IFS Digitalization CollABorative - Think Tank Session – 2023 Retrospective + 2024 Ramp Up

Date of Meeting: 08 November 2023 10:00 AM US Eastern Time 

Sarah’s Insights – Top Themes of 2023

Slide: Agenda – November 2023

• What I want to talk about is looking at what went on in 2023 both topically and also just as a group what we've done. I'd like to have a discussion around what's something we've learned this year. I think that's interesting to share and that could be something you learned in these sessions, it could be something you learned in your role, it could be something you learned in life. We're going to take a little bit of a look ahead at 2024, and then I want to spend some time getting some feedback from you all on this group, the CollABoratives. This was our first year. I can also share with you some of my thoughts on what went well and what I still want to work toward and then chat a bit about what you would like to see next year. So that's the game plan?

Slide: 2023 Retrospective – Key Themes

• In this group, in the collaborative, there was a couple key themes that we talked about as a group. The first was when Trond at Jotun shared in February their journey to IFS Cloud. There's a couple of themes that came up in that session that I think continue to be very important for folks in IT, digital transformation, innovation roles, which are the idea of technology debt and the value of Evergreen. These are things that as an employee of a technology vendor, can be hard to talk about and be perceived as being able to be objective, but they are themes that regardless of technology I think are very important. And this idea of how digital transformation is evolving, and so, it used to be you had a need, you put a solution in place, the need didn't change significantly for quite a while, therefore, the technology could be left alone for quite a while, and when the need changed significantly, you did the process over again, right. Obviously today, we're talking about far more continuous innovation, and that's where I think this topic becomes far more important, because putting yourself in a situation where you have very inflexible or very customized technology, makes it very, very challenging to keep pace with innovation in the way that most companies need to today. So, I think that that was a great conversation. I think there's plenty other sub points of that discussion that we could dive back into as a group if you wanted to. I've actually been working a bit on a presentation for education within IFS, but also externally on this topic. So, if it is a discussion that is valuable, I'd be happy to have a session early next year where I could walk through that and we could have another discussion on the topic, looking at it as it relates to all of you all.
• We also had a session with Rudy from Spencer in April talking about agility. These things are very tied together. I think if I remember correctly, some of the things that we talked about in that session are where the technology data and Evergreen aspect is tied quite specifically to the tech itself, the agility piece, we talked a lot about how that intersects with how a company is operating, how decisions are made, what silos exist, et cetera. And so, not only becoming more agile in technology use, but becoming more agile as a business in how you communicate and make decisions.
• And then in September, we had the session with Bob De Caux talking about AI. And in retrospect, I've had a few other conversations about AI since we had that chat. And again, obviously it's going to continue to be a big topic. I think what's really interesting is tying that conversation to reality a bit. It's fine to be creative and think far ahead with some of the more advanced things, but also bringing it back to what's the right approach. And it's interesting as I've been reflecting on this, I almost feel like we're at a new phase of digital transformation, where depending on when your business did this, it could be 5 years ago, 10 years ago, 15 years ago, some maybe longer., but at some point, digital transformation was the buzzword right? It was the buzzword, the way AI is today, and that was a huge turning point where businesses really took their manual processes, digitize them and embraced the power of digital tools. Now I feel like we're almost at another turning point in digital transformation with AI and related technologies where it's sort of almost an intelligence transformation. So, we've gone digital, but no longer is that a competitive differentiator. Now we're seeing that way to evolve next is to bring more intelligence into that digital ecosystem to really expand and evolve.
• We had some sessions with IFS leadership, so two with R&D March and October. A session about IFS Success with Matt Kempson in May and a session with Cathie Hall talking about customer experience in June. Obviously, the AI chat Bob De Caux was a guest, and then we'll have our session on unified support next month in December.

