MarketLab's Medical Device ERP Story

00:05Alrighty, well, let's get started. Welcome everyone and thank you for taking the time to join us today. This webinar is part of our Luxent industry series where we sit down with leaders who are actually kind of in the weeds, in the industry, in the space running the technology for their companies. So, running that suite and kind of using it on a day-to-day basis. So, today we're talking about the medical industry and I've got two great guests with me today. Mike Dominick, VP of IT at Market Lab and my colleague Scott Nelson, VP of delivery here at Luxent.

00:36All right, let's jump right into it. All right, joining us today as I said is Mike Dominick, Vice President of Information Technology at Market Lab. Mike is a seasoned IT leader with deep experience spanning ERP, financial systems, data management, infrastructure, software selection and implementation and business process optimization. So, lots of experience there. >> [laughter] >> He has a strong track record of aligning technology strategy across complex organizations and we're super glad to have him here today to kind of talk through what this transformation looked like at Market Lab.

01:14And then from the Luxent team, we have Scott Nelson, our Vice President of Delivery and Scott has spent many years working hands-on with companies across the manufacturing and distribution spaces from fast-growing emerging brands to large multinational organizations. So, helping them design and and implement NetSuite in a way that really supports kind of how their business is actually running and operating and he's led dozens of implementations including complex, you know, manufacturing, 3PL and and even so far as international rollouts.

01:44And then finally, myself, I'm Brooke Gyepes. I'm the Director of Marketing here at Luxent and I work closely with a lot of growing brands as they scale on NetSuite and I love learning and and hearing about their stories. So, I'll be your host today and guiding the conversation as we talk with Mike and Scott here. And with that, I will give you guys just a really quick introduction to Luxent and then we'll get into into the interview. So, Luxent has been helping companies implement, grow, and scale on NetSuite for 16 plus years.

02:13We're a premier NetSuite solution partner and we're a certified SuiteCloud development partner. And we cover kind of the full life cycle of your your NetSuite experience. So, selection, implementation, purchasing, all of those fun things. So, um our consultants average more than 10 years of experience and we focus on companies in the medical device, food and beverage, wireless communication, software, and many more industries. So, let's get right into it. Really quick, here's just a quick snapshot of some of the medical manufacturing and distribution companies that we've worked with and had the chance to work with.

02:45Market Lab among them, which is a really nice segue into kicking us off on our conversation today. Okay, Mike, you are on the hot seat now. Okay. So, make sure that Mike is turned on. Pun not intended. Yes, we can hear you. All right, so first question here, what was that primary driver for selecting and implementing NetSuite? Yeah. So, Market Lab's uh been around for about 30 years and really focused on the medical profession, helping those do the clinicians do their job. And we've been primarily a catalog company the entire 30 years.

03:24And over the last few years, we've been transforming into a relationship-based uh organization. Uh brought on a great set of field sales teams. And that transformation um really needed a technology that supported them. As anyone with a large ERP that's been around for a long time, they get baked in and optimized for business models. We've changed, we really needed a new platform, new foundation that's really going to help us, you know, modernize and kind of continuously evolve over this next decade.

03:54And so and ultimately mitigate risk, risk, right? Old systems, lack of support. We wanted something we could really build and invest in. Yeah, awesome. Well, thank you. Well, I know that Nets or not NetSuite, excuse me, medical companies have a little bit more of a unique kind of requirement set there. Can you give a little bit of some insight into what some of those unique requirements are and how you kind of address that entering into the the NetSuite choice? Yeah, so we may not be huge, but we've got a lot of big big challenges and work with a lot of people.

04:27We work with, you know, all size customers. We have, you know, small offices down the street, direct consumers, some of the biggest IDNs in the nation, and also the biggest distribution partners that there are. And so it really creates a lot of complexity. You know, we're dealing with over 140,000 ship-tos, um, you know, adding price 600 a week. We deal with GPOs. We're dealing with, you know, all kinds of, you know, differences across those. We're dealing with phone orders, web orders, EDI orders.

04:59Uh, you you name it, we we process it. We also have a broad product portfolio. You know, we we have over 20,000 active SKUs. Um, and I'd say before this project, we actually had 80,000 in our system and this project helped us rationalize those down. And we both manufacture and distribute. And it's not all medical devices, so we have some that are regulated, some that are not. And it's created a lot of challenges, right? It's a lot of things, a lot of scenarios you have to deal with that maybe a traditional uh, play manufacturing company doesn't have to deal with.

