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00:00:00 - [JESS_FOURY] I today, we we kinda wanted to put, like, the cart before the horse a little bit before we, do the demonstration next week and and go through, really kinda two big key areas, and that's, you know, what type of support you will get from UKG implementation, things like that, and and pricing. So that was that was really our goal today. And, you know, before we we get too far in, I I definitely want to make some quick introductions because, you know, Scott, I know you had joined late last time, and then we've got a new face. And not everybody at UKG that's male is bald and has a beard, but, Brian and I, definitely both do. So 00:00:48 - [SCOTT_WARNER] Yeah. I'm working 00:00:49 - [JESS_FOURY] on it. Okay with you guys, that's kind of the goal is introductions. I wanna take a step back, share just a little bit of information on, like, why businesses partner with UKG, hop over into implementation, change management support, and then review the proposal real quick. So I don't know if we'll need the whole hour. We'll be efficient. But does that sound like a good plan for you guys? Wonderful. 00:01:10 - [LISA_LAW] Works for us. 00:01:13 - [JESS_FOURY] Alright. So I've got just a few slides here just to keep us moving together. So I shared just kind of some of this briefly, but, you know, just from an introduction for myself, I came over to UKG about a year ago, and I had a lot of friends that worked at UKG, and and they were all trying to recruit me to come over because we had worked together in the past. And so I did a lot of research on the organization and found out that a lot of my friends, a lot of people in my network use UKG, and I had a ton of calls about, you know, the partnership. And and, Lisa, I think you've probably heard a lot of this just being around the Indianapolis market that UKG is very well known for their support, for their product. And so I did a lot of research personally before I came over, and we'll kinda go through some of that at a high level here first off and then, you know, get into the launch implementation. But I live in Evansville. You could see my family here. I'm definitely not a robot salesperson. I like to build relationships, that are long lasting, and, you can see my wife and two boys, my dog who just barked just a second ago in the background. The littlest guy has flu B, so really pumped about that for our household. Hopefully, it doesn't go go around too fast. And then I wanted to introduce Brian who's a a local resource as well. And, Brian, I'll kinda kick it over to you, and then we'd love to hear from from you guys as well. Like, what brought you to Festool and anything else you're you're willing to share? 00:03:03 - [BRIAN_DEUBNER] Yeah. Thanks, Jess. I didn't I don't think we've I've shared this with you, Jess. I came to UKG for a myriad of reasons. I've been with UKG for four years, but, I too have some friends that worked here, and they're like, hey. We're culture centric. We've worked with you before. We know this would work. You're looking to, you know, level up and switch things up. So that's interesting. I spent thirteen years prior to UKG in, the public sector, worked for a police department in Indianapolis where I'm based, and there were some skill sets that transferred over. Love what I do for UKG talking about projects and service and what we build and why we build it, and how we build it and all that. And you see my family up on screen. My daughter's eight. My son's 10. We do all things sports. I'll go I coached basketball last night. I'll go coach baseball this Saturday, so stay really busy on that side of the house. But, yeah, it's I hope it comes off as genuine. UKG is, like, the best employer I've ever worked for. It's fantastic culture. 00:04:07 - [SCOTT_WARNER] Great. Lisa, can go first. 00:04:12 - [LISA_LAW] Fantastic. I've been with with Festool now. This week, it's been three months. So just kind of going over that ninety day mark, which it seems wild because it it definitely doesn't feel, I mean, there's been a lot in that ninety days, but, certainly, I'm I'm so excited to be here. What drew me to the organization, I, you know, I had a a friend who or I would say a friend, but kind of more of, a a business relationship who had reached out and kinda told me about the opportunity. I had, the chance to to come in and actually meet all of the folks, at the the HQ, here locally. And then, honestly, I did just a lot of research on my own about the company, and I was just drawn to, like, the really strong, like, family ties, you know, but them being in business for a hundred years and, you know, North America here for twenty five. So I'm just excited to to be a part of an organization where I feel like I've got a lot of good support around and HR, That whole phrase of, you know, HR having a seat at the table, I don't think that that at all encompasses maybe where I was at previously, and there's just some really good support here around it's people are not an afterthought. They're very intentionals. So I'm excited to kind of help and lead and and drive that on this side. On the family front, I'm a little bit, on the other side of things here. I've got a, 20 almost a 23 year old who graduated, college last year from IU, in, like, marketing and graphic design, and, she's looking for full time employment. She works kind of like a part time job right now. Been married for twenty five years, myself. Sorry. Not her. I I've been married for twenty five years. She's she's 23. I graduated last year, then my youngest, he, will turn 20 next week, and is in, his sophomore year of college and just proposed to his girlfriend. So we are in the opposite life cycle of where you guys are presently at. So it's it's weird being at this phase where I was like, I know that it's coming, but you get here really quick. 00:06:47 - [SCOTT_WARNER] Goes faster than you think. That's for sure. Yeah. So, yeah. So Scott Warner. So, been married twenty four years. So it must be Lisa and I are real close within a few years of each other of everything. So my oldest is again, I turned 21 in two weeks. She's a junior at Butler University, premed. She wants to be an anesthesiologist, so she's super smart. And then I have an 18 year old son who's a senior here on the South Side Of Indianapolis, plays baseball, very athletic gentleman. He's gonna be going to Purdue University next year for finance and accounting is his goal. Wants to be a CFO someday and, you know, run help run companies and stuff like that. So got lucky with both kids, real ambitious, and they really push. So I've been with Festool now almost eleven years. I came here it's only my second real big boy job, and I was in public education for seventeen years and just kinda grew tired of the politics behind it, attending board meetings, getting yelled at by moms and dads for things their kids did and things like that. I was a director of IT. And then so I got re a friend of mine got contacted. A friend in he passed it to his friend who passed it to me. You know, someone was looking for an IT guy that kinda could check all these weird boxes. Lo and behold, I had an interview with them, and they said something that stuck with me ever since, and that is that they want the people they hire to retire