The Power of Self-Service & Automation in Risk Management

Okay. Thank you everyone for coming. I’m just going to be providing a high level overview of everything we’re going to cover today. So we’re going to start off introducing ourselves a little bit, jump very quickly into Doug’s background with risk management information systems, move on from there to how he embarked on this quest to automate anything and everything that he has, some of the value and embrace and adoption he’s seen from that and some of the lessons that he’s learned throughout that. And then of course, as I mentioned, we’ll get onto the Q and A. So very briefly, I’m Jeff Enzinger. I’m in sales here at Origami. I’ve been with the company for five years. While I’ve only been with Origami that short period of time, I’ve been in the risk management industry throughout my professional career. Doug, tell us a little bit about yourself. Well, we started look as good as that picture. Been doing risk management pushing twenty years, actually. Twenty five years. Started out in the employee leasing world. Obviously, as you said, I’ve been dealing with a a number of room assistance, but I’ll get into that here in just a second. But, I do currently work for a company called Cambridge Hospitality. We are actually the world’s largest hotel management company. So we’ve got thirteen hundred plus hotels before COVID. COVID obviously hit us hard. But before COVID, we had pushing seventy thousand employees, and we manage well over a hundred and fifty thousand rooms. So that’s, what I do for a living. I’ve been there three years. It’s good. I’ve enjoyed it. Great. Before we get into the backstory about your history with risk management systems and what you’re doing, we’re going to take a quick break to one of those polls that I mentioned. So tell us a little bit about your current organization’s level of automation use, you the attendees in the webinar today. And after we pause for a couple of seconds, we’ll share the results. So either no automation whatsoever, a little bit, at least one thing you’ve automated that was a burden, several key automations that you have or basically everything that you can do. All right, I think we’re wrapping up there. So here come the results. Looks like a tie between very small things and then very some organizations, some users have some pretty advanced automations going on there. So a little sprinkling across spectrum of automation here. So that’s great feedback. So now, Doug, let’s move into a little bit. Tell us somewhat about Ambridge as a business, maybe describe your role in a little bit further depth. If you could just give us some background on what you’re doing with Remus today and how you came to be such an expert in this kind of technology over your career. I don’t know if I’d call myself an expert, but my role at Ambridge, obviously VP of risk management. So all things risk management related, insurance renewals, claims involvement, you know, the standard risk management type stuff, making sure those certificates of insurance are out the door, so on and so forth. As far as my involvement, my history with Rimus, so I I kind of fell into the risk management world. I didn’t you know, when they offered me the job to be a risk manager at a company I was at, I had to ask them, what is that? So but I I soon learned as I as I delve delve into it that it needed to be an efficient type process. So I started looking around trying to figure the best ways because we had, you know, even back then as a small company, we had several thousand employees that and workers’ comp was a driving force there. So I found this little program called CompVision, and it was a slick little system. All it handled was workers’ comp, but it did your your diaries, your tasks. You could put in your notes. We could track the financials, even calculated the experience mod. So it was a great little program. I left that company with another company, implemented CommVision again, but eventually moved up to their sister program called Risk and Vision. Again, great experience with it. It it for what I needed, it it did very well. But, you know, this was back in the days when you got for the year updates, they sent you ten floppies that you had to, you know, spend an hour updating your your system with. So come a long way since then. Done some home homegrown kind of systems, you know, at times we relied strictly on on Excel. But I actually company before this one, we were merging two multi billion dollar companies together, and I knew I needed a solution back then to really get things under control. And so that’s when I started looking around and came across origami and researched it thoroughly and, you know, knew that origami was was the way that we needed to go. So those are my words and not origami’s words, by the way. You know, there’s probably some people these days that don’t even know what a floppy is. That’s, that’s how sad it is. So it sounds like decades of experience in the industry, working with claim systems certainly translates to me as, you being a subject matter expert, whether you’re willing to admit to it or not. Maybe not something you set out to do at the beginning of your career, but necessity demanded so much of it that I expect others like you in your role, in your similar role are forced to do in their current business. Very much so. Take us through a little bit about what was the catalyst for you heading down this quest to automate everything that you could. So I guess you could say I’m something of a of an efficiency nut. I love continuous improvement. I’m the I’m the kind of guy that’ll I love Excel, and I will spend hours building out a macro. If I know that that macro will save me multiple hours going forward. Right? So I I love that kind of automation. It drives me nuts to see people doing redundant things when I know that they could be improved upon. Part of, you know, part of, I