05:33So, yeah, it's uh, a lot of challenges, both regulatory, um, like I said, licensing. Um, and of course, as I mentioned, we're transforming. So, we have to be adaptable because of the market, our customers are changing and we have to change with them as well. So, that's a really big important part for us. Oh, and I did forget one one big thing. In this project, uh we also had one key thing, which is called minimal impact to customer. So, one of our requirements in this project when we rolled this out, um we didn't want to make our customers have to change to continue doing business with us after the ERP.

06:08And so, that was a probably a more unique requirement. I think everyone would would want that, uh but with this level of complexity, it's hard to do. Um and but it was one of our core requirements going into this project of being able to come out of this uh with that type of ability. Mhm. >> [clears throat] >> Interesting. Uh one of the things I said about you throughout the project was I've never seen a company your size uh accommodate their customers as much as you do. Yeah. Um you know, small customers, you know, down to companies that will come to you and say, "I want to order this product."

06:45and you will find a way. Yeah. >> It's it's really impressive to see a company your size that's that adaptable to their customers. Yeah. We take a lot of pride in being easy to work with um and being able to be that key supplier to find the things, those hard niche items that uh are hard to find. Mhm. >> Yeah. It's impressive to see. Um all right. So, I know One Market Lab, that's something that was tossed around a lot during this project. Can you talk a little bit about that and kind of what that means to to your organization and then how NetSuite kind of helped that a little bit?

07:19Yeah. So, One Market Lab's a long initiative we've had um even before I got here and you know, as any company, you as you grow, you acquire different brands and we take a lot of pride in those brands and that name recognition um and all the all those great companies that started those brands put into it. And with that said, historically, uh as a catalog company, we continue to transact even with our customers under those brand names. They knew knew those brands, they loved those brands, and they wanted to continue to interact with the each one of them.

07:49So, one Market Lab is the concept and our is our approach to transact as Market Lab. Um get out all those brands into our portfolio, which they already were, but um operate within NetSuite in our configuration that it's one company, one set of processes with many brands that can support. And so, you [clears throat] know, the part of that rationalization of this project was before NetSuite, each one of those brands had different pricing, different agreements all in place. Um and so, part of this journey was really bringing that all together, consolidating all of our customers into, you know, all of their items, all of their pricing, all under the Market Lab entity, regardless of which brand product it is.

08:37And so, it's uh a big journey. An extra layer of uh I'll say uh complexity, um but yeah, it's uh it's been very um foundational for us, I guess you'd say, cuz as we uh continue to build more partnerships or more uh acquisitions in the future, that is still part of our model and that fundamental having a system that can support us doing that and bring those things together is really critical for us. So, that that said, those those requirements, having all of those uh brands coming together, those customers coming together, those those obviously created some very unique challenges even in a in a platform as flexible as NetSuite.

09:21So, I want to talk about two that that were really kind of, I think, key to this project being being as successful as it was. Uh first would be your your regulatory requirements. Uh you know, you have a lot of regulatory requirements with selling, you know, basically every class of medical device known to man and where it's going, how it's going there. Can we talk a little bit about how you address those in NetSuite and kind of how how NetSuite helped that? Yeah. Well, and just to call out and some items that aren't classified.

09:55Right? We're covering every every scenario here. That is true. >> one of the critical issues for us and again for those familiar with the industry and the licensing requirements, it's about where it's shipping to not necessarily who's buying it. So, you know, with [clears throat] Lexicon Health we really created a engine a um a validation engine really uh that allows us to track for the items that are applicable assign licensing requirements for those [clears throat] items but also allows us to track what licenses that location has for the order.

10:30Which is really instrumental for us because yes, it's a lot of work always the first time an order that customer orders that item but now that we've been able to connect those in the system our their future orders are already covered so it allows the orders to flow through so much quicker and so much less work. Um so that's really just one of the key components for us is you know, scalability and layering in that complexity of um the shipping locations and licensing requirements on each item and the different classifications they have gives us a lot of great visibility and uh the safeguards we have to have.

11:07And I think what I think there's what almost 30 checks? Uh is it over 30 now? I think we're we might be approaching 50 different validations on any order item or any order. >> Yeah. And it it goes through those really fast, spits out a nice little uh checklist of which ones pass, which ones fails. You have override capabilities on some and not others. >> [clears throat] >> That engine is it's it's it's impressive to see but I think when we are talking about this webinar you were telling me before NetSuite you were having to review every order EDI hand entry didn't matter where it was coming from correct manually for all those.

