maps to what a frontline employee needs. You know, this is the stuff that is every year, it shows up in the top of the list of the state of the hourly worker report that we we do an extensive study and we publish, and it's on our website. So this is basically directly mapping to what frontline employees are looking for. And the best part of that is it is not happening at the expense of labor efficiency. It actually contributes to the labor efficiency. It contributes to employees making the taking the right decisions when it comes to things like shift swaps. All those things happen within within compliance, without creating overtime, and all these the the guardrails that need to exist around employee self-service are all built into the platform, and it improves efficiency, it improves the efficacy of the schedules. So this is the one two punch that that that Legion delivers, and that's something we've been building all this time. And it's just great to see the outcome quantified in such a meaningful manner. I'm super excited, Joshua. No. I and I I share your passion. Obviously, you you kind of opened with there's other, WFM vendors that, you know, produce business case you never see turnover in there. I'm very fortunate. I get to include that, in ours every time I produce one for a client, and we get to have that conversation about the culture transformation that can happen with Legion. It's I'm hyper passionate about it. Going into manager productivity, I just wanna keep you in the hot seat here. You mentioned obviously dropping down turnover and, is huge of a goal with us with that trifecta. Giving that time back per manager per week, seven hours is kind of what we've modeled so far. That's that's a full extra shift of leadership time. And I know Ryan spoke to that earlier about delivering customer delight and delivering employee delight. Josh I think this just goes without saying, like, how does that connect to our mission, to improve their jobs? You know, what what what are we doing there? Yeah. So, you know, a manager stuck in the back office working on workforce management software cannot effectively manage the frontline workforce and take care of people. It's really that simple. If you are out in the back working on schedule updates and spending hours and hours on timesheet approvals and, you know, those types of things, you are not being the most effective manager that you could be. You got customers. You got employees. That's just the face to face time and the actual human to human interaction, especially in retail is what it's all about. After seven hours, especially one thing I just want to point out is Sanish is what the study model for the composite organization and it was conservative. Half of that goes back to value generating tasks within the manager's own role, and the other half is left out for other benefits. So that is basically how, the seven hour saving is basically comes back in terms of attribution. Now why does it connect to the mission and and the part that I think gets meshed? We talk about frontline employee experience as if it's delivered by an app. I mentioned all the great features, which is amazing. Employees love that you can see our app store ratings and and, you know, the employee satisfaction level. But their true employee experience is not delivered by the app, it's delivered by your manager. The manager who is on the floor coaching, who's on the floor working with the employees, who's on the floor taking care of customers and showing how much you've done. That is that is the best employee experience that an employee can can actually receive versus a manager who is, you know, behind the curve at all, you know, in terms of operational management of the store or is is just spending a lot of time on this operational overhead or just is not doing a great job managing, the volume of work that employees need to take care of. So that really ultimately is not about the app. It's about freeing up the manager to do all those things. That's what the employees actually appreciate, and we hear that all the time. So When you take scheduling off that manager's list of to dos or schedule management, not only have you brought back, say, an administrative hour, you also given the associate a manager. Those are basically two sides of the same problem. So for us, this is this this is something workforce management had never before taken on in a big way for us. Automation is really about employee experience and and elevating employee experience. And it's it's really, you know, in in that same bucket of benefits. Thanks for sharing. You know, Ryan, this question's gonna come to you, but I just think of traditional retail managers in the back office building those schedules. It's how it's always been done. Right? It's how it's a Monday's build schedules for a couple weeks out, gotta change this, got the post it notes. You have a calendar of people's names written in and scratching out for swapping shifts. Was there skepticism initially about handling scheduling logic over to Legion, from from Helzberg? How did that shift? Totally. Tons of skepticism. And first, I just have to say, Sanish, you were talking the whole time I was, like, over here going, say it louder for people in the back. I think retail store managers are just absolute heroes. They're jacks of all trade, and we get a ton of value from Legion. And if the only value it gave us is it gave managers more time back on their sales floor, it would be worth it for that alone because I really do think what they contribute is is so valuable. And and that being said, I think that great retail store managers are prideful as they should be. Right? They're, in charge with