Slide: 2023 Retrospective - #1 Lesson Learned

• What have we learned? I really liked this quote. “Curiosity is the engine of achievement.” So, I'm going to start here and I'm going to be a little vulnerable and I'm going to share with you what I learned this year and it does relate to the CollABoratives, but it relates to a lot of other things as well, which is, I have a lot of passion. Curiosity for sure, drive, passion. I get very invested in what I'm doing. I see an opportunity where I fee like I can make a difference, and I want it done, and I want it done yesterday. And what I've learned this year is passion is really, really great. I wouldn't trade it for the world, but it has to be tempered with patience. And so, I set out late last year to launch these groups and I had a vision of what we could accomplish this year, and we haven't quite achieved that. And I think what we've achieved is great, don't get me wrong, but I think what I've realized is, to affect change and to see a vision come to life oftentimes forces you to be patient, to be uncomfortable to take one step forward, 2 steps back, sometimes, et cetera. And I think it's the commitment to why you're passionate about what you are. If you really, really believe in what you're doing, you will see the course and you will ultimately, I believe, still see that vision come to fruition. The journey may not look the way you think it will look. So that's the lesson I've learned this year, and it's something that is uncomfortable for me on a daily basis because I just like to get stuff done. So, when I think it can happen and it should happen, it should just happen. But, before I joined IFS, I was a journalist and I ran early in my career, a print publication where I controlled a lot of the process. I controlled a lot of the outcome, and there were things that I really enjoyed about that, but there's also things I love about being part of a company of 6000 people who all have really good ideas and have their own passions, and have their own drive, and so I'm five years in, still learning that in a company this size, change takes time and you can make incremental positive impact while still working toward the big vision that you have. And so that's just something that I'm reminding myself of.

Customer Feedback:

• Does anyone is anyone willing to share a lesson that they learned this year or something that that you're thinking about?

• F: I learned I got a lot of energy from you and that's very positive. I like that, it also gives me energy in my job. I'm also passionate. I'm a big fan of IFS application. I sometimes have difficulties to convince my colleagues that that is the best. So, I use these sessions together with other seminars to have energy to continue pushing because I believe in this. So, my passion is believing, but if then something is not having the same speed, it takes time or I get a stupid answer or just nonsense in the support calls for example, which is a big topic, then I lose temper, I lose energy. So, these sessions are very good, and that I've learned we need to need to say what you believe in, what you think could be changed, so change can happen. Like, I don't think our Account Manager was good enough. Our Success Manager was not good enough for example. So, we have just replaced them because they didn't give me energy, or us, they were not proactive. I feel much, much better now after two weeks with the new managers, but let's see, because I want them to give me some good input and advice why we should go for Cloud. I know why we should, but I need to have it from them with some good arguments, so I can sell it into the business. They need to work for me, not work for them, so that that's how I learned from this. 
  F: And I also trying to input, there were good sessions with R&D. I like those when looking into the future a little bit, both short term and long term and try to affect application with good basic functionality that has been missing for years. Try to incorporate that so we, the old users also think that the new application is good and not only the new modules we have never, or we don't know if we can use, but if we make the foundation good, it's easier to talk about the extension with footprint or sustainability or AI. So, the basic need to work and then we can talk because like with IFS, we don't invite IFS account management into the strategy table if we don't have the basics in place.
  R: It means a lot to me that you've gotten energy from these sessions and that gives me motivation to keep going because obviously when you're on that journey, there are times where you're like, OK, are we ever going to get to where we're trying to get to, right. The other thing I think that that's really interesting that you brought up and again, just speaking honestly with you all because that's what I'm here for. IFS it is on a huge journey with this I technology debt and Evergreen approach as well right. So, if you think about that topic, the way that I presented it when I had the slide up, not too long ago, it wasn't a big issue. You really, truly could deploy a technology and leave it be for quite a while and have it do what you needed to do. So that point from the context of your vantage, but for IFS, it also meant that the relationships looked a lot different then, than they need to today, right? You didn't have to worry about giving people energy or being the leader of that vision and that strategy, you just sold a solution and then you were there if they had a problem, and then you revisited that conversation in 5-10 years time when it was time to do something different, right. And so, I don't say that to take away from you demanding what you deserve. I think that is absolutely the right approach. As a business, I think we in certain areas are still catching up to what it takes to get us forward is different than what it took to get us where we are today. And that means that our customers do deserve different. It doesn't mean we haven't done a good job. It just means that what a good job looks like now is different than it did a few years ago. And so, we need to do things differently. We need to provide more value than just our product, and I'm someone who a lot of times, talking to very technical people, having conversations that are like, no, we need to be giving energy, we need to be giving connection and engagement. And those things matter. And sometimes it feels like people can be like, well, as long as we get the product right. No, I don't agree with that, and that's why I'm doing what I'm doing, but I think it's very interesting to hear you describe what your expectation is and how we have fallen short and I hope that the new account manager continues to meet your needs. And I hope that if they don't, you will reach out to me, because, you have skills and deficiencies and strengths and weaknesses, et cetera in anyone, right? But overall, looking at the puzzle, I don't fault an account executive for not on their own knowing what that evolution takes and looks like, it's the business's job to give them that knowledge and the tools and the skills to do that well. And then it's their responsibility to step up to the challenge. But we're still in the process of doing that is what I'm saying. The nature of that technology debt topic on our side is that historically, the growth of this company has come from selling new business, not from nurturing customer relationships. And going forward, it's going to be far more blended and that means we have to do things differently. I appreciate you sharing. I think your expectations are fair and my hope is we continue to improve and to try hard. There are a lot of people here that care a whole bunch and that gives me a lot of hope that we'll step up to the plate and do what we need to do to be the company we want to be going forward.