11:51>> Correct. Yeah, in our [clears throat] in our old system our customer experience team hats off to them. They were checking like 40 50 things at every order right to make sure we had the perfect order make sure went through with the right one regulatory compliance and all the different things that they could look at whether be shipping information just a ton of different things especially with all of our different products. And one of our goals is to you know become managed by exception and this engine that we developed with Luxent is really the game changer for us because it allows us to not just have these validation rules but continue to add them as we find them and move into a manner that we can actually start operating by exception.

12:37Regardless of how the order comes in web email phone EDI the same checks are made and now the our customer experience team can start operating based off of where the where the failures and go target address those things missing license in this case they identify it really quick they can now go action that collect the license log it in the system to that customer location and process that through and the next time it doesn't stop. So it's a Right. a really big thing for us. And those those are things it's interesting because they're they're things as complex as licensing and who can buy what but also you're going down to the level of is there a lift gate to deliver this to is there you know, um uh uh yeah you know, storage, hazmat.

13:30Like you you can do so much with that that that just skips the need for somebody to to manually validate. Yeah, absolutely. Actually, I mean, if I'm being blunt about it, I was expecting some of those checks to be there, but the fact that we were able to build this engine that does all of those type of checks, um and, you know, again, I talked about it at the outset of the beginning, right? The rules constantly change in this world, and we wanted a platform that we could apply and apply consistently, and actually see the results and see the trends of what is failing consistently, too.

14:03Um that should be not overlooked. Uh cuz now we can go figure out what's what's causing that many you know, failures or things that we missed on those you know, is there something we can put on the customer record? Maybe we forgot the file that one the last time, get it there so it doesn't keep failing. So, it's For sure. very impressive. Um to your point, Scott, the map, the speed that it runs at, the visibility we now have, and the fact that we used to check that all manually is why. It is. When when you see the volume of orders, the fact that you used to do it manually is kind of mind-boggling.

14:38Yeah. All right, let's talk uh You have a lot of vendor relationships. We we discussed, you know, a large part of your business is drop ship or custom special order items. Yeah. Uh can you talk a little bit about, you know, your drop ship requirements, how NetSuite's helping with you with those, and and just kind of the the efficiencies you're seeing there? Yeah, again, historically, those were really um manual, you know, again, all manual processes, no real system. There were some things designed in there, but um really what NetSuite allowed us to do is one step back and really get a good holistic view in this process of how we're handling those things.

15:22And um again, broad supplier base for example. So, uh we really started with the crawl, walk, run, that you know, that favorite phrase. And we really just started putting in at least the automations, the workflows to, you know, both from a vendor supplier onboarding process and from a purchase order review and approval process. So, as the order has passed all of those checks, um comes through, can create that uh corresponding PO downstream for the with the supply chain team. They can do their proper reviews, QCs, and then send that along to our supplier.

15:57So, uh it's really will streamline the process, give us a ton of visibility that we didn't have before, and really has set us up now for kind of that future road map, which is yeah, finding the right partners to uh explore EDI with, where we can take it to the next level of automation. And then hand-in-hand with that, uh right, new suppliers constant. I know you you put together or put in a a custom workflow to approve of those, which is an interesting kind of flow. Can you talk a little bit about that as well?

16:32Yeah, I mean, we have a lot suppliers as as I mentioned. They come up and again, being that partner who can find hard-to-find products, sometimes we're introducing new vendors at times as well. So, we set up a vendor onboarding process that allows us to go through the proper checks and through the system. So, as as a vendor comes into our system, it comes through, it goes through [clears throat] our supply chain team, our quality team, and our finance team to do their respective reviews and approvals.

16:58And then again, kind of hand-in-hand with our quality checks, our validation rules engine, um it also helps us put a stop on any orders that may if the vendor hasn't been fully approved. So, it allows everything to kind of be full circle, uh keeps the right checks and balances in the system, while allowing us to get the orders and the processing in place. Um so it's going to give us the best of both worlds of getting it in, not setting it off to the side until all these things happened. Uh we can do things in parallel now because we have the right safety mechanism with the validation rules.