from here. And that just really, you know, spoke to me, and I was like, man, what a cool place to work. And, you know, here I am eleven years later and still loving it. So I don't really do IT as much anymore even though I still it's really my first love. But, really, what I consider myself now is a mentor of people. Lisa and I haven't had a chance to work with each other a lot, but I she holds the distinction of being one of my favorite interviews ever. We just really bonded right off the bat, and I thought she was amazing, and I advocated for her pretty hard. So I'm glad she's on our team with us. So excuse me. 00:08:49 - [JESS_FOURY] So Awesome. I love it. 00:08:52 - [SCOTT_WARNER] On the KB, I've been a user of it. My wife and my daughter have both used it, so I thought that was interesting when she brought this to the table. So 00:09:01 - [JESS_FOURY] Where, where do they work at? 00:09:03 - [SCOTT_WARNER] My wife works, she had used it at as at an OB GYN clinic, on on the South Side, and then my daughter works for Kroger. And somehow, I don't know if they still use it or they did or I can't remember. So 00:09:19 - [JESS_FOURY] Yeah. I I think as we talk through some of this, we'll definitely clarify a couple things. But, yeah. I mean, it's not hard. I think we have about 800,000 Hoosiers that are on UKG today, And we'll dive into a little bit of the history, but just to give you, like, some insight into things that we get asked quite a bit. So, you know, as you think about, you know, this a potential partnership, and I kinda wanna zoom out here just for a minute because if we don't really, like, frame the problem the right way, we end up solving the wrong thing. And as you look across, like, the small business space, especially in that, like, 50 to 500 employee range, the average relationship with an HCM provider is under three years. And that tells us something important, which is most companies didn't start with a bad intention or, you know, something in their business has changed. And for you guys, like, you know, there's there you have some complexity. Right? And so it really isn't like who has the prettiest UI. It's not a workflow conversation, and it's definitely not about implementation speed. The real issue that you're trying to manage is, you know, one of your largest, most complex pieces, which is labor. Right? And that's that's where, like, if the vendor doesn't truly understand the why behind the pain, like, compliance nuance, payroll consequences, you're just gonna end up with a solution that meets most of your needs but never anticipates them. And so that's kinda what we wanted to talk through today because with UKG, Ultimate Software, and Kronos, like, whenever those two companies merged, they were, like, both both best in breed. And so we've you know, Cronos pretty much invented timekeeping as as you guys know, or as you may know. So, you know, as we think about that expertise and I don't wanna share this slide to scare you, but our superpower really is our our verticalization. And that's important because, you know, you can't solve what you don't deeply understand, I guess. So, like, manufacturing, very different than health care. Health care, very different than retail. And in your world, the things that are challenging, like controlling labor costs, margin protection, multi country compliance. It requires deep expertise. And so UKG, we started in the enterprise space. So if I were in your shoes looking at this, it would probably scare me just a little bit because everything is saying Fortune 100, Fortune 1,000. But we we started enterprise, and then we've built out what we call our SMB market. So we've moved downstream versus upstream, which makes us very unique. Any questions on on kind of, like, the history of UKG or because we're gonna get into some some other stuff. I don't I won't spend too much time here, but any questions on this? 00:12:38 - [LISA_LAW] No. No. 00:12:39 - [JESS_FOURY] Okay. So just the the last piece to kind of validate and and bring it all together. So you can see this is a third party company called Nucleus Research. Lisa, you may be familiar with with Nucleus and some other reports. But UKG Ready, which is the product we are talking about, there's kinda two platforms. Now there's UKG Ready, and there's UKG Pro. So if you think any major health care system, any major university, car manufacturer, they're all gonna be on pro. What we're focused on is UKG ready. So we've taken all that knowledge and expertise and built out a solution that is ranked number one in usability and number one in functionality. And that's what you know, just from a product standpoint, there's a there's a lot of these, you know, that are out there as far as, you know, showing where people are ranked, but this is all third done by third party. And we have about 60,000 clients today that are on SMB or that are on UKG Ready. Any questions on on this piece too before I pass it over to Brian? And and we spend most of our time on implementation, launch, and support. Nope. Good? Okay. Awesome. I'll I'll pass it over to you. But, yeah, we we get it's quite I I wanted to go through that because, typically, you'll hear maybe EKG is too complex or, you know, different things like that. So, typically, that would be, like, with the Kroger's or the health care systems, which is not the product that you guys need. 00:14:39 - [BRIAN_DEUBNER] Thanks, Jess. That's perfect. So as we talk about what your project would look like, what we do with implementation, we call it launch here at UKG, or you'll hear a couple culture centric acronyms, and I'll try to avoid the, software jargon as best I can. We'll we'll talk. I've got a couple slides to help aid in the conversation. It's a small room. Like, ask me as many questions as you want. I won't promise that I know everything, but Justin and can usually find the right person to get an answer if it's something that we don't know. So I've I've got a couple slides around implementation and a couple around support. I I'll say too, I I think I didn't mention this, and I should've. I came to UKG as a customer, so I was with Indiana University who is a customer, and we went through a workforce management implementation with the police department. So I sat through that, sat in the vendor selection chair. So know how busy you all are running a business. Obviously, Scott's saying you're up in the middle of the night working with ERP stuff. Yeah, we we wanna make sure that you understand the level of effort and everything that's included. And I love that Jess wants to have this, you know, conversation early and often so that everybody kinda as we talk about an agreement, and what, you know, your partnership would look like, you know, we're doing that from day one, which is always nice. So, I've got our launch methodology slide up. We use a launch methodology. We use dedicated launch teams. Doesn't mean that it's not that it's stiff or rigid or inflexible, but we try to stick to these five phases in the sense that it gives us a great playbook. The teams know exactly what to do with every customer. Just mentioned, we are really, verticalized. So we do line of business markets, so your team will know and have some experience in manufacturing and, you know, s and d, service and distribution, that sort of