It's actually really interesting to follow Thomas because he's already said some of the things I was going to say thankfully I'm not going to contradict him, so that's good. Secondly, your last point at the end about where to start and evaluating where you are and understanding that before you, that's the real place to start the journey. I'm really pleased you said that because I've got about three slides on that and if you said it was something different, I would've looked really stupid. I mean literally that short session really is about composable, are you ready and how you get ready? Okay. It's interesting that we talk about this idea of composable, and where it fits in and how do we communicate that with clients? We tend not to use the word composable at all. Although I have to say I'm not going to be able to get that out of my head now and at about two o'clock this morning about an idea about "Composable or die" and was afraid as I was going to use and I played with the idea of composer look, so I'm on the same. I'm gonna skip over a couple of these actually because you've all read the information so you know a bit about, you know who I am. So that's easy. Um I think you've all read the brief, you know what the synopsis is, so hopefully you're right talk and nobody's going for a coffee. Actually, just a quick overview about us, we've been around for awhile, much like when you were here today, so we do quite a lot of work with Umbraco we do an awful lot of work with other systems as well, so in that similar sort of thing and being able to build systems that work together, you come across many of the same challenges with different technologies. Obviously, we have a few technologies that we tend to favour, naturally, it's Umbraco, otherwise, I wouldn't be here, but because that would be embarrassing, but yeah, we don't we don't just do that and it's interesting that a lot of those same problems do occur elsewhere and it's important to take those learnings across from CMS to commerce, to product systems, to support platforms. But there was going to talk a little bit about is the difference between the monolith and the composable, touched on this a little bit as well already, so I'll kind of keep this first bit quite brief. Obviously, with the monolith, you get an awful lot of toys out of the box straight away, which is brilliant because if you look at you might be excellent, I get everything I need over there and that's brilliant. Exactly, except actually, it's not quite that, is it? Because it does what it does, but it does it the way it does it and at that point your business has to follow the way that that does it, otherwise, you end up spending an awful lot of time trying to customize it and probably ending up in the same place that you ended up with, Steve. It's appealing because it's a less complicated setup, just install it and it's simple, and you get sold the dream. And it just works, except again, we know it doesn't, okay? Whereas with composable what we're trying to do is to pull together the best-in-breed. We've talked about that before um already and idea of being fit, but what it really gives you is that adaptability, it's what you need now, you can do, actually, how do you grow going forward, what do you need tomorrow? So some of what you might need in two years time is very, very different to what you need now. I mean just look back at the last three years and how people's businesses have had to change as a result of going into lockdown and tell us an example of that, you know, the business to change itself because you had you can no longer sell food to a restaurant because nobody can come in and we all had to adapt. And actually, we were forced into a more composable approach, without realizing that that's what we were actually doing. Obviously a little bit more involved to get set up, but it gives you much greater flexibility and so I think and I have to put this in over saying, well, you know, I'm here and I'm in the company of lots of Danes and actually had to make some sort of Danish reference. Originally it was gonna be a basket of eggs about the idea of what the model of putting all your eggs in one basket, and I thought I can't let this opportunity plus to make a reference to LEGO. The bit that I think it's really typifies is you buy a LEGO technic kit, and this one in particular is abroad and the car, okay, and it's brilliant and you build it and that's exactly what you wanted to do, and it's awesome. And you can do one of two things with it, that's a lot like a monolith where it's designed to do certain things, but as with LEGO, when you build it and you build the actual models, it's brilliant. And whilst you've got all those pieces to make something different out of it, it's never quite as good as the LEGO model that's on the box. And when you try and customize a monolith, you end up with a scenario where you try to turn it into something, it's not quite meant to be and never quite does what you wanted to do, and I hate to say, Thomas, I'm really sorry, but I always use Sitecore as the example. But inevitably what you end up with is a customer that wants both the boat and the car and what they effectively want is the Lotus Esprit out of the James Bond the spy who loved me and they want some sort of combination between the two. So that's actually where compostable fits in because I tend to see composable is a little bit more like the spice rack. So you start off with some mints, which might be your basic website. And it does what it's supposed to do it for the protein that feeds your corn if you're