17:34Fantastic. So that's all your purchasing. Now let's talk about the fun stuff and revenue. Um sales. Uh so you have a obviously a lot of customers, a lot of sales channels, a lot of incoming you I know your EDI is is is working with a lot of things. Um talk to me a little bit about your EDI. Explain to people how you're you're dealing with that and how NetSuite's kind of working with that. Um well, one EDI is probably the most complicated thing in this project in my opinion. I was very close to it.

18:08Um and as I mentioned, we're not asking our customers to change. So we had a lot of legacy systems or processes in place. Um for perspective, we have about 800 orders a day and I'd say about 500 of those are EDI um from various partners and we get those orders through multiple channels for each one of those partners. So one major distributor might trade with us EDI through four different channels uh which created a ton of um opportunities and challenges around cross-referencing, um just the overall order flow, how do you keep everything straight?

18:41Uh again, um pricing. How do you make sure you have the right pricing on it? Because as I mentioned, part of that one market lab, um in the past maybe two different divisions of that uh customer or that distributor had different pricing and it'd come through different channels. Well, how did we get that down? How did we identify those gaps when they occurred? And so once again, order validations, you'll hear me come across this a lot. All of our EDI goes into the system, gets into the queue, and can be processed and those order validations help detect it.

19:12So, um common issue. Uh customer sends in a uh un- unrecognized no- um item number. It gets flagged as unknown. It goes into the queue for our customer experience team to look at. Other common scenario that we would have, customer sends in an interesting price. Might not align to uh the pricing agreement we have in place. It flags that order in those order validations to let us know, "Hey, customer experience should take a look at this and reconcile what what this is." Maybe it was a special um deal that they worked with the sales team, but they can correct that order, maybe correct that pricing agreement, or call that cu- customer and say, "Hey, could you please update your your pricing in your system."

19:56Uh but it really allows us to capture all of those orders uh very consistently through that EDI. So. And I think the number you gave me the last time we spoke was 1.5 million potential cross references for items. >> That correct? >> [clears throat] >> Yeah, so uh that was definitely uh the eye-opening event when we started doing this analysis and we looked at all the different uh yeah, you have your base item number in NetSuite and in our old system. But if you looked at all the different ways a customer may reference our numbers, when we materialized that process, it was over 1.5 million cross references.

20:34And so, we ended up having to implement a a pretty fun uh cross-referring cross-referencing engine that allowed us to go from you know, customer can send in our item number, that's awesome, we love that. Uh they can send in a global cross reference uh uh item number. So, uh maybe one of the numbers off our website. Or they could send in their own internal item number for it with their respective unit of measure. So, one of our distributors might or hospitals might send in a order for item 123 with a unit of measure of case.

21:11And we can catch that and translate that to say, "Oh, their cases are each." They can say their their pallet is our um case. Right? We can do that cross-referencing right in that engine, so that when it gets into NetSuite, uh we have not just the item, but the unit of measure correct as well. And once again, order validations, literally the heart the heartbeat of this process, will catch any anomalies or those those things missing. Yeah, that's great. Um all right. Um So, you've been live now 5 months, I think we just said, right?

21:50Yeah. Yeah, 5 months. What kind of uh measurable impacts are you seeing? I know there's not a lot. It's it's takes a little while, right? After you go live, but I'm sure there's some. What what kind of measurable things are you seeing already? Oh, man. So, again, like you said, it's we're new. Here's the first one, which I call the biggest one of all. We've had no disruption to our customers. We went live. We've continued to transact and serve our customers the same way we did before. Full truth to be told, there's a learning curve.

22:29And like with any new system, were we a little slower at first? Yes, but we had no system outages, no major customer impacts. And a testament to the entire team, the entire organization, uh ramping up that uh learning curve, running up it as fast as we could, and transacting. And we've also been very intentional about letting the dust settle and not making major changes. So, the big impacts since go live have been the fact we can continue to serve our customers with minimal impact. The fact that all of our users are really still positive and like driving towards like how do we optimize it?

23:02You know, we You do these type of projects typically somebody's thinking, "Gosh, I miss my old system." They haven't been. It's like, "No, we love this and we want to keep investing and making it better." And the the third one is we have visibility that we didn't have before. Right? Our old system, we didn't have visibility to the level of the black box that we would use use to call for pricing of how did we get that price? Or we didn't have visibility to the the same level of visibility to the orders or why are they failing through our analyzing the order validations and what's failing there.