thing, so that they'll know and be able to anticipate a bit of what your timekeeping pay and other needs might be. I'll take two or three minutes to go through each one of the phases at a super high level. Again, ask questions. Stop me. You're not interrupting. But that way, get a sense of what we do in each project. So we'll start with the welcome phase. There's not anything that's probably real earth shattering or super surprising. What I like to call out with this is it is a dedicated launch team, so you'll get a project manager. I've got a slide that'll go over what your UK team, team will look like here in a second. But you'll get introduced to your project team led by a project manager. We do everything out in the open. You'll have a shared project plan that both sides can see. We can see when either side makes an edit or request to change. And we'll one thing that we do a little differently than some of the other, marketplace, you know, competitors or or providers, is we're gonna steal your calendar time pretty early. Like, we wanna make sure the project is successful, so we're gonna get on your calendar, especially for requirements and testing. Those are the two times of the project where we know we're gonna be meeting one to one or one to few, a bunch to work through, the different steps that we need to work through. So once we have calendars lined and we reviewed your project, your contract, we move into requirements. Requirements is a lot of talking. It's a lot of consulting. It's a lot of reviewing, you know, what needs you have. We start with that requirements review at the top there, something that's unique to UKG, that was developed when we started Kronos, when we started timekeeping forty plus years ago, we is do we do these requirements reviews, and they're really high level. The idea is to step back and say, what are your manual and paper processes today? What are your pain points? Like, Lisa, you just came into this business. What do you absolutely not like doing on the admin side of HR of you know, if if you're approving payroll or there's steps that, you know, you've gotta do manual double checks in multiple systems or files? That way, we can start gathering a needs list, a wish list, a wants list. We can start talking about what you really need out of your vendor. Hopefully, we're also asking questions like, what is going really well with your software today? Because we also don't wanna take a step back. Like, we wanna make sure we're replicating what is working well for you. That's the way we kinda all come together and get you this best fit system that makes sense for exactly what you're trying to solve and and accomplish. So once we have that conversation, we'll do a full discovery. We'll talk all the integrations, all the security roles and profiles, and, you know, everything that we need to talk about to make sure that, all of our data is going to the right places and that we're secure and and set up correctly. Requirements ends with, a few really important steps. We're gonna sign off on a shared project plan. We're gonna sign off on an agreed upon go live date that you'll develop with your team, and then we're gonna sign off that the scope is correct as well. So then that way, everybody can see everything that's happening at at all points. We're all you know, we've spent weeks at this point talking about your project and making sure that we've met and covered everything you need, and then we move into build phase, but not before we have all those sign offs and, you know, frankly, a bunch of agreements and and collaboration. So in in build, UKG is gonna do the heavy lifting as you would imagine. We don't expect you to have hands on keyboard. We don't need you to to build or configure anything. We're gonna do that for you. While we're doing that, we have some training that we'll have you do. It's pretty it's meant to be bite sized, not hours at a time. It's self paced. That way you can take it really anytime. We know folks are working, you you know, multiple shifts, or maybe you need to do it after hours because work is particularly busy, different time zones, all that stuff. So we'll ask that you checkin with your PM and with your SCs. Those check ins can be weekly or or biweekly, whatever, you know, you guys wanna decide and and set up. That way they can show you what your system looks like as we're building it, as we're putting in you're building in your business structure. We're gonna have you help us talk about things like security roles and workflows, personas, your org chart, setting up SSO or MFA, all, you know, all the more detail oriented steps that we'll need some extra guidance on. But you'll get access to your system pretty early too, so you can see us as we're, you know, building out payroll and setting up a general ledger and starting to, you know, set out your chart of accounts. All of that will happen with you, you know, watching us and and asking questions and and working with us. And then and and, obviously, that's all based on the requirements, you know, all the scope that we agreed upon. Then we'll get to test, and I like to switch to this slide when we get to this point in the conversation. We spend about as much, the same amount of time testing, sometimes even longer testing than we do configuring your software. Like, we're super, super committed to making sure we have lots of time to test every corner of what we're building for you. So we'll give you test scripts. We'll run test scripts. We'll ask you to bring in new folks to the project so they can get a fresh eye on what we're doing. We'll do just general functional testing, end user testing. Probably the big elephant in the room is parallel payroll tests. So we'll pull up your current system and do an apples to apples comparison live on screen. And UKG will do the first one, and then we'll have you do the second one and and a third if you need it too. We'll we'll stick with that until we get it correct. The the last part that I like to mention about implementation is we don't necessarily wanna go slow, but we wanna make sure we're methodical and we have, you know, lots of time to catch details and mistakes and followup on action items and tasks. We don't wanna get to go live and be surprised. You know, we want go live. Delivery doesn't like it when I say this, but they we want it to be boring. It's a a boring celebration. Like, it's exciting. We're live. We're good. We're capturing payroll in time, but there's nothing new introduced. So I always like to stop here in those two slides and kind of the overview of that conversations a lot, just that. Any any questions or anything I maybe didn't mention you were hoping to hear? 00:22:48 - [SCOTT_WARNER] I defer to Lisa on the as a specialist here. I it makes sense to me. So 00:22:54 - [LISA_LAW] Yeah. No no questions, Brian, on on my side. To be fair, I know Jess and I had spoken about, and he said, typically, you know, I ideally, it like, four to five months. So it's nice to be able to see this slide broken out in that because that time frame seems like a lot to me. But seeing it broken down and then the chunks of why those are broken up the way that they are makes a little more sense. 