this business. It's passionate. It's fast paced. They built a team, often recruited that team, trained them, they're invested and they are bought in. And I think, the notion that you're gonna turn over what they view as one of the most critical tasks that has been part of their role for years and years and years over to a machine, can the initial reaction to that is skepticism. And I think as it shifts, as they realize the goal isn't to take that control away from you, you know your team and your store better than any AI ever will. The goal, in my opinion, and how we've articulated it is to get them to the place where if they're 95% of the way there, and they put that human touch on the schedule and they're the one that makes the final tweaks and clicks publish. Look, no matter how great your forecast is, no matter how compliant your schedule is and within budget, there are those little things that if you free up a manager's analytical capacity and bandwidth to think through a level deeper, they can make a really great schedule. Things like, I know my employee has a hard thing going on in their personal life, and I'm gonna carve out, make sure we're working together on a day so that I can take them to lunch. That's the kind of thing where we are freeing up capacity for managers to not only spend more time on the floor, but spend more time thinking about the human element, those finishing touches that really, make an exceptional schedule. Really impactful there in time tying in to to the personal relationship. Any I mean, I think you just gave a bunch of advice here, and you've had some learnings through it. But, you know, any simple statements or at all to other retailers on on on how to make that shift, you know, and, like, what the decision looks like. Yeah. I think it's really important to identify your early adopters and your holdouts, because your early adopters can help, obviously, I think most retailers do that, be able to partner them with someone who's struggling, help train, and advocate for any new program that you're rolling out. For us, that was getting those early adopters to to share the how and also share and get that statistic out there that in our first year on Legion, we measured a 66% reduction in manager time spent on scheduling. But the other important piece of it is to identify those holdouts and not to just expect that eventually they'll come around, but to lean in and ask them why. What is it that can make this better for you? Where can we lean in and fix this and, you know, help this tool serve you? And I know for us, that resulted in all sorts of really great feedback of things where we were able to make improvements in some of our demand drivers to get these, these managers really on board with using the tool. Yeah. Thanks for sharing. Gotta gotta start with the front, you know, get people excited about it, and then there. So, Sanish, study calls out 92% of hourly employees using our mobile app on their own devices. K? And then also seeing a 4.9 out of five stars, which we're looking for that five point o. I know we are. I know we are. But this was 70 I could we're we're getting there. Okay? But that's at 78,000 reviews. I've never seen anything like that with with an end user, driven app score. If you had to point to and I know it's it's gonna be difficult, but one feature design decision behind that, what would it be? So as you said, Joshua, it's hard to point to one thing, but we can I can point to the philosophy? Okay? We build the app for the employee and not for the administrator, and everything else follows from that. And what do I mean by that? That sounds very obvious. But keep in mind, this is workforce management. This is not how the category was built. Historically, the category was not built for that employee experience in mind. In fact, my favorite clients, and you've already heard me say this on this, on this talk today is workforce management wasn't built for the workforce. It was built to manage the workforce from a cost standpoint. So for us, workforce management was built for employees or employees to have a great experience. Unlike the traditional workforce management design philosophy, which is is just built for the person managing the labor cost and the employee gets a read only view bolted at the end, usually behind some corporate login on some corporate device. That's not from day one, we rejected that whole notion. We in fact inverted it. We said, hey, employees own phone is the product surface. Why not? They're using that phone for everything else. Today, And the demographic the the demographics that we're talking about for frontline workers certainly expect that. They're scheduled to rise there, they swap a shift there, they reach their earned pay there, one app, one login. And the UX principle that followed from it is is very important too. It cannot require training. How many times have all of us on personalized downloaded an app and it says you gotta go through five steps and we are like, no. Delete. Gone. Right? That's that's the that's our expectation of a user experience today. It cannot require training. So if we are talking about millions and millions of frontline, employees downloading Legion app, using it, giving it, and starting to be productive and feeling like they are instantly in control of their work, that experience has to translate very quickly, not through a corporate training session, but by downloading the app, logging in, and off you go. So that's the philosophy. Right? This is we built the app for the employee and everything else follows. And it is something that I'm I'm gonna be honest here. It wasn't the easiest thing to do because there is a lot of you know, we