Azets discovered that getting the right tech in place isn’t just about software – it’s about freeing its people to focus on the work that matters. By rolling out Silverfin across 60+ offices, they cut file submission time, giving staff more time for advisory work and less time chasing admin.
Good afternoon everyone and welcome. We’re excited to have you with us today for our Azets Playbook webinar, bringing you lessons from a top ten UK accounting firm. Let’s start by quickly covering off a bit of general housekeeping during the webinar. The webinar will take about 45 minutes. Please feel free to submit any questions you have in the Q&A at the bottom. We will record today’s session and share this with everyone who registered. Please feel free to share this with any other users within your teams. So, my name is Curtis and I will be your host and moderator today. Just a bit about me. I am one of the customer success managers here at Silverfin. Since leaving practice, my role now mainly focuses on the customer journey, whether that is onboarding new firms or working with firms who have been with us for some time, such as Azets. I’m also joined here today by Alicia, who is the head of our UK customer success team and like all of the UK CSMs has extensive experience working in the accounting industry, in practice and on the tech side. And now for the main attraction, Luke Quintz. Thank you for joining us. I’ll let you introduce yourself. Obviously, try not to take too long. Thanks, Curtis. I like how you just appear when you say our names. It’s like a bit of magic. It’s good. My name is Luke. I’m the UK head of digital delivery services at Azets. So two roles. One is external facing where we digitize clients, But the role we’ll focus on today is internal focus. So my job is to make sure that as a accounts and business advisory service line, we’re as efficient as we can in all that we do. Well, thank you, Luke. So, for those of who want to know a bit more about Azets, they’re a top ten firm with over sixty offices across the UK. They manage over twenty thousand client files on Silverfin and have over a thousand Silverfin users. So a huge investment has gone into the rollout. Now, we know digital transformation has been talked about for years. So why does growth still feel chaotic? Silverfin has recently completed a survey where we spoke to over three fifty accountants to further understand digital transformation. What is actually going on in accounting firms and the challenges they are facing? This survey yielded some really surprising results. It’s interesting to see that 76% of accountants consider digitalisation as its top priority, as opposed to only 51% of UK and Ireland practices citing growth as their main 2026 objective. So even those firms who are not planning to grow are prioritizing digital transformation, suggesting digitalization is currently a bigger priority than growing your business. We also found an average accountant loses one point two hours a day to inefficiencies that could be automated. To add to this, we know advisory is the word that has been on everyone’s lips for some time, and accountants still view this as the main end goal. The goalposts have moved, and yet we are still spending one point five more time on admin over advisory. In an age where AI is changing and technology is moving quickly, that number is only going to grow for customers who are not investing in their future. Just to clarify, we know we are not the first talking about digital transformation and a lot of you would have seen a similar graph like this before. This is Silverfin’s edit and the message behind it is important. This is a journey, not a tick box exercise. You need to get the fundamentals right. A wise boss once said to me, you can’t build your roof if you haven’t got your four walls. Isn’t that right, Alicia? And it requires constant communication at every point. We also know the landscape is always changing. So let’s take the first step for example. You need to understand the importance of organising connected data in a way that is setting you up for success further through your Silverfin journey. This is the foundation of your digitalization. Rubbish in leads to rubbish out. We then can start to standardize these workflows and automate tasks. That process is ongoing as we continue refining and optimizing the first three steps. It is a journey Luke and his team know really well, and we have been on this journey with Azet for five years. But this is also really relevant for firms of all sizes. Obviously, today with Luke, we’re talking about it on the larger scale, but the fundamentals and lessons are the same whatever the size firm. So enough of me talking, let’s go to the panel. So Luke, digital transformation and change has been a priority for ASETs for some time now. Tell us about the Azets way. Sure. But a long time ago now, we’re like, well, we had over sixty, I should say, 65 odd offices. No one knows the real number anymore. Sorry, I think we’ve actually just got the broken signal there. Could you just repeat that last line, sorry Luke? Yeah, so look where do I get to the broad spectrum of our clients? Did you hear that? Yeah. Yeah, sure. So our client base is quite varied. So we standardise across all broad range of our clients. Nice. And in terms of being on the curve, where would you say you are? And why is it important to know this information? I think for a business like ours, it’s quite difficult to decide. I