guess, that catalyst for my level of efficiency was when I was taking my MBA. At the end, we could we had to do this practicum. We could either write a paper or we could take a class. So I elected to take a class, and that class was on continuous improvement. And I, you know, kind of the six sigma thing. Right? All that. Fell in love with that, and that’s really kind of what probably drove a lot of my interest and desire in making things, as efficient as possible. Great. Tell me a little bit about the growth of Aimbridge and the growth of other companies you work for and why that necessitated a reason to embark on a quest for automation. What’s the impetus behind a growing company rapidly scaling? Seems natural to me that you would want to put some continuous improvement in and use as much automation as you could there. Can you share a little bit about that? Very much so. So, you know, those of us who work in the risk management world, probably really no different than any other department. You always feel like you never have enough, manpower and support. And so you are left up to your own devices to make the most of your of your job or your occupation. And, again, you know, I’ve I’ve I’ve worked for companies where I had no database, didn’t have the money to buy a database. So that’s probably where I became extremely efficient in or in in Excel. And, you know, creating those pivot tables and those macros that would kick out and not and and monitor everything that I did. So, you know, again, going back to my previous company, we were two very large multibillion dollar companies that merged. And we merged July first, July second, we went public, and we were on the Fortune five hundred. So, the need, you know, these two mega companies coming together, the other one did not bring any systems with them, so they had to rely on what we were bringing to the table. So I knew I had to figure it out, and that’s really where I came across Origami. Getting my first users the first, actually, user conference of of Origami as a as an as a not an inspector, but a, you know, someone kicking the tires with Origami. So and we’ll yeah. I’ll I’ll go ahead talk a little bit about that now. So and I did spend a lot of time kicking the tires between Origami and their leading competitor, I’ll say. Spent a lot of time doing that. And came down to the point where the driving force for me was really the people behind Origami. The product itself was great, solid. I knew it would do everything I needed. But quite honestly, I felt like the people were the the strong point there. So with that said, turn it over to you. Thanks for that. You know, I would naturally imagine that when two companies are merging, they’re looking for ways to reduce account. They’re looking for ways to find redundancy. Would you say that is an area to really embrace automation is especially not just in companies growing and looking for every optimization possible from a resourcing perspective in your team. I’m sure and probably most would agree in risk management, you’re not the first department that always gets the extra headcount money kind of allocated to you to hire additional staff, but especially in the sense of like a murder like that. Is that am I am I kind of talking the right language there that, you know, those are key places to really embrace some sort of automation around risk management workflows and risk management processes to help those scenarios? Very much so. Because, again, while I love Excel, you know, databases when you start when you start using a Excel spreadsheet as a database, it can work. You can get it done, but you start running into problems. You know, you you wipe out a line or call them accidentally and there go all your formulas on and so forth. Been there, done that. You know, utilizing a database like Origami just and and really utilizing the database, not just loading information, but really pivoting off the the capabilities of that database. That’s what drives your ability to be efficient as a department and run lean quite honestly. I mean, for the size of company we are, we run very lean, but we get it done. And, you know, none of us none of us feel like we’re dying at the end of the day, but, you know, we we couldn’t deal without Origami. As a matter of fact, we merged part of this growth I’ve been talking about with with Aimbridge, we merged with another large hotel management company back in November of last year. They did not have origami. They’ve they’ve looked at it in the past. They’ve salivated over it. So they were so excited to find out we had origami in place, and we are in the midst of you know, we are now rolling that out to them, and they’re very excited about the claims people. You know, they’re just tickled pink with how well Origami how easy Origami has made their job. Before we go on to the next slide, you know, you mentioned spreadsheets. They’ve been around forever, as long as I can remember. They’re certainly not going anywhere. I think I shared with you, Doug, in the past that it’s not uncommon for us as a REMS provider to see very well established large companies, risk managers and claims folk at those companies managing their entire risk management practice in spreadsheets, especially stuff that they’re self administering or self handling. So it’s one of the more common things that we see when we’re talking to people that need a solution is they’re currently doing a lot in spreadsheets and not just claims, but policies, values, you name it. All right, so let’s move on here. I think, Doug, if you could enlighten us and just take us down a few of the specific examples where you’ve put in some of these automations, I think these are really compelling and I really think everyone would benefit to hear exactly where these automations are taking place at Aimbridge for you. Sure. So real quick, back to spreadsheets before we move on. Even even there to where I was at, one