00:23:25 - [BRIAN_DEUBNER] Yeah. Okay. That's I appreciate the feedback. Sometimes we we don't hear we hear from folks that they don't they don't they don't care. Like, you guys are gonna do it. We're we'll participate as you tell us to, but it's best when we hear folks that say, no. We we're just as engaged, we wanna understand the we can always go quicker. There's nothing that says we you know, that we we can't go faster. And and if we're going fast and we need to slow down or it's busy season for you or somebody's out of office that's critical to the project, we get it. We've seen it. But, yeah, that that's helpful. And then on the UKG team side, I mentioned the project manager. Again, probably no real surprise, but the heartbeat of your project keeps us on deadline and on task, sending emails, kind of the first stop for communication. We also have an executive sponsor. We assign an executive sponsor to every project. They won't be around every day, but if we get pushed up to a time constraint and we need to make a quick decision or we need special permission to do something that we typically don't do, we can bring in an executive sponsor to help get a, you know, a quick decision. Outside of that, we're gonna have HR payroll, timekeeping consultants, and then we'll bring in specialized folks. We have a fair bit of specialization here. So we hire folks that just do analytics, that just do integrations, that just do testing, that specialize in talent and learning, that sort of thing. So whoever's, whatever functionalities and modules are in scope for you, we'll bring those folks in at various points of the project too. And then the last part of this, you know, corner of the conversation, we work with teams of one, three, five, seven all the time, so don't feel like you have to have a massive team. I've, my team, when I did a, 850, employee implementation for timekeeping, there were three of us, and that that was overkill at times for sure. Not that it's not a lot of work. I don't wanna, you wanna be honest and level set that there's certainly some work involved, but, yeah, we're we're happy to help identify team members and and make you the help you make the decision about who should be engaged as well. 00:25:35 - [JESS_FOURY] I wanna hit on two things on that one real quick. Yep. So we do have a we our implementation is project manager led, whereas what we see a lot is they're not project manager led. So you would have you would be working with all these people, and the communication would be getting a little clunky throughout the process. So that's why we do have a prod that's why we really wanna, you know, focus on it is project manager led. And then the other thing I wanted to touch on is we do have a whole team in Canada. So we have a whole sales team, compliance team, service team. Like, we're one of the very few organizations that have a team in Canada that really understands the complexities of Canada along with, you know, the provinces and what each like, the different requirements of each. And so you guys do have some complexity there, and we have a whole team that I've already been talking to about that. Any questions on that front? Because I I think it is important to to highlight on that. 00:26:39 - [LISA_LAW] Now hearing that you guys have some dedicated resources in Canada obviously gives gives me some good peace of mind that, you know, Jess, we've already talked about that that was a challenge in our my the meeting that we had, you know, kinda highlighted that that's just a big reason to try to get get this consolidated under one roof. 00:27:01 - [JESS_FOURY] Yeah. And Canada is not simple. It is not, and that's why we have a team specifically there. And I say that because and we we want to keep talking about that because I don't want you guys to get promised something from someone else that you're not if you just dig into that with anybody else that you're looking at. Like, who's there? Who's gonna support us? You know, what knowledge do you have? And I can bring in additional experts there as we see fit. Sorry. I just wanted to to touch on that one piece. 00:27:33 - [LISA_LAW] Nope. Thank you. Appreciate it. 00:27:36 - [BRIAN_DEUBNER] Another point that I love about the way we run projects, I'm getting in the weeds a little bit, so I'll I'll keep the rabbit hole simple. It won't go too long, but I love that we record every call. In my project, we I would miss things. We'd be busy. And so I'd miss a call, and I'd go back and review it. And then three months later, we'd say, hey. We actually said something different. And then everybody would be like, we don't remember. And so we just would go back and review it, and then it keeps kinda everybody you know, nobody wanted to do the wrong thing, but it's a lot. There are a lot of details, so it kept kept us honest. So we do that shared project plan so everybody can see it. We set up a microsite so you can put all your documents and anything that we talk or walk through kinda all in one place. We take about forty percent forty to 50, depending on the year, percent of our new business each year off of ADP, and then the rest, maybe 30 to 40 of the remaining percentage. We we describe them lovingly as the pays. So Paycor, Paychex, Paycom, and Paylocity. We hear from those vendor like, customers coming off those vendors all the time. And, you know, we we hear what isn't working, and we try to make adjustments. We're we're not perfect either. Nobody is, but we're always trying to get better. One of the biggest ways we've gotten better is training, which I'm getting ready to talk about. But then we didn't always have a dedicated Canada team. It wasn't such happy days because we would be selling into Canada and running in a bunch of problems, and nobody spoke French Canadian, and we didn't understand the t fours and the differences between Edmonton and the provinces and all that. So, we're we're trying to make sure we we understand exactly what our customers need. So the the unlimited learning and training, I didn't have in my project. We got sold, like, a bucket of hours, and UKG's made the investment to just say, hey. We want everyone to be super users. We want you all to feel really comfortable. User adoption's really important. We're getting ready to talk about that in the next slide. Don't want you to feel like we're building the software, and you just figure out how to implement it yourself or, you know, launch it, roll it out. And so the way the biggest way we can execute on that commitment to, you know, you all being really comfortable with your system is to give you access to the training. So this includes implementation training, but it's also ongoing training. So if you purchase new modules or we roll out new functionality, you have someone go off on maternity paternity leave, you do a merger acquisition, and you hire or a mass hiring event, you bring in new folks, this applies to all of those scenarios. You can take it as much or, you know, as little as as you like. As it says on the screen, live instructor led classes, you can also do self paced stuff if you don't wanna raise your hand live in a class and ask a question. You just wanna go at it on your own. Totally get it. But this has been a a a really nice breath of fresh air. We heard from customers all the time. We're tired of buying, you know, classes, or we need to figure out how to do that because a lot of times folks wouldn't even