are also this is, at the end of the day, it's a work app. So you have to balance the employee self-service and employee needs and consumer software like UX sensibilities with corporate permissions, control, IT policies. All those things are very important, and they are very important things. We will never trade off on any of those things. So so the balancing act, is is what takes a long time or takes a lot of discussion, iterations, arguments in the Legion product team and and all those things, but the end result is what we see. And and we are definitely proud of the of the 4.9 stars and the high volume of ratings. You're right in pointing out we're not at five yet, and and we'll continue working on it. I I know we will, and I can tell you just by visiting some of our frontline, customers, and speaking with their end users, I've heard things, and this is this is very real, here in Metro Detroit. Legion is the only piece of technology we use in our in our business that actually works as as the way it's supposed to. And I was like, wow. Can I get you to say that, you know, in microphone? But, it was it was really amazing to see that. So, yeah, I know we're we're striving to get to that five. So knowing that we built it around that employee experience, meeting them where they are, all the things that we've spoken about so far from forecasting to scheduling, from manager productivity, it it makes sense that all these things kinda combine to then mitigate risk and compliance. We found $7,800,000 in avoiding compliance penalties in this composite organization. Especially now with Fair Workweek continuing to evolve and change as things go here in The United States, it's clear that we can help folks manage that risk. What do you see and how do you see that scale kind of as we continue here, in our approach nationally? How do you see that number continue to come down? Is that for me, Josh? for yeah. That's for you, Sanish. I apologize. I should have told you you're on the hot sheet, the hot sheet here. No. That's cool. Just just checking. So, the 7,800,000 in the study, let's first talk about how it's built because the math itself tells the story better than, you know, the headline news. I think Forrester model and schedule related compliance issues per store per week. The real story that is is in the volume. If you are a retailer running at scale, that it's not about what one store does one week. That's small dollars. But when you add it up at volume, that's, you know, these are these are things that occupy a pretty significant line item in your budget. And your CFO sees this as excess cost that you should be avoiding, rightfully so. So that's that's the real story. This is the these are things that happen thousands of thousands of times a week in your scaled up store fleet. One of our customers, put it in the study perfectly. They had to pay the penalty because they had no way of knowing whether they're even calling these violations or not. Just the there was no record of it, so the safe thing to do was just to pay. I mean, think about that for a second. Here's what we built and here's where Legion brings compliance to the picture. Firstly, we automate compliance handling inside schedule generation. We don't want managers. This is all going back to managers getting time back. How? Well, one of the things managers to worry about is a schedule compliant. Well, you in Legion, you press a button, the schedule that gets generated is compliant. The rules are factored in as the schedules schedule is built, and it comes out compliant rather than be audited afterwards. Afterwards. You can audit it, but it's already compliant from step one. When the manager edits the schedule, they get warnings in the moment if they are violating any local or federal law or even company policies. When employees When employees take self-service actions, as I was mentioning earlier, there are guardrails there too. So employees cannot claim an OpenShift through an app if it would put them in an overtime, for example. You can configure all these things. And so everything that happens is is automated, recorded, and reportable. That means we are doing both the proactive part of managing compliance and the reactive part of making sure you have good audit trails and reporting around where compliance violations happen. And that's that's the that's the complete solution, the one, two points that's needed. Now, of course, all of this is local and federal configurable. You can add your own rules on top. The rules themselves are, as we know, different California mail breaks and, you know, Oregon and Texas. They're very, very different rules. So all these things are factored into the platform. So the the bottom line is the following. Compliance is something that really shows up in the volume. Every store needs that is like a hygiene of every store. If you if you have an institutionalized it, the aggregate of that is a shocking number. And and back to the Forrester study, it's great to see this that our customers are really seeing how Legion protects them from both the cost and the other issues like penalties and other stuff that that companies, especially operating in various states, have to go through. This is something that we are definitely proud of the numbers. Yeah. Absolutely. Ryan, going over to you from a experience perspective, is was there a moment our compliance engine caught something, that you wouldn't have caught manually similar to the stories Sanish, told there? And did did any of those catches build additional manager confidence in the system? I think what I would say is that actually compliance is what brought us as an organization to Legion in the first place. Prior