of the reasons I was brought on was to really bring us into the twenty first century. I mean, we were all spreadsheet driven. The gentleman I assumed to be replaced, retired. You know, he, you know, he was he was of the this is how we’ve always done it type mentality. Great guy, but, you know, we needed to we need to get in literally into the twenty first century. So, you know, we’ve been able to thoroughly automate how we do things, and it’s kind of funny. People laugh about how much we do with origami, but we do get a lot done. So speaking of origami and what we do do with it, so, again, I I guess backing up a little bit, this is my second iteration of Origami. I rolled it out of my last company where I was there for three plus years utilizing it. Obviously, got very immersed in how well it works, everything we could do for it. So when I came to this company and I told them, you know, implementing origami is part of this package. You know, if you get me, I get origami. They agreed. So I knew this time better what I wanted. So, you know, this is a more robust, you know, rollout, I guess, you could say. But as I as I build out Origami, I’m looking to, you know, I’m looking for the end user and their experience, how they’re gonna relate to this. Right? One of the best classes I took in college was a it was actually a business writing class, and they were we were taught to write for the reader. Right? Well, I kinda take that same philosophy when I’m building something. I’m building it for the user in mind. I’m looking for that automation. I’m trying to make their life as easy as possible. They’re providing me valuable information. I wanna try and make that experience as as favorable as possible. So one of the things that we built out so we have, again, thirteen hundred plus hotels. When a new GM or an an assistant general manager comes on board, when we load their email into Origami, we have what we call a the official name is a risk management integration and claims processing letter. I just call it the welcome letter. So this GM gets this welcome letter. As soon as his email is loaded, your descriptive org on in the background that runs at night, fires off this prepopulated welcome letter to the GM. Has his name, welcomes him to the hotel. He or she, I guess, I should say. Welcomes him to the hotel, and it goes through a litany of easy ways to work with risk management. Right? We also give them details on information about their hotel, the room count, the legal name of it, you know, the legal operating name of it, the legal name of the employer company. We go through how to access Origami, how to report claims. You know, we talked about the safety program. We talked about certificates of insurance. We give them contacts throughout not only risk management, but throughout the company. So it’s really there just as a as a jump starter to get them up and running. I actually got an email yesterday from a GM saying, hey. This is fantastic. Thank you. He said, I actually operate two hotels. Can you send me the one for the other hotel as well? He said, not a problem. So, you know, that’s what I like to hear back from the field. This is what I need. This is invaluable. So welcome letter works extremely well. Obviously, we use Origami like most companies for claims intake. And, when I build that out, I’m looking for how the user is gonna take that and utilize that and and, again, trying to make it as easy as as possible for them. So let me touch touch a little bit upon workers’ comp claims, injured employees, whatever you wanna refer to it as. So the hotel comes in. They’re gonna file a new claim. And, obviously, we we wanna know if they’ve been to the doctor. We’re asking all the general questions. Right? How they how they were injured, so on and so forth. But one of the driving questions for us is about transitional duty. K? So we ask them, you know, what’s the employee status? And there’s a list of, you know, options for, you know, return to work full duty, lost time, transitional duty, whatnot. If they select transitional duty, then we drop down the next question that says, you know, was transitional duty offered to the employee? If they say yes, we actually have seven transitional duty offer letters built into Origami, and they’re they’re based upon the jurisdiction by state. So if they say yes, that employee was put back to work, Origami actually fires off a transitional duty letter right back to that reporter and the GM and the regional HR person saying, hey. Thanks for putting, you know, little Johnny back to work. Here’s this transitional duty letter that needs to be executed, pre populated with all the details of the incident. Right? They may have to do a little bit of fine tuning in word, but, basically, it’s got everything that they need. Now they put no, but they didn’t put the employee back to light duty, transitional duty. Then what Origami sends out instead is a is a email saying, hey. We noticed you didn’t put little Johnny back to work. So here are the reasons you need to consider light duty. We go through the benefits of why light duty is important. I call it light duty, transitional duty, same thing. But we also send them a list of it’s a three page list of transitional duty suggested jobs that they should think about. We also if they still elect not to put them back to light duty, in that email, we tell them, look. If don’t put them back on transitional duty, We’ve got a third party that we utilize that’ll put them back to work for us at a at a a goodwill what whatnot. And you have to pay for the placement fee, and you have you you still have to continue to pay their their payroll. So because of that approach we’ve taken with origami and basically using origami to babysit this, our return to work, is is really improved. So those are a couple of the ways that we use origami. That’s clearly quite interesting. I’m sure there’s probably a pretty well studied