23:37Um we just have so much better visibility and it's going to take time to really leverage that visibility because we're just building up our data set now. Uh but you know, it's really exciting to see what we can see. And now use that to quantitatively go after and improve order efficiencies, processing efficiencies, um our EDI, analyzing those trends, what are those failure points? How do we make that more streamlined? That's really exciting and we're getting close to those things. You know, it's interesting um uh I probably met 50 people at Market Lab during this project and everybody was very positive about NetSuite and the opportunity and and just the project in general and um the only way that I could categorize that was it came from the top down.

24:29Yep. And how important that was. Can you talk a little bit about just the buy-in of Market Lab to this project and how how key that was to the success of the project? 100% complete buy-in from the top all the way down. Every function, every you know, every individual. Um you know, everyone likes to say these projects, you know, it's a you know, and the cliche thing is it's, you know, it's not an IT project, it's a company, you know, it's an all company project and that's absolutely true. ERPs are not about IT, they're about the business.

25:08Market Lab lived and breathed that. From the very top, from our CEO down to our lowest level employee, everybody was in. Every meeting we had started with this project. Everything we did started and ended with it. It was just you know, that was what we were doing. We were committed as a team to pushing this across the line. We were committed to our We lived our values of customer first, ownership, right? Take ownership of driving these things to done, together, doing it together, right?

25:44Those are all really really big things. And the biggest of them all is progress over perfection. We knew we were transforming. You don't get an ERP to 100% out of the gate. And so we always had to remind ourselves progress. Are we taking a step forward? Sometimes a step forward was a step back, meaning let's simplify and take out some of the complexity of our old system to make it simple. We can always over engineer it in the future. And so we really tried to and we were all bought in. Everything was prioritized around this.

26:17And that's the secret to the successful this project. And it's uh the opportunity of a new ERP. Can you talk to me a little bit about that because I think a lot of times, right? In in ERP space, it's easy to go in and say I'm going to recreate what I was doing in my old system in this new system because that's what's comfortable to me. Yeah. But this is an opportunity. You do this once, maybe twice in your company life cycle. Yeah. Talk to me a little bit about what that opportunity meant.

26:56The hardest opportunity to uh to to uh manage, I'd say. Um uh one, you're right. Everyone kind of has that old model in their head. And let's be honest, it worked. That's why they were comfortable with it. For what Take it or leave it, it did work for them. And the hard part with this is helping people see the opportunity of what could be. We like to We use this phrase a lot and I always joke, but uh you know, what you know, the magic if if I had a magic wand, how would it work? To help unlock kind of the ways we used to do it to think about how we could do it.

27:33Other times I wanted to put the wand away, I'll be honest. You got to manage that opportunity and that's a lot of fun, but uh you you have to bring people through it and you can't you can't forget they are people, which is a big part of this. So, how do you bring pe- bring the people along through the project and one, give them permission sometimes to open up the ideas, to explore those opportunities. And then also help them uh sometimes contain those opportunities as well, so we're not solving for the edge case, we're not solving for the what could be, but really how are we transacting, for example.

28:08And so, it's a fine line. Um it's got you right, it's something a company a couple times in their in the life of a company will go through this. And they're big and they're hard and um but it is, it's full of opportunity and that's what I'm really proud of. We kind of seized that opportunity to both simplify, to set a foundation, and um but it's also an ongoing battle. It's always an ongoing battle of opportunity of what you could do, what you should do, and questioning ourselves, is the way we used to do it the way we want to do it going forward.

28:47And it's I think that's the great part about our team has been embracing that and talking through it and pressuring each other and trying to land with Well, landed where we did and set ourselves up for future opportunities. Well, then identifying those things that maybe aren't the priority at go live could be phase two, could be phase three. And then to your point, breathing a little bit and seeing some of those things probably fall off the board because now people are in the system and saying, "Well, I thought I needed this, but maybe I don't."

29:20Yeah. That's a really big one right there. Is letting people get into the system. That's why we kind of supported the minimal viable product to get live. Don't try to do everything we used to do. Um progress over perfection. What you see the first week, the first month after go live, and what you think is the priority after 3 months, you realize that's that wasn't the priority. That was just the initial um learning curve. Yeah, I'd rather invest here and optimize something different. And so not being too quick to change as well was also really important in this process process because we keep getting smarter.