• F: So, I'm hesitant on this one because this year has been intensely rough, on a variety of levels, but I'll share for the sake of it. I've been wanting to write some posts about it, but I really don't want to alarm people either, right? So work life balance, one of the he lessons that I guess I'm still learning this year and I'm trying to kind of dot the I’s at this point and figure out where I'm landing on this, is as the company has decided that it wants to grow, our company is growing and growing and growing and we've surpassed $100 million mark and we have this vision of becoming an MSP provider and what that means is a restructuring of the organization and we need to sell, sell, sell and grow, grow, grow and do more and do more. But foundationally, we are not in a place to support that as far as the business systems, one of the areas that I'm responsible for and BI data analytics in general are concerned. We have some really good people, but not enough to support the aggressive growth of the organization. And when sales come before foundation, it has gotten very, very, very hard to keep up with that. And the message you have stated, outsource, outsource, outsource, we’re increasing the pressure, we're increasing the pressure, but at this point, the overall morale and I'd say culture of the organization is near an absolute total burnout, and it makes it really hard. So, it really makes you, especially me, reflect on, what do I value? I'm all about digital transformation. I mean buzzword. Absolutely. I've stopped, stopped using it actually and just say business systems these days, but business systems and data analytics and I'm excited about that. And I love doing it. But when they're such a high pressure to deliver against expectations that I haven't been quite matched to reality, bringing us back to the AI conversations and the ML conversations. AI is a technology where at this exact moment, or maybe a couple months ago, the expectation was much higher than what could possibly be delivered with it. And everybody was talking about it and as a result, you've got your CEOs, COOs, all talking about we need AI, we need AI. But what can reasonably be implemented within an organization to get the success. The pressure is quite immense from a technology innovation team, the people responsible for delivering. And again, it's a lesson I'm still learning. I don't exactly know what the lesson is, but the fact is, we've nearly burned everyone in this field out trying to meet up to a certain expectation goal that is near unrealistic, and it's taken a toll, so 2023 has been very reflective for me on that. Again, I didn't tell you a lesson learned cause like I said, I'm really digging into it, but if anything, it is expectations and communication. Making sure that people understand what they can reasonably expect from new technology and communicating what can be done when. Everybody wants to move super-fast right now and even IFS is facing that exact same thing. Like, where are you at with AI? When can I get AI? Hey, IFS give me my AI solution. Well, what does that mean though? Well, we don't care. Just give us AI. But what is AI? So, it's that expectation and that communication that has gotten kind of a little out of whack in 2023 and I think people are paying the price.
  R: That's good. And I think there might not be a concise lesson because you're still in it, right? You're still learning it. And I think that when we launched these CollABoratives, there was this fear internally, not of mine, but of others that if we have these transparent conversations, what if bad things come up or what if we can't meet every need or what have you, and that goes back to your point about expectations. I believe perfection is not a realistic goal, right? Customers can’t expect that from us or from any partner, but getting clarity behind what are the expectations, where are they realistic and we're falling short, or are they unrealistic and we need to communicate about that, is part of the purpose of these sessions. Making sure that we're able to have some of those conversations and surface some of those things because I think positive change and growth can come from that on both sides.