correlation between injured employees not sitting on their couch at home. Right? I mean, that’s that’s exactly the the whole point here. And you don’t have the time and your staff doesn’t have the time to individually go in for each injured employee and babysit that process. So I I can see where the the benefits to you are just, you know, you’re getting someone off the couch. They are injured, but, yes, they could be working in some different fashion, overall improving their ability to return to work full duty and not sitting on not sitting on the couch watching commercials for lawyers. Right? So And that is one of the beauties I love about origami is you set it and you forget it. Right? Yeah. You you build these you build these sort of things out, and you just let Origami take care of it. So couple of other things that we utilize with Origami along those lines, if if the employee is on light duty or lost time, Origami every three weeks, send out an email reminder saying, hey. You know, we just wanna make sure the employee is still on lost time or or restricted duty. And if if they are or if anything’s changed, we we spell out in that email what we’re looking for. Right? You need to contact us, whatever. So that’s that’s actually helped us keep better track of employees who are on light duty. California, obviously, if you have an injured employee, you’re supposed to have that injured employee throughout the DWC one. Again, as soon as that claim is filed, Origami fires right back to the hotel with a prepopulated DWC one saying, hey, You know, you need to fill this out. I’m sorry. You need to print this off. It’s already got the hotel’s information filled in it. You need to print this off, give it to the employed. The employee needs to execute it, scan it. We’ve already given you a link back into Origami. So please post that into Origami and send a copy to the adjuster. So and then I guess the last thing I would add here is one of the ways that we’ve worked to automate Origami, I’m always looking for ways to harness origami. You know, going back to the the transitional duty letters, the poor little claims person in our office was manually sending those out. I said, why don’t you let us do that through origami? Right? She thinks I walk on water now. But as a hotel, obviously, unfortunately, there are those times where people pass away in a hotel. Sometimes it’s just, you know, it’s just nature taking its course. Unfortunately, sometimes it’s also people taking their own life. But that is a critical moment. And within Origami, when that happens, as soon as the the GM files that claim or whoever files that claim within Origami, a number of things take place. So we have a a letter that protocol that Origami automatically fires right back to the hotel saying, hey. We understand you just had this loss. Here’s the here’s the protocol reminders of how this is to be addressed so they don’t have to go look for it. K? Oregon also immediately notifies HR and ops operations that, hey. This is just taking place at the at the hotel. Our employees, you know, that can be a traumatic experience. We want HR notified. We want them to, you know, get involved and help support the employees if they can. Ops, obviously, the room needs cleaned up or whatever. We just want ops involved to so that they know what’s what’s going on with the hotel. So those are a few examples of how we try and harness, origami as much as we can. I get I get harassed all the time about how much I try and utilize origami for. So I’m literally always looking for ways to to make origami do my work for me, to make a babysit. I hope of that. Yeah. You I mean, you’ve got an engine there, and you might utilize it as much as you can. So I’m you know, the the general themes I’m hearing from you are location based or data based, events triggering out of the system to automate things. Something is equal to x, location name is equal to y, fire this set of templates to the person. The other part of it would be, like you said, babysitting, babysitting a task. Now I’ve tried to use Excel for task management. I’m a task management kind of nerd. It’s not great. This ability to have a system watch for a period of time and then notify you when something else is going on or wait for a period of moments and then automatically fire another set of events. Trying to plan for that would be in human terms, quite an extensive list of things, but a system can no doubt take care of that for you, lightening the load for you. Another thing I’m hearing is you’ve got people outside your department, other departments that maybe aren’t even knowledgeable about what a REMS is. They don’t care, quite honestly. But they’re downstream recipients of this information and they look to you, like you said, as walking on water because you’ve automated this thing that whether it’s coming from a used to come from a person’s email, now it’s coming from a system, but they’re still getting the email and they’re getting it more prompt. Another benefit, I would imagine to your larger organization without even touching those people directly with a system. Those are all great examples there of you not having to micromanage a number of things. And a lot of times I’m asked, where is the value in something like this? There’s hard values, right? You can talk about the lowering the cost of claims or decreasing the time it takes for somebody to come back to work, but these soft savings are in your admins not having to constantly send emails all day and your staff not having to look things up and fire out emails and set themselves a reminder two weeks out to send another email. I mean, those are soft savings that really do add up and they’re pretty tangible. Right? And and the beauty of all that is at the end of the day, right, we then send out a report. So every Monday, Origami keeps out an automated report speaking of all of our lost time and restricted time duty employees. We