know how. So we're we're just offering this for free now, which is a nice benefit. And then on top of that, change management is probably the piece that the other vendors in the marketplace miss in the sense that they don't assign a resource to it, and they don't train up folks to help their new customers, you know, vision how they want the rollout to work. So we have change management specialists that can help you determine, are you gonna roll it out by location? Are you gonna do everybody all at once? Are you gonna notify c suite and then middle managers and then end users? You know, there there's a fair bit of choices that you can make. We also help with when to do that, like a schedule, and we have UKG branded documents, templated emails. You don't have to reinvent the wheel or think about what you wanna say or or, know, how to do this sort of thing. We can even, you know, put, like, on your the the lock screen on your, like, where folks clock in on time clocks or on iPads or or laptops. We can put UKG as the background so that it'll say, like, do you know UKG is coming? That's just a real practical way to kind of keep it in everyone's mind like, hey. We've we're building this, and and a change is coming, and and here's why. As cheesy as it sounds, getting people invested and excited in the software and and, getting, you know, them emotionally, onboard with the change is, like, really what we're after here, and that's hard to do. We use the phrase, gentle pressure relentlessly applied. So, like, that's how you get folks to really adopt to change. And so it's nice that we've got a whole team that can help you with that. That'll be, you know, included in in what we offer for implementation. And then I've got just a few slides here to go over service, but I would like to pause one more time. Anything in the, you know, implementation, what your team would look like, timelines, training, change management, any questions there? 00:32:33 - [LISA_LAW] Not on my end. 00:32:34 - [SCOTT_WARNER] So I don't think so. I think you made it make sense. So 00:32:37 - [BRIAN_DEUBNER] Awesome. Okay. So, yeah, just a couple more slides. Appreciate the attention. I know it's it's late in the day for everybody here. Don't wanna Support is important, so 00:32:46 - [SCOTT_WARNER] we're good. 00:32:47 - [BRIAN_DEUBNER] Okay. Yeah. Great. Believe me, I wanna be here too. The the support side of what UKG offers, is really robust. So I I wanna go over all the different roles, and and if I didn't mention before, everything that I'm gonna talk about is included. There's not, you know, brackets or some gold or platinum level. Like, everybody gets great support at UKG. So what I've got up on screen, probably the the first point and the last points are my favorite. You can call us or reach out any way you want. If you have a business critical issue, you need to process payroll by noon on Wednesday, and it's 10AM on Wednesday, call Rapid Response. Get somebody on the phone immediately. When I was a police officer and approving payroll at 3AM on a Saturday, I was astounded that I could get them on the phone. Like, it scared me. I'm like a new supervisor, and I I didn't really know what I was doing, and I needed help. And so it was really, such a relief to have someone that could pick up the phone if I really needed them. If you want to just engage with your success crew manager, which is your first touch for all technical issues, and I'll go over some of the the roles, I promised, culture centric acronyms, and they're coming, let me tell you. But the your SKM can help with, you know, what's broken, and they can loop in their team. So the the diagram, the, like, Venn diagram on the screen with HR payroll and workforce management, We really have subject matter experts in tax and benefits and payroll and talent, scheduling and analytics that will be on the team that we assigned to you. And that's great because we didn't have that previously. We had one dedicated resource, which everybody loves, but then they are out sick or they take vacation from time to time, or they don't know tax and benefits as well because it's hard to know everything in in the the, circle here that we need for business. So then they'd have to go find a resource in another department and get someone, you know, to agree to spend time to help to figure it out. So we we scrap that, and we put everybody on your service team under one team. Like, they sit on Teams chats and work together every day. It's increased our overall customer satisfaction. And so we take OSAT and CSAT scores literally every day from our customers, and we're always evaluating those. But as far as when something breaks or you have a technical question about your system, I wanna make sure I'm articulating you've got a large dedicated team. And then outside of that, we put our response times to tickets or to, calling in to rapid response. We put that in our contract in black and white. So if Jess gets to the point where you're sending over an agreement, this will be linked in in our service level agreements or SLAs. And you can see if you call us and you tell us it's a high priority issue and you get to dictate to us the severity level, we don't you know, you don't call in and say, I need help changing a a pay code. I created one and running a payroll on a new pay code, and it isn't working. We can't say, no. That's a low priority issue. We'll talk to you, you know, in a few hours. Look. We're gonna hop on with you immediately. And we're willing to commit to this. And, contractually, you know, we feel comfortable putting it in a contract because we've made, candidly, the investment to have enough resources to provide this for all of our customers across our customer base. So, it's something we're proud of. And, again, hopefully, it gives you some comfortability, some peace of mind that not only are we saying we're gonna do it, but we have to do it or and we want to. Like, nobody wants to when my wife comes in and says, hey, Brian. The water bill is 40 more this month. Why is that? Can you call them? I mean, that's, like, the worst thing you could ask me to do because I'm gonna sit on the phone with them for four hours trying to figure it out. UKG knows that, and we intentionally don't wanna offer that sort of an experience. And then so two, I think, two other corners here of service. We have UKG Community, which is our online customer portal. It's how you will start with training. Once once you're in implementation, it will be the first login you get. We have, I think, a 100,000 active customers in UKG Community and another two or 300,000 that use it every couple months that we don't call active. They are everybody's always sharing information, asking questions, going over compliance updates if Indiana and governor passes some new bill and it changes how you have to pay employees, like, UKG is gonna tell you that we know that, that our compliance team is aware, and we're gonna tell you what updates are coming to your software. And so UKG community is how we do that. The two my my two favorite features are the ideas portal. So if there's something that you wish the software did once you're live, you can submit an idea. Customers can vote on it, and we take about 40 to 50 of our software updates every year directly from that portal, which