• F: I definitely feel what you're going through. I mean, I made a change myself this summer. That's why I'm just a couple of sessions, but I'm back. But everything you described is stuff that I've seen there or where I am now around the business is trying to work so fast, but it's hard as the IT executives to put in place that block and tackling that we need to do to make it work. I'm trying to deploy an IFS update right now, and it shouldn't be hard. It's just taking me forever because we're trying to make acquisitions and add integrations and that has to come first, and we can't ever get there, and it is painful. So, I definitely feel that pain, but bigger picture along the same lines, though from an IFS perspective, I love the Evergreen approach. I really like that. The one thing that I would say though is, and I think you touched on it by saying that digital transformations is kind of like done and now we're on the next stage. I would disagree with that. I would say the digital transformations are absolutely not done because so many companies are stuck going through it or approaching it still. It's not done, and that speaks to what I see, which is an awareness that we're trying to move so far ahead with stuff that's a good thing to do, and there's an expectation that everyone is at the same speed and at the same point in the race. So, when I interact with IFS R&D or whoever it is, they're assuming that I've got a team that understands this stuff and I don't. And they're expecting that we know what to do with stuff that they give us, and I don't. And I get these gaps where I'm trying to do the right thing and there's an expectation that we all know how to do that. And we are all at that same point as our business is that is. I have a much smaller team now, even before I had a bigger team, they did not understand and we were not able to speed with the whole Evergreen technology. We can learn it, but that takes time and you only really learn it by doing it. So, by that time you've done a couple of releases and things like that, and that ability for the IFS customer base to be where I think IFS perceives its customer base to be.  I think there's a gap there and what that means is you've got information coming down, which we all think is good. I think most of the people on this call probably see that, but it’s hard to truly be where we are expected to be to make it happen in the way it is intended to happen. And that to me, that's a gap. It's like a lag, like watching TV with a lag in the audio. You see the picture, but then you've got to try and catch up with it. It doesn't sit right and it's very hard to enjoy the ride, so that's what I would say is my learning this year, especially as I've got more into Cloud. I will be very clear. I I've lucked out. I went from a company that was Apps 9 and Apps 10, and I've joined the company that is Cloud so I didn't have to go to that transition. So, I lucked out there. I win at that one, but at the same time the companies not built to support it still, so I have those same issues still.
  R: I do want to comment on your point about digital transformation, just to clarify what I was saying because you are absolutely right. So, in no way was I saying digital transformation is done and nor should I have implied that all of our customers are already done. What I was trying to say is I think the AI buzz is a result of technologically we as a world are at a point where the next phase and I think major phase of digital transformation is layering in more intelligence. It's significantly different than what's been possible before, so to me, if you were to generalize it into a continuum, you go from manual to digitized. And I think the next leap is your layering on all of this intelligence. So technologically that's where we are, which is why it's everywhere that people are talking about it. Realistically, you are absolutely right that I think most, not just IFS customers, but companies are somewhere still in the digital transformation. Now some are what I would say laggards. I still talk to people that are moving off of very manual systems today for the first time, but then there's a lot that are more toward being done with that foundational piece, but not quite to the point where they're not only Evergreen, but have their data, their processes, their decision making primed for that intelligence step. Because at the end of the day, we're only going to progress as fast as people can adopt what's possible. So, it being possible doesn't make it a reality and I think you are right, that it's possible, but there are a lot of companies that are not ready for that for a variety of reasons. And I think your point about how IFS views the demand and the ability, is I think a really good point for us to discuss internally because I mentioned a few minutes ago, I came from the media, so when I ran Field Technologies magazine, IFS and a lot of other technology vendors, they were our advertisers. That's how we made our money. And so, I had really good relationships with pretty much all of them. And I would always be asked what's next? What's next? What's next? And I would always say, I don't know, but your customers aren't ready for what's next. They're still working to adopt what you were talking about for the last five years, and that holds true. Now being an employee of a software company, it’s not a popular opinion, because from a market standpoint, we have to have a vision. We have to be cutting edge. We have to be ahead of the curve, but not just from a perception, but also from a product development standpoint. However, we can't let the let's say 5% of customers who are actually ready for that determine how we interact with 100% of our customers. And then inadvertently leave people behind or struggling because they're not at the same point of being ready to take that next leap of innovation, if that makes sense. I think it's a wonderful point that you make, and I appreciate it.
  F: Yeah. I mean, even AI and the brand-new things we are designing, I mean just the change to the whole Cloud and Evergreen technical structure. It's a structure that if you have an existing team, guarantee when you make that switch your team is not built right for it, and you have to change it and that's tough to do. You have to repurpose people, but you can't do that till you learn, and there's all those, just the fundamentals right. I mean I think AI has huge promise, I think it's further out in terms of being truly generally useful than people think.
  R: Well, I think it's how you define it, right? I mean, like, what do you mean by AI? There are aspects of it that absolutely could be leveraged today. Then there are other aspects, so again it's this term, this is the reference I was making. It's just like how digital transformation was positioned 10 years ago because it was this vague, overarching term that people didn't clarify a whole lot, but was in every single headline. That's where AI is today, because everyone knows it's what's next and to your point, give it to us, we need to do it, but what the hell are we even talking about is what's going on, right? And so I think, unfortunately that will cause some companies to race through the foundational work getting the team set the way it needs to be, getting the right technological infrastructure in place, getting the data right. People will race through that and just start buying things to layer on top of what they have in place in the hopes that it will be the right innovative move. And then they're going to have to undo a lot of that work. I mean that's just people that ultimately come out ahead are going to be the people that take that stepwise approach and do the work they need to do, to do it right the first time. I mean, I literally lived the same thing with digital transformation and seeing companies, no change management, put inefficient processes layer digital on top. Why didn't it change our whole business, well because it doesn't work that way.