vegetarian, but actually adding some herbs and spices, and garlic, some seasoning and a few other bits and pieces and all of a sudden you got a bolognese and actually it's greater than the sum of its parts. And that to me is exactly what composable is, even though we don't talk about it as being composable. So I've got a client who is in the minutes in the monolith trap where, whilst the site amusing themselves isn't a big of the CMS. What it is that was connected up to the ticket management system, which absolutely dictates how their business works. User journey is terrible when you go on and try and buy tickets to their to their various different venues. You can't check availability for different activities. You can't, you have to navigate your way down lots of little alleyways and you by the time you get to one, you realize that I can't book that one, but I also want to work out can I do that one over there at the same time? And the fact is their business, the way they communicate with their customers is dictated by the technology, it's the tail wagging the dog, rather than it being the other way around of technology being the enabler, which is what we all talk about as technologists, but inevitably end up navigating our way into a sometimes as you navigate your way into a space where you can't do that. So it's less about LEGO and more about spices. Okay, that's all you take away today. It then that would be brilliant. You know, we were talking about, you know, a lot of functionalities, let's set up time, It's extendible. That's brilliant. There might be a low cost of development because you get lots of toys out of the box but it's very, very fixed. And you are in that scenario where you will do what that system will let you do and that's pretty much it, whereas it's quite the opposite with composable. So there are obviously pluses and minuses to it, but you know, by and large, it's definitely the better of the two options, but it gives you that greater flexibility to work out actually further down the line when I want to change something, I don't have to change the whole thing. So where do we start? First, as Thomas has already highlighted, you have to work out what you've got because you need to, understand what you have and what you're trying to achieve first before you know what you don't have, what you're missing. And so actually in the beginning, sit down with a big piece of paper, like a three and a pencil because I really like pencils, I don't know why, but I really like pencils and draw it all out. Actually look at yourself critically. What does, what do we do? Well, more importantly, what do we not do very well, what does the system not deliver for us? What problems do we constantly come up against? And you have to be really, really critical with yourself. You have to be, you have to really look at it analytically and go, that's not, you know, that that isn't right or that that really works. But actually included opinions across the business because there are so many people that interact with systems in different ways in different places that what they need from it is difference to what you might need from it. So, from steve's perspective, you might be looking at the technology, the integration, the security and stability of it, but actually something in the marketing department, be careful, just want the website to be there and be able to build a campaign to launch whatever it is, whatever latest charity campaigning, wherever it might be, they don't actually care what it does or how what, what's going on. So understanding and getting those opinions from across the whole of the organization. But fundamentally you need to understand what's driving the change. What is the point of doing all of this? Because until you've actually helped and in the case of the agencies, we've got in the win in the group, you know yourself until you've helped, until you understand what the client needs and in some cases help the client understand what they need and you don't know where the true starting point is. And so after that we need to work out right, Do we know what we've got? What does the business need? What does it mean? What's the point of doing this and what does it want to achieve? But also more importantly than ever. Now, one of the customers asking for because actually in some cases, what the business thinks it wants versus what the customer wants is not always the same thing. And so we need to evaluate where those crossovers are. And there's a little, there's normally have had a few more minutes. I put in a little then diagram that shows all of this. Well, you know, we try to look at the as much of a crossover between what the business wants and what the customers want because that's the sweet spot for all the best, the best the functionality of the best delivery. But look at the behaviors. Look at what the successes are the failures prioritize those requirements because let's be honest, clients expectations. Sorry, steve my client's expectations. Usually this budget is a little bit smaller than that. So what we have to do is work out which ones are the most important. Okay. And there's only so far you can go and you bend over and you try to look after your customers because it is a relationship and a partnership. It's not it's not it's not that supply and customer type relationship because they also um But yeah there's a bit of give and take but you've got to work out what the priorities are and once you've worked out what you need and what the where the gaps like what you've got, rather you need to look at the gap analysis to work