is nice. So you can upvote ideas that weren't yours that you like, or you're like, yeah. I've seen that same issue. And, honestly, it helps us too because then we know what our customer base needs from us, and we can, you know, step in and continue to adapt and change the software as well. And then the other part that I love is you can search for a myriad of things and drop it directly into your system. So you can look for reports, pay codes, job codes, analytics, different pieces. Anything that you think you need, you don't need to create it or hire UKG to do it. You can search by line of business, by geography. You can search for specific companies that are customers of ours. And that way, you can go in and, you know, find stuff that makes sense for your system. And I love that because it's, you know, free. Like, you can just go search or even ask a question. Hey. Does anybody have an accrual pool integration that exists so I don't have to hire UKG to do it? And folks were like, yeah. We did that six months ago. Here you go. And then you can plug it into your system. That's like, okay. This is a new new policy we we rolled in. 00:38:37 - [SCOTT_WARNER] Brian, how does that work? Are they, like, just modules, or or, like, what's that look like? 00:38:42 - [BRIAN_DEUBNER] In community? Doing pulling in different things? 00:38:45 - [SCOTT_WARNER] Yeah. So, like, say say someone wanted to share something with us. What's is there, like, an import process, or is it like a 00:38:53 - [BRIAN_DEUBNER] it it it 00:38:54 - [SCOTT_WARNER] concept of how it works. 00:38:56 - [BRIAN_DEUBNER] I under I think I understand what you're asking. So you can upload that. If there's anything you wanna share, you can upload it to UKG community, and then we have UKG employees that vet that 00:39:07 - [SCOTT_WARNER] Okay. 00:39:08 - [BRIAN_DEUBNER] That are also helping answer questions. That way you're not you know, you ask a question about time off policies in a new state, and you're not relying on someone to answer correctly and you're, you know, potentially making business decisions on, you know, someone's input on UKG community, we've got managers that monitor what happens, and the the answers that you get there. But I I've also, Scott, seen people say, hey. Would you mind sharing your contact, and we can just can you just email me the file over? I mean, that happens too for sure. Yeah. So we I I would find other police departments that had union CVA rules similar to ours so that if our union input something new, I could say, hey. Now instead of paying overtime at forty hours, it's eight hours. UKG is willing to do the work for us, but we'd rather us not have to do it and us not have to pay couple 100 to have them do it. Of course, there's a police department somewhere that has the same union rule. So I went and searched it, found it. They sent it over, and we dropped it in. And I'm being a little overly simplistic. There was a little, you know, work to make sure that the connection was correct on our end that we plugged in our data into their, their configuration, but, you know, it saved a ton of time and and money. 00:40:22 - [SCOTT_WARNER] Gotcha. Okay. That works. 00:40:24 - [BRIAN_DEUBNER] Yeah. And it's honestly, I I got to the point where I had to get off of UKG Community because I would be, like, nerding out to see what I could offer for my officers. Like, is there anything I can do? It's like, they're like, dude, log off. You Yeah. Go home. You can spend all day on there. And then it's nice too because you you can come to, like, SHRM stuff or conferences in India and and meet up with folks that you've actually talked to through community and, you know, share ideas and stuff too. There's kinda nice. Jess is big into that. We've got a great Indiana, group user group, which I I won't steal your thunder, Jess. And then lastly here, we've got a couple other service roles. I we've talked for a while in service, so I won't belabor her too much. But we have a customer account manager. That'll be Jess for the foreseeable future once there is an agreement in place. But, you know, Jess can help with all the stuff that I've been talking about. If you guys have strategic goals, you're gonna grow a merger, an acquisition. We put out a new product and you like it or wanna know more. They can help with that. I mean, he can pop in and say, hey. Are we doing an okay job? Are you frustrated but not telling us, like, what can we because we hear a lot of complaints that way too, and that way we can continue to, you know, adapt and grow and get better. And then we have a customer success manager. They do two broad strokes, two things. They help you all understand how your system functions. So if you purchase employee surveys, it's been four months since you've sent one. You don't wanna send your survey out to hundreds of people, and it'd be incorrect. You can ask your CSM, hey. Can you review this with me or send me documentation on how to properly do this so I know it's correct? And then the other big thing they do is they're gonna invite you to webinars and send you notes and product release, guides for the six product releases and updates that we do a year. With Ready, we do it bimonthly, tons and tons of investment and update all the time. That being said, we don't make you take any of the updates unless they affect your compliance. So like I mentioned, we do after, law comes law changes come in in in June and are, like, fully active in July in Indiana, we'll usually do a compliance update somewhere around there right before or right after. But, otherwise, we'll just let you know what the changes are, and you can choose to take them or not. But, yeah, with ready with, RapidResponse, I mean, literally calling us 247365. In these three roles, you know, we we feel like we're doing our best to meet customers where they are. We know everybody needs different levels of support, different types of support. Yeah. Hopefully, that makes you feel a little more comfortable about why we do things the way we do. 00:43:05 - [SCOTT_WARNER] Makes sense. 00:43:08 - [BRIAN_DEUBNER] I think that's Awesome. Yeah. I'll stop sharing. 00:43:12 - [JESS_FOURY] I'll I'll kinda bring us on from there. But, yeah, I think you know? And I may have mentioned this, but as your customer account manager, I kinda help you through this process, right, of evaluation. And then if you guys were to partner with UKG, I don't just sign that contract with you and say, Scott, Lisa, thanks for the money. I'm gonna go spend it on a Disney trip. But, you know, I actually stay with you guys as your account manager, and that's very unique. So the community, unlimited training, our expertise in Canada, the account management, the way we have that set up, having everything in writing in our agreement for our service level, like, those are all big differentiators. So I'm gonna go just briefly touch base on the Indiana user group, and then I'm gonna get into pricing if that sounds good to you guys. Perfect. So we and and kinda the bottom right is where we'll focus here. If you guys can guess what restaurant this is before I say it's in Downtown Indy, but we we decided we have so many clients in Indiana and especially in Indy that it'd be really good for us to bring them together on a quarterly basis. And so we created an