• F: You you're spot on there. IFS is not there anymore. It's a new company with new a new vision and it gives me energy as you say here. We are in a journey together with IFS. The spot-on thoughts you had was because I represent a company that we have from 7.5 and we are on our way in an Evergreen journey, and we tried to implement 2 cloud versions here in different parts of the company. So, it's everywhere and we have expectations on us to deliver. So, it has to be a smooth journey and we need assistance from you to keep it that smooth. Meaning it has to be very easy to implement new functionality as you said here. Somethings are just buzzwords, but we actually need them in production site, so they had to be easy to implement and easy to adapt to also.
  R: I think one of the learnings that requires some honesty is the transition from Apps whatever to Cloud, it's not going to be an easy one, right. That's a conversation we have to be having. So, the value of doing it and sometimes internally we refer to it as the last major upgrade, the value of doing that then is to be able to adopt that Evergreen way of working. So, I do want to clarify that my hope is no one is painting a picture that that initial transition is going to be simple because it's not. Once you have transitioned, then yes, for us to be successful at delivering an Evergreen approach to our customers, we need to make sure that it is easy to adopt that continuous innovation because that's the goal. Is that aligned with what you're saying?
  F: Yes, I have one more thing and just to move on a bit further, because I think that R&D here has a good approach on this. They are delivering functionality to us. They are giving us a development platform, we're quite large company so we have our own developers. We have the possibility to manage our own installations and so on, but it seems like that R&D and the consulting organization is not aligned here because R&D are they giving us lots of possibility of managing everything ourselves. We have been a IFS customer since forever at least, so we have lots of internal knowledge and perhaps we are bit unique on this angle, but consulting has to assist. What I'm saying is consulting has to assist us as specialists, not as day-to-day consultants. That that's our angle on this.
  R: And you don't feel like that process works well right now?
  F: No, it doesn't. But we shouldn't be complaining here, but it doesn't really work because they have a business requirement that from the internal organization, of course I know that, but they are not selling the correct the product to us right now.

• F: It's exactly the same or it's a copy of what I was saying or thinking. And also you said here before about R&D, they must be five years ahead and we cannot talk to the consultant company. We are now in negotiation of buying Cloud or upgrade. We need to talk to R&D because they know what the functionality we are buying, not the consultancies, and that's why we've replaced the sales guy who have contacts and can arrange these kind of sessions with R&D people, because the consultants, they are not on the same plane and we are hunting consultants partners globally to help us rolling out and we need to know which one are ahead of others and which one is the best. Who knows, who are the specialists that we can use? Because we are very, very good, we know a lot, but we are too few. We need to have 3 parallel rollout tracks, some led by consultants. They need to take the whole scope, so they need to know both business and the new application. So, it's similar way. Somebody need to be at the front. Somebody needs to maintain the old one, but at this point when you need to decide and need to get involved in new version, you need to have the best that knows about the functionality. It takes time to spread it internally.
  R: That's good feedback and I think one of the biggest opportunities yet for IFS is to start breaking down some of these silos. Internally and communicating better from function to function and then also externally. There's a lot of people doing really great work inside the company. It's just a lot of it right now seems to be very disconnected from the other functions and so that can make things confusing for customers. And I think streamlining what that looks like could be a huge benefit.

