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At Bank of New York Mellon, we consider ourselves the bank for other banks. Most of our clients are other large financial institutions who we help manage the assets, safeguard their assets, provide some degree of wealth management for folks. And right now, we have about 37 trillion dollars in assets under custody that we help manage. So when I joined BNY Mellon a few years ago, one of the most surprising things that I found was that we didn't have a centralized SOX tool and the team relied on a combination of spreadsheets, word documents, some home grown tools, and one vendor supplied application, which we used to store work papers. So we had no centralized repository to manage the SOX framework from beginning to end, including process flows, narratives, control inventory and then our testing and testing results. And that became quite a strain on the team because they had to use a number of tools just to get simple tasks completed. And it also created a strain with our business partners, the folks who were auditing and reviewing and really the control owners, because the absence of a strong centralized tool inhibited us from really opening up that data to the business. The primary factor that stood out to me about AuditBoard was that it really was a tool that was built for a SOX program and an audit program. We definitely evaluated a number of other tools and I've used other tools at prior employers for similar purposes. And one of the challenges that I've always seen in the past, particularly with some of the bigger tools, is that they're OK at doing a little bit of everything, but they're not great at doing any one particular thing. And the user community would tend to get a bit frustrated because the tools only met 50% or 60% of their needs. I think where AuditBoard stood out to me was it really was built for a purpose. It didn't require much, if any, customization off of the shelf, which streamlined our implementation process. And really, we ended up with a tool that the team and our business partners were happy with because it was suited for the purpose that we purchased it for. One of the ways the AuditBoard has helped us this year has been really to help manage our population of controls by having all of our controls in one software package, in one place. It's allowed myself and my leadership team to really take a critical look at what does our control environment look like. And we can link it to things like our financial statement line items, our processes, and really slice and dice that data in whatever way we feel is appropriate. And because we now have that capability, one of the undertakings we're going through this year is to say, well, let's take a step back and rationalize our control structure. Where do we have too many controls? Where do we have too few controls and where do we have what we feel is the right amount of controls? And really focus on that for a line of business, for a given process, for a given financial statement report line, we have much better visibility than we ever had before into that type of data. And what it's resulted in for us is we've set a somewhat ambitious target, and we're close to achieving a notable reduction in our key testing controls across the company by realizing, hey, we actually have duplicative controls embedded in different processes. And do we need three controls, all to touch on the same lower risk item? We probably don't. And being able to leverage AuditBoard to see that data right in front of our face and really execute against a rationalization. Target has been a huge win for us. So far. We've been able to age issues more easily. We've been able to get more predictive for our business partners as to when issues are coming due. And give them a nice, crisp dashboard saying, here's your view one quarter out, here's your view six months out. Really help the business get more predictive and less reactive. In the past, everyone would react to past due issues. The challenge was if I'm the business. How come you don't tell me about these things before they're already past due, before they're already a problem. AuditBoard has really streamlined that process for us at BNY Mellon, we're able to get much more predictive and much more forward looking as far as issues go with our business partners, as well as within the team. I can manage the team more efficiently by saying person A on my team has 13 open issues that they're responsible for partnering with the business on person B only has two issues. Maybe that's not balanced. Maybe we need to shift a little bit of the ownership that's within the SOX team and having that tool there really with the data for me in real time makes that possible for us in a way that it just wasn't possible in the past. I've worked for a number of companies and I've been through more software implementations and GRC implementations that than I would like to even remember. And one of the challenges that I've seen consistently. in the past has been tools that might work for the auditor, whether it's internal audit or SOX, but they don't work for the general business folks, right? They become very difficult to navigate. They're not very intuitive if you're not a power user. So for the folks that are in the tool every day, anyone can get used to something if they use it every day. But you don't want a tool that you just have to get used to. You want a tool that actually empowers you and something that makes your life easier, but also something that you can put in front of your business partners and tell them -- This is where you can get your data. This represents our team. And this is what we want you to use. And you don't have to do it with your head hung low and your tail between your legs saying, I know the software is painful to use, but it's the best that we have, right? With AuditBoard, we're able to go in proudly to our business partners and show them. This is what we have, right -- and it's actually an enabler for you to run this part of your business better.