Indiana user group. Our first event was at Saint Elmo's, which helps get people there. We have about 65 people in the room, and we only invited a select amount of customers. Our next one we had at Newfields, we had about 75 clients in December, and they went to see winter lights afterwards. And now we're starting to expand that throughout the whole state of Indiana to where we go one virtual a quarter and then one in person a quarter. So the next one is going to be an Indianapolis Indians game, but a lot of our clients are saying, hey. We can't make it to Indy, so we want to do more virtual. So really excited about this group. We did a thirty second, like, intro. We had 75 people lined up across from each other, and everybody got to meet each other. And so it's just been a fantastic thing. Like, we've got so many people that have become friends and that are asking each other questions, they from this group. So we also have Aspire, which, Lisa, I don't know if you ever heard of Aspire, but it's this huge UKG event. It's unbelievable in Las Vegas. And you can see some of the things that Brian had mentioned. So we have a lot of people involved in the community, to help answer questions. So any questions on the Indiana user group before we get into pricing? 00:45:54 - [LISA_LAW] No. That's a nice resource to have. 00:45:58 - [JESS_FOURY] Yeah. We we felt that it was extremely important. And Chicago had did something similar, and so did Michigan. And we're like, let's let's make this happen. So I I think Indiana is going to be one of our largest user groups across The United States, so really excited about it. Alright. So let's talk pricing. You know, Lisa, I had shared. We're not a 100 sure of exactly every module that you guys need. I have a pretty good, you know, idea of of what that looks like. So there's gonna be a little bit of flexibility here, if that makes sense, until we say, hey. This is exactly what you guys need. But I wanted to get this in front of you to just be very transparent. So based off of, you know, a rough number of employees between Canada and Indiana, are that that's about a 150. Correct? 00:46:56 - [LISA_LAW] Yeah. A 139, I think, for The US, and then we've got eleven eleven or 12 that are in Canada. 00:47:08 - [JESS_FOURY] Yeah. Perfect. So that's kinda how I had it broken out. It's a 150 total. A 139. You know, you'd have UKG ready payroll, and then we also have, you know, specific payroll for candidates all in the same system. And so as you break this down, in short, it's 25 per employee per month. And that includes HR, performance, compensation, time, People Insights, Beacon, which is rewards and recognition, leave, which we're not a 100 sure if you need both of those, Beacon and Leave. We talked briefly about learning, Lisa, but this is what would all be included in that. And I know that you had also mentioned there's some other systems that we are replacing as well, like applicant tracking. So we just wanted to put our best foot forward here and say we would delay the billing, this per employee per month, until 01012027. So that way, we could go ahead and get everything implemented. If you have a contract with applicant tracking till the end of the year or with ADP through the end of the year, whenever it may be, wanted to just make this easy for you guys. So it would be delayed billing. Implementation would be sorry about that. My mouse is very touchy. Implementation would be 6,500. Normal implementation is closer to 20, and we could split this up into four quarterly payments. So we could talk about how you guys wanted to or what's best for the business for you guys, but that charge would be you know, if we did split it up into four quarterly, it would be 25 up front and then 25 each quarter. Any questions there? 00:49:02 - [LISA_LAW] No. K. I mean, you've broken it down very simply, so thank you for that. 00:49:06 - [JESS_FOURY] Yeah. And so two things. I created a shared space, like a website for you guys. I will put this proposal in the shared space. I will put the also the what Brian covered today. I will put that in the the website as well so you guys have access to that. The other two pieces are the agreements for thirty six months. We lock in pricing for those three years. At the end of that three year term, there's an 8 increase at the end of the term. So you can lock it in for another three years. So we try to be very fair on that front too. 00:49:50 - [LISA_LAW] Wonderful. Jess, I do have a quick question. I know our our SawStop partners have been included in this conversation. If there is a desire and I think you and I already talked about this before, but just making sure. You said that you can support up to five FEINs. Is that correct? 00:50:14 - [JESS_FOURY] So our standard agreement comes with up to five EINs. We can support a lot more than five, but you have to we charge for, like, an additional EIN just because it's a lot of work to set it up. And, you know, each business has different employee handbooks, different, I mean, different benefits. There could be some complexities there. But, yeah, I think for you guys, there's three, and then SawStop would be four. Correct? Yes. How many employees does SawStop have? 00:50:47 - [SCOTT_WARNER] About the same, roughly. 00:50:50 - [JESS_FOURY] Okay. What we could do there is let's say things are going great. We get implemented late summer, and then SawStop wants to come on January 1. We would just do an addendum to the agreement and add SawStop in. And they may not need all the same modules, so we we may need to do an addendum specific for what they need. 00:51:15 - [LISA_LAW] Great. I'm still having some conversations with with their HR group. I know their timeline was a little further, down the road than ours, but I could see some tremendous value in us aligning on which platform to use. And, honestly, our I I can see our CEO being just very, loving the fact that we're all in one system using the the same platform. It would make reporting and and everything very simple. So I'm I'm trying to do my best to make sure, like, hey. I know that you're further down the road, but this was the whole reason to bring them into the dialogue as we were shopping for the this initiative at the same time for an HCM. 00:52:02 - [JESS_FOURY] Yeah. It would also unlock some additional discounts too. So, like, if we wanted to put something in the agreement like, hey. Up to a 150 employees, it's 25 per employee per month. 200 CIIS, 300 CIIS. We can add some of that stuff into the agreement to give incentive to consolidate. 00:52:20 - [LISA_LAW] Okay. 00:52:21 - [SCOTT_WARNER] Is there 00:52:21 - [LISA_LAW] That's good to know. Thank you. 00:52:23 - [SCOTT_WARNER] Is there somewhat a separation of church and state inside the system for different entities, or is it one admin sees everybody all the time, or how does that work? 00:52:32 - [JESS_FOURY] Basically Ryan, I made lean on each other. 