don’t think any firm will always be in one of these buckets. So our early adopting offices are probably more towards the optimised. They’ve had hands on the tool for a long time, and they’re now at a stage where they’re quite comfortable using the tool, but they’ll get to a point where actually it would be really good if and they’re starting to be more inquisitive and looking to optimize the way they work. When we acquire a new office, they’re probably towards the left hand side of this scale where everything is new. We’re asking them to move the way they operate more broadly, not just in terms of working papers and accounts preparation, but more broadly as a business, they might have to change the way they do time sheets. So they’re way to the left. But we we certainly have adopted our way that we roll out Silverfin. Like I say, now it’s quite a polished process, I’d like to think. But Alicia can vouch for me when I say it hasn’t always been that way from day one. Yeah, definitely. And I think what we’ve really learned working with us, like over the last five years is exactly that. We see these curves like this is the Silver’s version. We know other softwares and if you’ve ever read crossing the chasm, that’s a really similar trajectory. And it looks really simple on a page. Like, oh, completed number one, I’m gonna go to complete number two. And what we found very quickly with assets and other customers is that it’s just not that linear, as well as the complexities of people and change management internally, the actual landscape the digital landscape is constantly changing so whilst on a slide, it looks like this one way journey and graph actually, I think we are flexing between those different stages. At all times, we talk about this digital journey of assets and we definitely have improved as we’ve come, I think, you know, we haven’t got it nailed, I think there’s still improvements to be made. But that’s for me and Luke to laugh about probably off stage. However, it is so much more slick than it used to be. And at the same time, we’re progressing with assets on the assets way digital journey and how we can get the most out of our system. But then it’s this really interesting turn events where we’ve got quite a lot of m and a going on. So we’re also seeing these really little firms joining the assets group right at the start of their journey, and trying to take the lessons that we’re still learning and apply them right back to the beginning. So it’s almost cyclical, makes for a really interesting support relationship as a vendor. But also, it. It’s so much more complex than it looks and I think we that we give it credit for. So that has to be called out and it’s something that assets have learned and do really really well across these newer office acquisitions. Luke, but like back to like the different offices does that bring challenges and the fact that I guess it’s better for the new offices joining. Because they like that it’s been finely tuned, what challenges does that have having that multi offices at different stages of the graph? It’s one of those things. It’s a bit like when you have to engage with different levels of leadership where the language that you use has to be different. You have to try and stay. It’s like, say you delivered this webinar ten times. The tenth time, I guarantee you’d be fed up by it. We’ve done sixty five sales and rollouts. So it’s it’s hard to say positive, the motive, and because you forget that people are hearing the same message, but for the first time. So you walk into a room usually of really excited people to get hands on new tool. Everyone likes new tools, usually, foot forward. So part of the challenge is remembering where they’re at on this curve and where to pitch. Not the silo search because they’re gonna use the tool anyway, but where to pitch where some of them fits in our workflow. The other complication that we have is we have certain offices that are quite niche in terms of their industry. So we have one office that solely deals with medical practitioners as an example. So their rollout does need to look slightly different to an office that deals with purely sole trader accounts as an example. And it’s certainly easier these days where we try and get over the first hurdle of bulk uploading all the clients to start with because with anything, if it’s a low effort to start using the tool, you got more chance of adopting it correctly. So we always bookload all of their clients so that their first port of call is to log in to the client, not raise a ticket, set a new client up, do everything else they need to do. So we’ve kinda smoothed that process out as well before we land on-site to train them. Yeah, nice. So that’s like an easy quick win that you’ve sort of prioritized. Yeah, absolutely. Brilliant. And then I guess, I hadn’t thought of it as well where I guess it’s almost like the starting block for each office is different based on what they specialize in and what they’re doing. Alicia mentioned this idea of digital transformation not being linear. How do you manage that? I I think we’ve got a dedicated team internally now, which helps. So I was quite proudly the bottleneck for quite a long time, which Alicia will definitely testify to. But we’ve now got a working group of people that are dedicated to ensuring that so these are people that are on the tools all day, every day. So the people that are in and out of Silverfin on a regular basis, and they are responsible