get this report, and we know, right, in a nutshell, who’s open, who’s not. And so we can go back and look at that as well. But just all these automations, to me is a huge, huge benefit of Origami. Great examples. All right, I think we’re taking another poll. So poll number two. So if you had a magical wand, what area would you focus on first? So it could be your claims and incident process, firing out reports, babysitting a process as we just talked about, or the other part of just firing off data to different stakeholders based upon that data. Or there could be some, as we’re calling them administrative black holes that you might imagine something that’s not on this list that you would like to automate. So similar as the first poll, we’ve got a kind of tie. So firing out reports, unlike what you were doing, Doug, with getting the new general manager and based upon his location, sending him a whole list of data. Right? The other one I think also applies to that same situation, slicing and dicing different data, off to those different stakeholders. It still seems like there are some people that would like to automate other areas of the system, not unlike what you’ve done with your claims reporting process or monitoring those transitional duty follow ups. And then I can see we do have quite a bit of some black holes that we wanna automate in the audience there. Great, good poll. So this is where we really drive at home, Doug, is to understand how has this impacted your team, your sister departments, your organization as a whole? Where’s the value? How are you seeing the adoption? What would you talk about there? So going off your your bullets here, positive changes in the business. So I will tell you and, like, again, I’ve already mentioned this, but, you know, I I do get a lot of harassment. Good good good jiving, right, from fellow managers at at Cambridge just about you know, is we’re we’re gonna take over everything that we’re doing. They’ve they’ve seen the value. They’ve heard it from their departments. They understand actually how well it functions. You know, I I we’ve had very few problems, actually, hardly any problems. Anything we’ve rolled out, again, one of the beauties of org I mean, you can tweak it on the fly. Right? But, you know, they see how well this works. They understand the value that’s bringing to the table. And, you know, we’ve just I’ve got people now coming to me saying, hey, could we use Origami for this? Sometimes we can, sometimes we can’t, but at least they’re asking those questions. You know, the marketing department came to us several months ago saying, hey. We wanna send this questionnaire out to all hotels. We’re gonna I don’t know. I can’t I think they’re gonna send out an Excel spreadsheet or something. Don’t know. But they said, look. Why don’t you let us do that? I think it was, like, ten questions. You know, we loaded the values values collection module up and fired it off. And, you know, the beauty of that is you can follow-up, you know, send out reminders every two or three days, follow-up. And then again, it just babysits itself. So people are coming to us asking, looking for solutions. HR is asking us to probably help them better manage the MDR tracking process. MDR, MDR, MDR. Again, we’re just gonna set it and forget it. We’ll set it up. We’ll we’ll pull the information in. We already have all the employees voted in Origami. It’ll tie to those individual employees. It’ll fire off notifications every month to the general manager saying, hey. You know, these employees are out of out of compliance, so you need to address it. We’re not gonna do anything with it. We’re not gonna manage it. We’re just building it out so that HR can really tap into Origami’s resource. And, you know, as long as we keep it updated, Origami will will take care. You have a story, I think, a little bit of evidence in how other teams have at at Aimbridge have kind of queued into this. Right? Their usage and their and they’re seeing the automations. Share that story. That’s pretty funny. So there a there was an origami I think it was a salesperson for origami. He was at the Atlanta airport, and he’s eating lunch and he overhears this lady talking about, you know, she’s going on and on on the phone with her whoever she’s talking to. She says and she’s working on her laptop. She says, oh, I just got an email from Origami. This was when we just rolled out Origami. She said, you know, she asked the person on the phone, are you getting these too? She said, these are great. They give us insight as to what’s going on at the hotel, and I just love this because now as an HR person, you know, I can she she can get involved. And whoever was at the at the at the airport from Origami, they started after the phone call, they started asking her questions about, you know, are you the are you in in risk management? You know, I found out she was actually in HR, but her enthusiasm with how much she loved this information that she was now getting on her on her hotel with claims was a big indicator. That really is indicative again of how my company has embraced Origami going forward. Both of my companies where I’ve implemented it have really, really just embraced Origami. We’ve we’ve had no problem. Anything we wanna roll out through the organization, we we get very positive feedback. So Yeah. That’s, it’s when I get back to the airports eventually, I’m always kinda like, you know, eavesdropping on conversations where someone’s talking too loud. That’s just interesting that that, it’s such a small world moment in what is a rather large airport. And, you really don’t don’t hear those things happening that often, but that’s a great story just just hearing that. Okay. Let’s move along here. I think we wanted to just you know, really understand from you what are the lessons learned in this, that you wish you knew before you, maybe set up the process based approach. So, again, you