out what you've not got. And that's where the that's where the D. V. L. Starts to come out. So what do you change? Well again this comes back to where thomas was talking about before it's actually straight away we've worked out what our requirements are, we prioritize them so we know which ones are most important to us. So if our expectations are this big and our budget is this big then we know which which we need to hit first um undertake a platform selection process, Look out in the market and work out what the options are. Okay. There's more than one cm s, there's more than one e commerce platform but actually evaluate the more side by side by looking critically at those requirements and work out what does that do? What I wanted to do. Does it do it out of the box? Does it need a module? Does it need customization and score it? Because if it's easy enough to do and it doesn't have the box it should score higher than something you have to build custom. Because as much as tech the agencies and I can say this because we are a tech agency as well as other things. They're like building code. The problem is code sucks because it needs maintenance. It needs a lot more time and effort and money putting into it which you know stops customers doing some of the other things they could do because maintaining code doesn't necessarily help them deliver their business objectives or make money for example it might facilitate it but it's not the be all end all. So but look at researching different platforms and narrow it down better. Talk to an agency because we can probably give you a few ideas and much like David and rain room C. T. I. And reading room have crossed paths many times over the years were tech agnostic. You look at working out actually what is the customer trying to achieve and what's the right tool for the job because otherwise you're just gonna you're not you're not doing the best service by your customer. But ultimately choose best in breed platforms because there's loads of platforms out there. Again, as thomas's diagram showed, some of them are really, really good. Some of them say they do some stuff and not really very good at all. So part of, part of our job really is to understand which ones really are good and which ones not so much. But realistically the other key thing is to not underestimate the connectivity building. And obviously there's a number of partners in here. Now, I was talking earlier on having connectors make life easier by having connectors and use those connectors don't start building everything from scratch, but ultimately don't choose, choose the right partner as well. And lastly, when you're doing that evaluation, don't forget to include total cost of ownership cycle. Um, but yeah, so, but honestly it's because you can, again, you look at it and look at how much something might cost something. But actually, when you factor in, how little you might have to do over a period of time to look at license phase, how much is that saving me over a three year period versus the maintenance of something custom. And actually it starts to make far more sense if you average it out over three or five years. So selecting the right platforms, obviously there's lots of them in my diagrams got far less on it than thomas's house. But I definitely try to pick the people that were in the room because one of the things that I wanted to pick on with this is all of the people that are in the room today. All the partners are in the room today and all the all the logos that I've got on there all work together, you know, in a in a composer man, that's part of the reason why this ecosystem works okay. But also they they work with other people that are on this on this list either, which again, is part of that whole compose double set up. That's why it works. That's why it's so powerful because we've got we've got cloud but actually doesn't need to run on oracle cloud. I did just say that Yes, but I'm really, really sorry. Uh it's all right, I'm gonna get my coat. You can run, you can run aws, you can look at what a client needs and make it work with the rest of their ecosystem. You converse doesn't just work with the broccoli works with other solutions as well and that's part of the benefit of all of this. So um I'll skip on them. Um the key thing is to define your roadmap and actually some of those we've already talked about but it started working out from the beginning, what your business needs are progressing all the way through to selecting a platform, implementing it and when you get to the end, review it and revise it and work out what you need to do differently again. Um the key thing here is its evolution, not revolution and you've got to be really pragmatic about what you do because I go back to the expectations, budget timeframes, whatever it might be, don't try and change it all at once. And that's again part of the benefit of this. You look at what your system already has, which bits can stay, I might not need to change male chip, I might not need to move to DR and I just said that because I'm in their office, we, you know, I'm not ready for that yet, but I will be in a couple of years time, I'll move there. You don't have to do it all. I want. So to prioritize the areas with the most impact on the business and the other key important one. As well as building that planned program to retire and replace those functions is to assign an internal product. Champion somebody that's gonna own and champion the whole product or project rather because that's really key to success and someone who can do it and that's it. Any questions?