I'm Steve Gale. I'm the Chief Commercial Officer at CTI Digital. I've been here today to do a talk on composable and how to get ready for it. As a as a company we operate, we're a digital only agency. We do everything from strategy and digital transformation, user experience, user testing. We do an awful lot of user research and we have our own UX lab. We do an awful lot of work ahead of trying, before we build anything, trying to understand that customer experience, trying to understand those customer needs and that's from brand communications to strategy to defining and testing those requirements so that when it goes into production we know that the solution we've architected is the right solution for our customers and then we'll go off and we'll build that and then provide the ongoing support services behind that to continue to grow and develop that solution to meet our changing customer needs. And on top of that also look after things from a marketing and an improvement perspective in conversion rates and improvements to ongoing changes to customer journeys. In some respects it's always a danger to try and get too many people involved and you end up trying to make decisions by committee but it's certainly a good idea to get a couple of key people from across the business involved. So whoever is in charge of marketing or website management can sometimes be separate people because they have a view of what the website needs to be able to do all the other other digital platform in question. Your CTO, your tech director, the technical person responsible for it because very often their needs are different from those marketing people and indeed in many respects, finance as well, because ultimately there are certain drivers that may help shape some of the decisions you make if you're working within budget or boundaries, but also people elsewhere within the business, maybe not marketing, if you're selling a product you want, people that are on the front are actually updating it or using the site as well. So try and get a broad range across the business to get to get viewpoints from each of those different roles. We tend to get used in a number of different ways. The first, the first and biggest reason is because of our impartiality, we'll evaluate products based on their suitability rather than having a particular product or service that we might offer because it's the only one that we have available to us. We are a multi-tech company and part of the service we offer our clients is the fact that we have an unbiased approach and also to help us for us to help them understand what they need and ask some of the right questions and indeed identify the questions that perhaps haven't been asked because those are the things that bring out those requirements that help you to understand that is the right platform. That one isn't the right platform for these reasons. Because actually knowing when you're making a decision, you're making a decision on that, because it's the right solution is really, really important, particularly when you when you look back on it in a few years time, I think it's a it's a different argument for each of those rules and it's important to distinguish the difference between those because actually what's important to a CMO is very different to what's important to somebody within procurement or indeed a CTO. And actually in some respects that there are commonalities across them. But what you tend not to get with the monolith is that agility, that ability to evolve that ability to change at pace Then, from a CMO's perspective, they want to be able to change and follow market conditions and respond to the needs and wants of their customers. Whereas the CTO will want something that's more safe and resilient and actually the benefits of a monolith being this big safe system that just does the job can be a difficult barrier to break down. And unless you start to explain how you're then locked in and you're being forced down a route, that means that the business has to operate in a certain way, which can create problems from a technology perspective, similarly from a procurement perspective that being tied in and that vendor lock-in means that it impedes their ability to ensure that the business is getting the right value from its vendors and its software providers and its agencies, if you are just locked into a solution that can only be delivered by certain people. So it's different arguments for different rules and part of the job of of an agency is to be able to articulate and get across the right rationale and the right argument to each of those rules to help them make an informed decision.