30:00And uh that's you got to be open to that. Right, 100%. Yeah, I mean NetSuite's you know, I've been telling people for years NetSuite will be able to do anything you can possibly imagine. Yep. As long as you have the hours available to do what you want to do. >> can you do, it's what should you do. >> [laughter] >> What should you do is is just as important >> you're at. Yeah, exactly. All right, uh I'm going to just get through a couple of last things here. Um So, looking back um what do you think were the the best decisions you made as far as configuration.

30:42Whether that's integrations to systems, uh decisions you made on modules to use or not use, uh third parties, like where where what are looking back are are the things that you're you're happiest with the decision that you made? I mean, I'm going to start with one that's not actually a configuration, but it is that we lived and breathed this as a business initiative and we were all in. Um if if you want to get technical on the decisions, like the order validation engine, um I'm very firm on the buy, extend, then build, unless there's a core business reason.

31:25The solution we developed with order validations is 100% the lifeblood of what we built to unlock our scalability and what it gives us in terms of today, but what we can do in the future and drive that automation and that efficiency is the biggest thing for us. Um >> And something you could have probably spent a year looking for a third [clears throat] party to do and ended up right back to building. Uh we could have done that. We could have gone crazy and built 45,000 different scripts and other things.

32:00And Mhm. the way not just what it does, but how we did it, the fact that it applies regardless of how the order comes in. It's applied consistently. If we need to add one, we add it in one spot. We're not jumping around to 50 spots to try to keep track of this change. Um it literally is both a massive impact for the business in terms of value value. It's also very scalable. It's very supportable. It's very adaptable. And that just hits on everything that's fundamental with how we we believe our system should operate.

32:38So, that that by far is the biggest one. Um in the project, we also made a couple other pivots. You know, we pivoted we initially went into it with using planning NetSuite WMS. Um but we did pivot to RF-Smart. And because going through this through this phase, we got smarter and we realized there's some capabilities we could have probably customized and configured in WMS, but again as I just mentioned buy over build uh we decided to pivot and go to RF-Smart to get some features and functionality that was where we now we both needed to be with some of our um shipping requirements, I'll say.

33:17And also where we knew we wanted to go in the future. And so after we became smarter as we went through the discovery and early phase of the project, we let ourselves get smarter and made the decision to say, "Hey, you know what? Let's pivot because the right long-term solution." And so we pivot pivot over RF-Smart for our distribution side of the house, uh which is awesome. And you also have so um integrations-wise, you have a a unique combination because you're using middleware for some. You're also doing direct API uh integrations with some.

33:55Right. Um it you know, talk a little bit about what that flexibility that NetSuite gave you to do both of those kind of builds for the future. It doesn't limit us, right? That's the big thing. Uh it gives us options, right? Again, that adaptability and look, we don't know what tomorrow's going to bring in terms of technology, but I have access to the data. I can get data in and out of the systems. I can lean on a great um large portfolio of companies that work with and build solutions within NetSuite, plug them in.

34:33To your point, some of those integrations are standard integrations. And when we have a business case for some of the other ones, we were able to, you know, integrate our website, which is not a typical website platform that has a existing integration. It would be great if it did, but you know, we we're able to make that happen. We have another solution, our Numen RDS solution, that does our directed picking solution, which is a phenomenal system for us. And we were able to connect that into NetSuite.

35:09So, we have options, and that's that's great for our scalability. Absolutely. All right. So, now I've got to pay some of our bills a little bit. Yeah. Um so, talk to me a little bit about working with Luxent. How did Luxent work with you? What do you think worked? And you know, yeah, where where we really worked together well. Yeah. Uh So, here here's what I would say. First of all, for anybody, you know, there are a lot of great companies out here. And the most important thing is to find a partner that aligns to you as an organization.

35:51In Market Lab, while we're a good-sized company, we do a lot of complex things. We needed a partner that could be shoulder to shoulder with us and help us along the way. Be in the trenches, so to speak, with us. You know, be committed to the outcome. Be flexible to the process, because we don't have all the answers. You don't have all the answers. Together, we have the answers. And that's really what we needed. We needed that partner that could, you know, have the resources, that could be in the trenches with us.

36:23Um You could be wearing the same, you know, same logo shirt because we're all in it as one, right? It didn't matter. And that was really what it was about. It's about that partnership. It's about that commitment, you know, the ability to have open, honest, sometimes hard conversations trying to work through a hard problem. Um you know, and fully engaged. Top to top, um everyone in the team. That's really what made the difference in terms of the partnership and why, you know, we value our Luxent, you know, connection, right?