to going live on the platform, our, our stores in the state of California were signing paper, attestations at the end of every shift that we then had to track and manage. And that is not a 4.9 star employee experience, you know, clocking out digitally and then getting out a sheet of paper to sign and someone tracking that. Right? So so now we get a great prompt. Our employees, you know, in those states where those are needed, just they clock out immediately, get met with an attestation to fill out. So, yeah, it it's really been helpful to us and given us a lot of confidence that we're staying compliant in in all the different states. Thanks for sharing. And I wanna ask you another question. If if you had to describe the the Legion change, one sentence, it could be two sentences, it could be three sentences, but let's try to stick it to one. So not the ROI, not the actual fee you know, like, what is the actual feeling on the floor? Like, what is the Legion change? What would you say? I think our associates immediately felt like our operations had been modernized. I mean, being able to your first introduction as an hourly employee is is, you know, you have your interview, you do your onboarding paperwork, and then you're getting your schedule and you're clocking in and out. Yes. It's a really important first impression. And even for our associates, you know, not starting out their career, you know, that's the first and the last thing they do at work every day. So that easy, streamlined, pull out an app, clock in and out, receive my schedule, and feeling like they have more of a say than ever in their schedule, has been really impactful. Yeah. Appreciate that. And if you could send a message to your peers here, right, another retail leader who's skeptical that workforce management platforms can move numbers like this, what's the one thing you'd tell them? Find a store leader in your organization whose opinion, you really respect and have a conversation with them about the amount of, mental bandwidth, anxiety, and stress that schedule creation and getting that right, as well as staying compliant and all the other things we've talked about actually causes them in a given week. And I think, it'll be eye opening to see what they have to share. Yeah. Well, retail reach out as we call it. Kinda speak to. the field. Yeah. Okay. I would love to go to an audience q and a, as we have a few minutes left here. So I will be looking in, the questions here. Give me one second. Okay. This question is for Ryan. You're pop you're popular as you should be. How long, did full deployment take at Helzberg, to get Legion Live? I I think we went faster than most. If I could redo, I would maybe slow it down a bit. But if, if I recall correctly, we went from discovery to a pilot in three months, which is probably not normal, but it was quick. That's that's pretty that's pretty quick there. I. said lightning lightning fast rapid deployment. I love. it. Awesome. Thanks for sharing. Okay. Looking for another question here. Here's here's a good one, Sanish. How does Legion typically integrate with, existing payroll systems, and did that show up anywhere in the study's numbers? Yeah. I think, so firstly, how do we do it? We have, various methods of integrating, with various platforms. We all know what the popular payroll systems are. Many of our customers use them. We have direct integration methods through APIs. We have, file based integrations. We we use integration platform like Mercado. So there are there are many, many methods, and, we also leverage a lot of the knowledge that we gain as well as the adapters that we have built to drive reusability, you know, in the next implementation. So there is also a lot of sort of scale and efficiency that we have gained over the years. In terms of, where does it show up or how does it show up in the study, you know, one of the things that we had we had considered adding was just the IT integration efficiency and things like that. It's definitely, certainly there. It's just one of those things that we focused a lot on the business value to, to labor operations and labor budget as the key callouts, and that's and and and those are the things that you'll see mostly in the study. But the efficiency of the integration, the efficiency of, administration of those integration, we certainly hear from customers all the time that that is. a very effective way for them to them to actually, leverage Legion as well as their IT colleagues, are are definitely getting the benefit from it. for answering. I don't see, another question, at this time. So I think what we'll do, last call to the audience. Last call for questions. Okay. Well, Ryan, Sanish, thank you so much, for the discussion today. Always enlightening, to to break down the business and the impact that that we have here. So thank you both so much, for for this today, and thanks to obviously our our audience for for the participation as well. And and final kind of closing here, everyone, just to remind you, obviously, within the documentation tab, you can download the full Forrester Total Economic Impact Study of Legion that was just produced. Highly recommend you read it. It is fantastic and it really shows what, type of transformation can occur, for your organization. And And then if you are interested in seeing what that looks like for you as an organization, feel free to click that get it request a custom ROI. That'll put you in touch with, myself and my team, and we'll be happy to look into quantifying those tangible outcomes for you, and then we'll have a conversation about it. So thank you everybody so much for joining today. Thank Have a great day. you. Take care. Thank you.