now for making sure that Silverfin does what it needs to for us. So where, like, leases, for example, and that accounting will change, they will look at that entirely and say, this is the best way we need to work under this new guidance. And it doesn’t all fall to one person, which I think is really important. Like, especially as at scale, we can’t possibly I can’t be responsible for the whole environment. So we’ve carved out roles for people where it is their responsibility to ensure that the tool is working as we need it to. Yeah, no, I thought we always find that champions model works where people can own different parts of the project. Alicia, when you were embedding a new platform core to all of this change, what challenge do you see for firms like Hazettes and how can we as the platform providers support them? It’s a good question. And I don’t think it’s going to be news to anyone when I say that by far the hardest part of any project like this, whether it’s assets or whether it’s a small firm, it’s that change management piece, like particularly when we’re talking about a platform that is changing processes that have been embedded for a long period of time, it completely changes the way that we’re working. Getting your people on board for that change is always the biggest challenge, like the platform and learning a tech like a software is one thing, believing in it, and believing that it’s going to improve your workflow before you’re able to see that result is a really different one. And the way that we do that, and I think we do it really well at silver film we’ve certainly done it really well with assets and I’m, I’m really proud of it and I hope Luke is too is through that relationship piece like there is a real difference between being a vendor and being a partner, and we invest quite a lot to make sure that we get involved really early at the beginning to say hey, who is that project team, this group of people that Luke spoke about if we can get that right at the beginning. We’ve got the right voices, boots on the ground that understand the detail and understand the challenges. We know that that rollout and the understanding of the platform and the change comes from that group so we can then embed ourselves in that group to really support them. And then it’s a bit of a funnel effect, it’s far easier to get that change across the group. It’s something that we try really hard to embed from day one with new Silverfin customers. And if you’re rolling out any kind of software doesn’t have to be Silverfin, I would, would challenge you to think about that initial project team. It isn’t necessarily the person who’s made the decision to adopt the technology. It’s the people that are going to influence the change and understand the impact in your teams. And that will be the biggest win if we get that right from the beginning. I I think to that point, leadership buying is really important, and we see that with our acquisitions. The the partners that join us that are fully on board, they get while we’re trying to do all of these things. It’s a lot smoother in those offices than when it’s more challenging, shall we say? But, yeah, leadership behind these ultimately, they won’t they won’t I probably won’t like this. They won’t do a lot in terms of helping us roll the pro product out. But actually, their role is quite pivotal in making them all that success. I think that’s really, really important. Yeah. It’s getting that vision right, isn’t it? For that change management piece of really clear vision. This is what we wanna achieve. But actually, we’re gonna give you the resources and the time for you to work out how best to achieve that goal. And it’s that trade, it’s that trade off right at the start. And that when it, when it does work well, we see that accountability spread far quicker across groups, rather than having a couple of really techie people who love this product and everyone else thinking, Oh my god, this is the right headache. It’s addressing that early on. Yeah, brilliant. And I guess, inherently as accountants, love us don’t like change. So it’s just identifying that at the start. You need to be quite You have to be quite resilient in this kind of world. Live in a weird world where as accountants tech moves faster than us. So we then have to go through the hoops to make sure everything’s safe and regulated, all these things we think about. And you have to be quite resilient to appreciate you can’t always go as fast as perhaps what you would want to. Certainly, in an m and a world where risk is almost not allowed, it’s very strict for the right reasons. But it can be very difficult. So you need to be resilient and have the right people in that initial group to help roll anything out these days. Yeah, brilliant. All right, thank you there. We will have to move on to the next slides. And it’s great, but we haven’t even spoke about AI and where it fits into this journey. Forward thinking firms are already using AI to leapfrog competitors. In our recent survey, we also found that these insights into AI across the three fifty accountancy firms. The biggest standout here for me is the fact that eighty five percent of accountants say AI has already helped their practices save time, which I think is really impactful, especially considering accountants are seen as risk averse. The audacity, know. But actually, as an industry, we are jumping into digital transformation, and AI is a big part of it. It’s almost like it’s