36:53This has been a great partnership throughout it and that's really what, you know, was the secret for us. Um these projects are hard. These projects are long and you want somebody that's in the trenches with you to figure it out and help you along the way. And that's that's really what Luxent was for us and that's why, you know, we value this this partnership. Awesome. Well, thank you, Mike. >> [laughter] >> We'd love to hear that, obviously. Um and we're, you know, so happy that that the partnership is is going well and that we're doing great things with you guys and it's really cool to see that transformation that NetSuite has had on your crisis business, you know?

37:30It's incredible to see just the flexibility that you guys have gained and all of the the different kind of automation levels and, you know, that I mean it's pretty incredible. It's a big machine to move and it's a lot of a lot of moving pieces. So. >> [laughter] >> All right. Well, I have one last question for you and then I'll close this out here, but we have a lot of other medical device and manufacturing distribution companies on the call here today and what kind of advice would you give them as they are beginning their either NetSuite evaluation or they're already in an implementation, what kind of advice would you give them there?

38:07Oh, man. Big question. Yeah. One, be flexible. Be open-minded. Um what it looks like today might not be what how it needs to look in the future. So, be open to that. But I'm going to go a little I won't say off technology, but it is really off technology. It's really about how you manage the change in your organization. The other thing we did a really good job of, and we're not great at it, but we're again progress, you have to bring your organization along through the entire journey. If you don't You got to start on day one.

38:43This isn't just a go live. But, you really got to manage that change. Pick a Pick a philosophy like ADKAR. Bring the organization along so they're coming with you through the whole journey. So, they know what to expect, how they're going to feel going through this. Right? Managing that change and adopting new ways of looking at things. When you do that, um people can meet you where you are. So, when the process looks a little different, when I when I go from being the expert in using the old system to slow at using the new system cuz I've got to learn the new process, they will understand that that's just part of the journey, and they will work their way through it a lot quicker.

39:24And so, you know, that's what has been great for us. I'm excited about our future with it and what it's going to do. And it is technology. You've got to bring the people along with you. And when you do both of those, uh you're going to be successful. Awesome. Well, thank you so much, Mike. That was really great and really awesome to hear that that, you know, it's not only just about the technology, which is hard to kind of wrap your mind around. Like, this is a big technology process, you know, how do we get the team and something that we talk about here at Luxent all the time, and you know, Scott talks about it often as as the VP of delivery here is just like that change management process and that whole movement forward.

40:05So, that is that's a big piece, and it's it's a hard one to kind of get around. >> [laughter] >> It is. So, And when you have a great partner like Luxent, you know, it makes it a little easier, you know. So, thank you. I appreciate everything you guys have done. Well, we love to hear that. >> [laughter] >> All right, team. Well, I'm going to share my screen again and just kind of close this out. Um and we can kind of move forward here. All right. So, before we wrap up today, I just kind of want to walk through what the next steps looks like if you are in your NetSuite journey looking to either select, purchase, wherever you're at.

40:42Um first off, I'd you know, if you'd like to see NetSuite kind of come to life, um join us for our webinar on May 21st. We're going to do an actual kind of NetSuite demonstration. So, what it looks like in the medical device space, kind of like how that's working out within the actual system of NetSuite. After that, step two is to schedule a discovery call with the Luxent team and we can kind of walk you through, learn a little bit more about your business process and what those next steps could look like.

41:07But, if you're not quite ready to start your NetSuite journey, but you'd like to continue to learn more, um there will be a survey that pops up at the end of this call today. So, feel free to select, you know, that you want to be a part of our newsletter or want to get some more information. We're happy We're happy to kind of keep you guys connected in that way. So, as I wrap up here, I want to give a big thank you to Mike and to Scott. You know, this was a great conversation, really eye-opening, I think, and it's really awesome to be able to hear from, you know, you know, people have boots on the ground, people that are actually working in the system and using the system and doing those things.

41:39You know, we at Luxent can talk about it till we're blue in the face, but until they actually hear that from, you know, people hear that from are using the system, it doesn't mean as much. So, thank you guys so much again. And as, you know, as a quick reminder, May 21st, 11:00 a.m. Pacific, 2:00 Eastern, we will be having our medical um industry NetSuite demo. So, talk to everyone soon and we hope to see you on our next demo. Thank you so much.