know, I’ve I’ve utilized a number of databases. And I think I think for a new user coming into Origami, someone who just bought it, you know, kinda getting your head around how it really functions, how to best utilize utilize it within your company, I think just takes time, takes practice. Obviously, Origami is there to help support and build it out to the best of their ability as far as they can understand the vision of the person who’s, you know, asking it to be built out at the company. But, you know, it just takes time and experience and practice. And I gotta tell you, the users conferences are excellent. You learn a ton there. The the updates that come out every six to eight weeks, the enhancements, you know, those are they’re a little lengthy, but nevertheless, if you go through that, you will learn new functionality and whatnot that that you can pull into Origami. So I guess experiences that I’ve learned over time, first thing out there is keep it simple. Right? While I I love the data, I love the capability within orgotony, you have to be careful. Right? If you if you build it out to do everything, you now have to maintain it to do everything. So if any anything changes, you have to go through and make all those changes within origami. Right? So I just call it in like, even though I say keep it simple, if people saw my origami, say it’s really not that simple. But you do you do have to keep in mind, the more intense you get with it, you also have to support that. And and as I see there, you have to feed the beast. Right? Well, I can build up all these automations and everything. Origami does not function if you don’t feed the beast, if you don’t keep that data updated. Right? So if you’re gonna build it out, that’s great. Just make sure on the back end, it’s still that you have the ability to do your role, your your party, keeping it updated within Origami. So You’re administering these workflows yourself or your team is kinda going into making tweaks and and adding points, etcetera. Right. So great point. I’ve actually both both companies where I’ve had Origami, I’ve had have had have do have risk management analysts that really probably are they’re really the ones down in the weeds, and they are a critical help. So Hannah Kelly is my risk management analyst here. And I will tell you, even at my last company, Jeremy Jones, I hired him to help me support Origami in my last company. Neither one of these people knew anything about a database quite honestly. They were strictly Excel people. Jeremy Jones really didn’t even know Excel that well, but I knew they’re both very smart, very sharp people, and I knew they were both very quick learners. And I I knew they could you almost have to think like a database. Right? Kinda like when you build a pivot table, you have to think like a pivot table. Right? Well, these two really just took Origami and ran with And just, you know, that is one of the beauties of origami is you can do ninety percent of what you want yourself within origami. I love that. I no offense against origami, but, you know, I love the fact that I can build it how I want it. If I get into scripts or anything that’s above my head, if we run into problems, then we go to origami. But otherwise, we’re building it as we envision it. And if it fails, it’s on us. It’s not on Origami. But we get to build that out. Everything I’ve mentioned today, I don’t know that any of that Origami’s really helped with. We built all that out ourselves, which is for me a big deal. Right? So I like being self sufficient. I don’t like having to rely on the ID IT department for my vendor, so to speak. Right. We had a question come in, it was, how do you get started? What’s something you should do first? I don’t know, what would you say to that? Well, where are you bleeding? Right? You gotta stop the bleeding. And I would I would figure out what’s what’s taxing my time the most, what is what’s the low hanging fruit. Right? What because it really is pretty easy to build out Origami for whatever you wanna do. It just takes time. You just have to figure it out. Again, you’ve got great support at Origami with your with your support people. Stephanie McGinnis is is ours. She’s done a great job. If we again, if we run into problems, hey, Stephanie, we gotta fix this or, you know, give us some suggestions here, or can you go do this for us? So but look for that low hanging fruit and just start just start building it out. Yeah. Again, it’s so customizable. You can tweak it on the fly. And we do. We we build stuff all the time, roll it out, and we’re always going in and just fine tune it. Right? Just making sure it’s as accurate as possible. Yeah. Great. Yeah. Iteration is key. Starting small. There’s a there’s a pretty famous term, boil the ocean, and that’s not recommended. I don’t think with anything. Right. Right. That low hanging fruit for sure is definitely where you wanna start. Small wins to help you build upon successes and then iterate from there. And I I guess I would add, don’t be afraid of it. Right? Just build it. Roll up your sleeves, jump in, figure it out, learn it. And, again, you can fix it easily. You’re not gonna break it. You might kick somebody off or you might, you know, do something wrong, but it’s so easy to fix. As long as you’re not sending your boss an email every five minutes, with an automation. Right? That is one thing I learned very quickly on is you have to be careful that you don’t inundate people with with information. Yeah. And I’m I’m very I’m I really try and hold back on those emails going out to the field just because I don’t I don’t want them to start ignoring or not. That’s a good point. It goes back to your right for the reader kind of comment, which is, does everyone really wanna receive an email for every little thing? Probably not. That’s certainly a good point. Okay. Let’s move on from here. I think we got another our last poll. So the biggest