not just been a buzzword for the last ten years. So here is a slide looking back into Yazette’s journey, who we’ve already mentioned are still evolving and learning. It started at the bottom with the right people being brought into the project. Then working within Silverfin was the first step of the rollout. This is the foundation for that connected data mentioned earlier. Now they are currently looking at accounts production and Silfin Assistant, which is our AI tool in the platform. But there is always a focus on people. So let’s go back to Luke and Alicia on this. Luke, how has AI impacted your digital transformation journey far, and how do you see it shaping the future? That’s a very broad question, Kurt. I apologize. I think just to start, I think AI is obviously the buzzword. A few years ago, we’d walk around account techs or whatever alternative event that you went to, it felt like at the time everyone just took AI on their banners because they had to. And when you pin people down and say, what are actually doing? They they couldn’t really give you an answer. But I think there’s there’s lots of good practice that’s already out there, like machine learning. Everybody’s pretty much using that now. And I think I always go back to if you were an accountancy firm that wasn’t using bank fees as an example, you’d get left behind, but you’d probably be okay and be able to survive. I think if you completely ignore AI and the tools that are now available, I don’t think you would survive. I think you’d be swept up by larger firms, firms around the corner that do things more effectively, can be more competitively priced than they were before. So I think AI will be a much bigger mover in the market than what machine learning was. And for us, I think where Silverfin will help us on that journey is that we know that Silverfin is our agnostic one source of truth. Like, we have reliable data in there that we’ve reconciled. So we we’re comfortable with the figures. It’s repeatable. All the officers are using it in the same way. So as you say, a Silverfin assistant for us is now the next thing that we’re gonna roll out, and then we’re gonna start to test account production and tax as well. When we first rolled Sylvan, that doesn’t really sound right. But when we first rolled Sylvan out, it was in COVID. We had a face to face training plan all ready to go. And then the day before the first session, we all got locked down. So we delivered the whole thing remotely, which was horrendous. But now we’re at a point in time where Silverfin’s a much better product. We’re in a position where we’ve got resource to be able to test these things. So that’s the next logical step for us in terms of the AI world is that now data’s all consistent with how can we leverage AI to tell us and identify opportunities for us to discuss things with clients more regularly? Yeah. Great. Thank you. And can I just clarify as well our online rollout of training isn’t horrendous? Give you an example. When we rolled out to our Nottingham office, so this was our first training session, and everyone joined on team. Nobody knew what teams were was at the time. Everyone joined, and there was a one lady. I can’t remember her name, but she was sat in a shed, and every five seconds, her cat just kept walking in front of her screen. I was like, this can’t be the world that we got into for x number of months because of COVID, but turns out it was years, but there we go. Yeah, I think he’s crazy looking back thinking we all had those stories of working from home and all of a sudden four people had to use one office. Yeah. They were in a room that wasn’t designed to be an office. Brilliant. So that’s all good being where you are in your journey. But if a firm is hesitating, what would you say to them having been on the journey? I think I would say invest the time. I think that’s really important. I’d like accept that you’re gonna have everyone’s has chargeability targets. We get that. But you almost have to ignore them. Invest the time properly. Don’t aim for perfection straight away except with down it will be the blocker to any progress that you make. So we’re quite good now at realizing that we fail quite fast. We have set very ambitious targets to roll things out, but accept that we won’t get it right first time, and we have to continually iterate our processes. The other thing that Silver has done for us, especially across all of our locations, is that structure, as I just mentioned, the consistent structure of data. I think AI would be not useless, but less impactful if you don’t have data in a structured way. So so it definitely helps us with that. It’s that repeatable process that we can now share work across sixty plus locations, where before our Aberdeen office that are up in the middle of nowhere in Scotland, if they had no resource, the answer was they had no resource and work was delayed. So I think the fact that we can share our twelve hundred plus members of staff between offices where appropriate, it’s a it’s kind of a no brainer at this point for us now. We’ve gone through the hard jars, now we look back and actually, we’ve proven that the model works and it was the right thing to do for us as a business. Exactly. Guess it’s so much easier to be further down the line and sort of redoing that perfecting model even just when people the way people listen to you sort of thing when you rather than being the guinea pig or the first first star. Yeah. And again, like