Slide: IFS CollABoratives: Year 1 – Feedback
Slide: IFS CollABoratives: Year 2 – What’s on Your Wishlist?

• I mentioned that this is year one of these collaboratives and the whole goal here was to bring you, our customers, closer to us IFS and also to allow you to get to know one another. Another goal was to have a good blend of talking about topical things, talking about trends and challenges and opportunities. In addition to talking about IFS technologies specifically, so you all already have given us some feedback. I appreciate that. And just looking at these questions, is there any other things you can think of for us to keep in mind as we go forward? And this honestly will blend in with this year 2 wish list, and some questions for you all there.

• F: So, one of the things that I absolutely love seeing is how do other customers, how do other companies and peers, it doesn't even matter if same industry, but how did they use the technology, like in the case of AI. Very decent example, what has been successfully implemented and what can we take away from there? Is there something we can share, even if it's an idea, right? An idea is the most powerful anything you can share with that respect. I mean you've stated it you as a software organization, you're miles ahead of the customers trying to implement this software. That gap is growing. As technology keeps being implemented or keeps innovating as fast as it does, the gap between implementation and what's available is growing, growing and growing, and we've seen that very aggressively over the past ten years or so. I've seen from how other companies do things when we're talking about a problem, when we're looking at, hey, here's what I'm trying. Ohh hey, but have you tried implementing it this way? I'd love to have more sessions on that. Just take a look at what you do with the technology available and is there something we can take away from that and implement into our own organization, even if it's in a different fashion.
  R: So, you remember, even back to the service group that you were part of before this year, we historically called those meet the member of sessions. So weaving in more opportunities to have folks share, here's what we're doing. Here's what we're working on and just give you all an opportunity to see and learn from that.
  F: Yes, but I would put more focus on the technology, less on the company. The one thing that on those sessions and I’m equally guilty when I think I presented that, is explaining what I as a company do. I think that matters less than hey look at how I'm using this exact technology because that could be a much quicker session with more room for collaborative engagement on the actual technology versus the company because love all of you guys and I like seeing what the company does, but I’m in this for technology right now.

• F: I want to reiterate what was said before. I mean I think he sees the benefit I see as the benefit as well. And I think the context of what a company does is useful because without that the solution has less potential impact, but it's all about the way people went to get there, the good parts, the bad parts, right? Want to avoid what they should not avoid? All of those things are really valuable to me, as an attendee on this. I will tell you that I've really enjoyed these sessions. I think they've been very helpful. It's a great way to just touch base with peers across different industries, different customer types. There's no other forum to do that in and to me that's valuable for that purpose. Plus, having the ability to kind of work with you, Sarah and Jessica as well being very open and clear with us is it's really good. And then having the R&D's and things as guest speakers or cameo, that's helpful, I mean, that's interesting, as much as I enjoy them, I kind of felt like get less out of them than some of the other calls, but it's nice to see some of the questions around where we're going and what's next, but again, I’m still fighting with what’s now. It's good to know that stuff though, so I wouldn't want to get rid of that completely. But yeah, I've I found these very valuable. And the question around the timing. This works if I'm East Coast, it doesn't work if I'm West Coast. It's tough, but I know that it's a rock and a hard place with scheduling these.
  R: Yeah, it is. Just because I think going back to my initial vision, I mean, I think there's a lot of value in that cross industry, cross geography connection and collaboration.
  F: I mean, honestly, having it in a way that catches a larger audience, if I have to then miss one or two, it’s better for me than the ones that I do attend, than having one I can always make, but it's always a very select group of people that are same people if that make sense. So, I'm fine with it the way it is, just it does make a little tricky sometimes for me, but I can live with that.
  R: And certainly, the goal is and we continue to work on getting more people involved, so that's something that again it comes down to building the internal awareness, getting the right people engaged and all of those things, but that is definitely the goal for 2024.

If you are an IFS Customer and would like to watch the recording, please email jessica.foon@ifs.com

A copy of the slides can be found in the attachments section below.

Next Meeting: 12 December 2023 10:00 AM US Eastern Time
IFS Combined CollABorative - Tech Talk Session with Raymond Jones, SVP, Unified Support at IFS

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