challenge to automate everything, either number one, you can’t see or sell the value. Number two, you don’t necessarily have even the resources to begin the automation, which is you’re kind of caught in the loop there. I’m not sure where to begin, certainly an example, or it may not fit with your processes. Or the other one is back to Doug’s point about, you can maybe it’s too much of a hassle to think that you’ll see any benefit in it. So everyone is a little split, either they don’t have the people to put it in place. It’s certainly an investment, Doug? Mean, there’s an investment of time that will pay itself back once those things go in. I’m not sure how to begin. I think that goes back to the keep it simple, look for your biggest pain and start there and build incrementally. Maybe it doesn’t fit with your processes, could be something like that, or either it might be too much of a hassle either from a maintenance or an implementation perspective really to get it into place. Curious to hear more about that, but those are the examples of the poll. So just in closing here, what we’ve talked about today is if you wanna start heading down this road, let’s move on to the next slide here. Just as we wrap up here, we’ve heard from you, Doug, if you wanna start heading down this road, what some of the benefits might be, I think we’ve seen that in those soft savings that we’ve talked about, really kind of broadening adoption. People start to, you know, are getting the rightly timed notification and in a concise meaningful fashion. Like you said, Doug, we’re not trying to spam people with automation workflow emails. We’ve seen examples that you’ve put in place, Doug, that I think speak to a lot of what we hear in the risk management industry is, you know, where can I find processes, these manual steps in these larger processes, right? Claims being one, return to work being another, and then the operational side of things, right? Things that you to account for that maybe necessarily aren’t, property casualty related. And then the technology is really just the tool for you to put those things in place. And we’ve talked a little bit, Doug, about starting smart and not kind of overthinking it, working from there. The technology is configurable enough to kind of let you, like you said, it’s not going to break when you touch it, but the technology is flexible enough to give you the power and the tools to not only administer yourself, but also tweak it and scale it as you need going forward. As we conclude here, I wanted to get to maybe one or two more questions as we have time. This is a pretty interesting one, Doug. How do you know when it’s gonna be worth it? If they’re deciding and maybe it’s not worth it or how would they make that judgment call, I guess? Is it just it’s too much a pain in my butt? You know? I I assume this is a question beyond implementation of origami we’re talking Yeah. No. It’s the automation part. We’re talking about automating a process. Right? I I gotta tell you, it’s having the right people on your staff is critical. Again, the two people I’ve hired to help me were they didn’t know anything about the database, you know, you couldn’t they didn’t know what HTML was, scripts, so on and so forth. But they have they have learned it exceptionally well. That ability, quite honestly, is what gives me the ability us the ability to say, hey. What we wanna automate this. How would we go about doing that? We can we can automate something honestly within typically depends on what it is, you know, typically within a matter of hours at the most. Now if it’s very complex, you know, we’re we are building something out that’s gonna take weeks part time to to build out. But, it’s the you know, we we see the value of what that’s gonna be at the end, and we know it’s well worth it. But, you know, just just having that ability and and learning it. I mean, origami is not it’s not a cakewalk. Don’t get me wrong. You know, if you if you change something over here, it can affect it it can have a ripple effect throughout the without throughout the program. But once you understand all the all the ins and outs of how origami works and, you know, it just it it really is not that hard to build stuff out. I’m I sometimes I’ll build it out myself or or I’m the one going in and fine tuning it. Right? So, again, just just don’t be afraid. Roll up your sleeves, jump in, and and have at it. Even if it’s a couple hours a night at home because you don’t have time to do it at work, It will pay for itself. And as you as you start building out these automations and people start seeing that, again, you know, people within my company, Origami has a very, very positive reputation because of everything we brought to the table with it. So you’re selling it. You’re you know, if you wanna it just it it kind of becomes a snowball effect. The more you do with it, the more you support others with within your organization, the more easy, you know, the boss wants to renew your origami license in three years. Right? So I I can tell you we would we would never go without an origami at this point. I mean, we’re we’re so entrenched in it, and I would I would never allow that anyway. So Anyway, hope that answers your question. It does. And I think that, I think that speaks largely to, like, what they you hear in technology these days, which is move fast. And it goes back to your kind of other example of keeping it simple and starting small, right? So kind of embracing those things, those are things to consider for you embark on whether the analysis paralysis of whether it’s going to be worth or not, why not just put a small thing in place and see, build from there? One more question came in. Are there processes you know right away or not something worth automating? Yeah. Yeah. Origami can’t do everything right. I mean, people will come and they’ll ask me, hey, can we do this? Or even people with my