00:52:34 - [SCOTT_WARNER] Lead is all stopped, and the HR lead here be able to see each other data. How does that work? 00:52:39 - [BRIAN_DEUBNER] Yeah. The short answer is we can set it up how you'd like. The business structure functionality on the on the backside of UKG is pretty adept. I mean, it can do lots of different things. So if you wanna make it I mean, it can go as granular, and you'll you'll see some of this in the demo where you can request to see this. But it can be as granular as we don't want we're gonna send we're we're gonna pull a report, and we only want certain department's information in it. And then we also want that report to automatically go to certain inboxes every month and no one else be able to see it, and the system can redact that information. But to more Scott, to more directly answer you, we can set it up. Everybody will it's one environment, one login, but we can make it so that folks don't see anyone that isn't, you know, under their purview or in their department or their span of, you know, control or, you know, that that sort of thing. There are all kinds of security roles and and workflows we can set up so that it's as ex exclusive, mutually exclusive as you like. 00:53:47 - [SCOTT_WARNER] Because Lisa and I work for the the parent company, but you know? So I can see where I want Lisa. I would say she should see probably everything, but I I don't really want the reverse to be true as as subsidiary to see, you know, the parent company's data. So just thinking that one. Yep. 00:54:05 - [JESS_FOURY] I think that's where we really excel. Like, the more complex you get, that's exactly why kind of a lot of roads lead to UKG. 00:54:13 - [SCOTT_WARNER] K. 00:54:14 - [JESS_FOURY] I mean, you can see it with what we were saying on the Fortune 500 or Fortune 1,000 businesses. And and so that's you know, once you get to about your size, it just starts to make more and more sense. Like, you've went through the gauntlet. You need more configurability. You need less out of the box. So that that's that's what made me so excited is, like, I feel like, I truly feel like this would be a really good fit. And I know, Lisa, you had mentioned timeline. And with what's in Canada, I really think it's gonna be four months to five months just because we're gonna be going back and forth with it's only 11 employees, but if they're in multiple different areas, makes it challenging. 00:55:04 - [BRIAN_DEUBNER] Yeah. The the implementation timeline, believe it or not, does not get bigger or smaller based on headcount very often. It's more like the the analogy I use is we're building an apartment complex, and it's gonna be the same time to build that whether you move one single family in or 15 tenants. So, you know, it's like you could add, you know, 300 headcount and different employees into the system, and it's gonna take us the same amount of time to set up paying accrual policies, build a chart of account, build your business structure, all that. Yep. 00:55:40 - [LISA_LAW] Yeah. And I I guess I appreciate the transparency on the Canada front. Canada continues to be interesting for for me as I'm finding out more and more on on this side of things. So, I wanna take that into context here that, you know, we we do want to make this simpler for our teams internally, and that might be just leading in that, hey. We're building in this additional time so that it'll be easier down the road, and we're not trying to rush to this process. 00:56:13 - [JESS_FOURY] Yep. We'll we'll match your speed on that front. So, I mean, that that I wanted to go through this today. I appreciate everybody's time to go through this and happy to go through more as you guys see fit. Just try to give you as much information as we can to help you guys make the best decision for the business. But anything else? Like, I I know Scott and Lisa, this is both big for you. You guys have your names on this, so you want it to go well, and you've seen what happens whenever it doesn't. Is there anything else that we missed or clarity that you would like to have on on a specific area? 00:56:59 - [SCOTT_WARNER] I don't think so. 00:57:00 - [LISA_LAW] Just not on my end. 00:57:02 - [SCOTT_WARNER] I I think my biggest concern just from past experiences is is making sure, a, the features that Lisa's team needs are there, and, b, that the support is there because that's where we really have struggled in the last few years. It is just not good support, not good documentation, you know, poor process management, things like that. So I like the support groups. I like what you guys were showing. So I I think you really covered it pretty well. 00:57:29 - [JESS_FOURY] Great. 00:57:30 - [BRIAN_DEUBNER] Well 00:57:30 - [LISA_LAW] I'd say just to double off of that, Jess. I mean, the the fact that you're very thorough on the implementation side, I know that that was a pain point for for my team when they went through this process originally, a few years ago that that was just really, really messy. So knowing that you're addressing that head on, that it is done very thoroughly, which is why there's additional time that's built into it. I'm not worried about the, the service piece because I think everything that you've shown really reinforces that, hey. Service levels are you're gonna see a huge huge tremendous lift, which that's just gives me additional peace of mind. So no. I'm I'm good. I guess my only question was, you mentioned the the website, or was it the dashboard? Did you already send me a link on that? I'm sorry. It's been a it's been a long week, and I know it's just Thursday afternoon. 00:58:26 - [JESS_FOURY] I'll send a followup email to both of you. Scott, I did send it to you as well. It was a a website, a UKG website. 00:58:34 - [SCOTT_WARNER] Oh, I I read that for I did get that. 00:58:38 - [JESS_FOURY] Okay. And I put some reference letters in there, so, like, what clients are saying. I can add anything in there for you guys to make it simple to see that. But, yeah, I'll I'll create just a short email as a followup and then get you the link to that as well. I just like it to where it's everything's in one place because things will start to get noisy as you go through evaluation. And then, you know, after you see the product and the usability and functionality because, Lisa, I don't know if you've seen UKG Ready. Correct? 00:59:12 - [LISA_LAW] I cannot say that I have. So I'm I mean, I'm really looking forward to the the demo that we have next week just to be able to see the platform, and see the the modules and, just the functionality. 00:59:26 - [JESS_FOURY] Yeah. I I think that'll be kinda the icing on the cake, honestly, once once we get through that. So I'll see you guys in person next week, and Hebron will be virtual. My manager is going to join as well. I've kept her in the loop on all of this and multiple people within the organization. So if there's anything you need from me, my cell phone, email will be in coming your way shortly. But, again, appreciate the time. Scott, hope you get a great rest tonight. Hopefully, the kids, you know, don't have too much in in store for you. Or you don't have too many too many things going on this evening. 01:00:08 - [SCOTT_WARNER] I appreciate that. Awesome. 01:00:11 - [LISA_LAW] Jess, thank you so very much. I'll look for your followup email. Brian, it was great to meet you, and, you know, we'll, obviously, we're we're hosting you in person next week, Jess. So, thank you again. 01:00:24 - [JESS_FOURY] Yeah. Thanks, Jess. Forward to it. Thanks, guys. 01:00:27 - [SCOTT_WARNER] Appreciate it, guys. 01:00:28 - [LISA_LAW] Thank Thank you. 01:00:29 - [JESS_FOURY] Yep. See you.
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