department. Again, we have this this new team that’s that’s joined us, and they’ve never used a database like this. And they’ll ask me, can we do this? Well, you know, theoretically, sounds good, but it doesn’t that’s not really how origami works, and we’d have to do this, this, and this, and this to make it work. And let’s just do it this way instead. So, you know, yeah, sometime again, that comes with experience. But it you know, I I I use origami in its strengths where it makes sense, but origami doesn’t work work for everything. It will not do the dishes. Yeah. Well and sometimes there needs to be a human touch. Right? Sure. Sure. You don’t want a template email to always go out in a certain scenario. Maybe there are some of those things where it would benefit from a more human. I think about that often as we go down this, you hear everyone talking about AI, right? Artificial intelligence. And we’re going to lose a lot of that human touch things when we finally get there with AI. So I think, my answer to that question would be, there’s probably some things that would benefit from, if you’re communicating with other departments and it’s something that would really benefit from a phone call or a handcrafted email, those are certainly scenarios you might take that into. Would you agree with that? I don’t know. Yeah, very much so. Yeah. And even within Origami, mean, there are times so when we’re rolling it out to our sister company, we actually I had Origami email us the email, the risk management department with the email at the top of the GM so we could just forward that email to the GM from our shop. Interesting too. Yeah. Yeah. So because we wanted that personal touch. Right? Right. This is their first foray into Origami. We didn’t want we didn’t want some mechanized invitation, so we send it from the risk management department. We we conquered conquered divided and conquered, and we all of us sent out various emails. But for that reason, for that personal touch. But, you know, that was the last time. Everything else is gonna be automated. Yeah. Yeah. For sure. Alright. Let’s see if we’ve got any more questions. I’m not seeing any more. Looks like we’re doing we’re we’re just about out of, you know, just about out of time. And, you know, I guess I’d pause here and see if there’s any more questions. Other than that, we can So we can conclude this. Let me add a couple more things here just in conclusion, I guess. So, you know, again, I’ve I’ve talked about Excel. I I do love Excel, and I still use it. I still I still create macros and pivot tables and so on so on and so forth where I need it. But, you know, I look at Excel, I know I probably use, like, five percent of the capability within Excel, if that. And origami is kinda like that. If you can if you can figure out origami and how to harness it and utilize it to the best of your ability, you know, five percent is gonna grow exponentially, and you’re gonna be so much better off for it. So, again, don’t be afraid to get your feet wet. Look at all the enhancements. There’s always so many things, you know, I get frustrated at myself because I can’t keep up with all these enhancements either out there. Honest, I can’t either. I I wanna take advantage of them. Right? Yeah. But, you know, a couple of things initiatives we got going on, we’re we’re actually building out an onboarding process so that, you know, when we have new hotels coming on, we’ll you know, we sold out COVID nineteen, but, you know, we’re we’re still, aside from the merger, we’re still growing like gangbusters, COVID nineteen will actually help that. But we’re building out a a onboarding process that’ll really help automate that, make our lives easier, hopefully alleviate a lot of frustration between us and the field. But, you know, one of the things that Origami’s rolled out recently is this GIS, geographical information system, I think is what it’s called. I love that. I can overlay. Again, I’ve got thirteen hundred hotels around the world. I can pull in a GIS map. So it’s let’s say, if the fires out in California or flooding, whatever. Whatever GIS map I can find, I can pull that in and overlay that. You know, to me, that’s phenomenal. But it’s not just my benefit. I can send that out to ops and whoever, you know, start sharing that sort of information. I guess, in closing, last thing I would say is, you know, well, again, and I know I mentioned this earlier, but one of the things that really sold me origami was the people. That has never changed even though origami has grown tremendously. I think when I when I came on, when I first started using origami, there might have been fifty, sixty people within origami. And I and I I’ll never forget when Ernie Bentley was demonstrating Origami for me, and I I asked him, he said, you know, does Origami do such and such? I can’t remember what it was. He says, oh, yeah. When he goes to find it, he can’t find it. And so he fires off an email real quick to the developer Linus saying, hey. Can Oregon do this? Linus says, oh, yeah. I can. Linus couldn’t find it either. So he says, give me a minute. So, you know, Linus is over there crunching the code. And he says, okay. Just made the update, pushed it out to everyone, and, you know, we’re good to go. And that was beef you know, that’s that was during the sales process. And that to me was very, very impressive. So, you know, kudos to Origami for the type of people that they hire. It’s not the college kids. It’s, you know, it’s it’s a high caliber cadre of people that I’ve thoroughly enjoyed working with. So with that said, if you have any other questions, please let me know. Well, thank you so much, Doug. Really appreciate, you sharing that with us. If we have any questions, we’ll certainly send them your way. Please do. And until the next time I see you, take care and automate some more stuff. Will do. Always. Alright. Thank you everyone for joining us today. Thank you.