the the offices that we acquire now, like, they get to hear all these horror stories. And when they when they roll out, they don’t have cats going across their laptop. They are in a structured office. We can give it the time and effort face to face. It’s it’s a much nicer process. But, yeah, that’s all that’s what I would say. It’s been thoughtful as well, isn’t it? Like, one thing that is has got loads better is thinking about the goals you want to achieve in that work in that rollout. Whereas before, it’s just I wanna roll out the platform at any cost. We’ve kind of had the pushbacks from those first rollout offices. We’ve had the difficult questions. We’ve had the road bumps. So now when you adopt an office, you know that those are going to come up. You’re forewarned is forearmed. We also know that there are certain areas that we have tested and can see some really quick time savings. And so those are the areas you focus on. Whereas when you’re still learning yourself at the start of any digital journey, you don’t have that benefit. We kind of have to go in a little bit blind and work it out as we go. And I know I always talk about building a plane while I’m in the air, Curtis, and you’re probably fed up with stupid one liners that I come out with. But it really is true. Like if you’re starting something new, it can feel really chaotic. Whereas, as Luke said earlier, once we’ve we’re kind of old hat at this now, yes, there’s the challenge of still making it seem exciting when for those of us that have done it for the previous sixty offices, kind of feels really obvious. But we’ve got all the benefits of those sixty offices learnings as well and that’s really great. And I think that is where AI is going to really help accountants, we had it as a buzzword across all those events yes like you know everyone’s jumping on and talking about AI and everyone’s using a notetaker. But now I think vendors and different platforms are being equally more thoughtful as to where that AI adds value. So when we’re talking about a system, it makes sense for us to look at that as a piece of AI, because as Luke says, that’s where the data is right. That’s where we we’ve got a really solid foundation so that we know that the benefits we’re getting from AI are accurate, and they’re measurable, and they’re achievable. And I think we will see that shift through digital transformation as the hype dies down, but the value will increase. I think it’s a really exciting time to be taking on new projects and platforms and rolling out. Obviously, Silverfin’s my favorite, but change is constant. That’s the only thing we know for sure is that change is just gonna get faster and faster. We aren’t quick, but accountants historically have been quite risk averse. But that AI stat would suggest otherwise, wouldn’t it? Already eighty five percent of accountants adopting AI using it to save time. That doesn’t maybe we’re not the risk averse industry that we used to be. I would love to know what those eighty five percent use it for. You know what? I was gonna say that, and I was like, maybe that’s a follow-up for the marketing team who are definitely listening and now head in hands like, god, Alicia, like, stop giving us more work. But Yeah. Let’s do another deep dive and see what it’s for. I also was thinking what are the fifteen percent that aren’t using doing? Like, what’s their reasoning on the other side? But, yeah, it’d be an interesting question to ask. But also with as they become sort of less noise and more value, there’s still so much more we can do with it as well. Since joining obviously ASETs and Silverfin, what measurable results have you seen since adopting Silverfin, Luke? Time savings? Is it more process standardization? Improved reporting quality? I think the the time saving ones, yes, we have. If someone said to me how much, it’s a very immeasurable object. So our initial focus was always get it done faster, do this, do this. But, actually, that isn’t the key value driver for us that initially the people involved at, rolling something out probably thought it would be. For us, it’s much more about standardization, collation of data. Yes. It’s faster. But is that the main reason we use Silverfin? No. The main reason is that structured approach to account preparation work. But, yes, it’s faster, but structure and consistency is more key for us at this stage. And I think in terms of the, it’s one of the questions I always get asked whenever I speak to a firm that doesn’t have silver in is how quickly do we see benefit in terms of that time? And to Alicia’s point, it’s not it’s not quite as linear as this graph would show on screen at the moment because we had some people that just got it straight away, and they do a couple of jobs, and then maybe the third or fourth job, you would start to see that efficiency come through. We also had other people that were in the business that have been in the business for thirty, forty years, were very clear in the way, were very good accountants, but they took longer to understand how to use digital tools, which is understandable. Right? So it won’t it won’t just be within six months, you’ll see a time gain. It’s more you have to look at your staff base and, actually, we think seventy five percent will take eight months. The rest of them might take twelve months. It’s not quite an exact science as most things are when you drop a tool into a business, can almost guarantee the point you’ll see the benefit. Sylvan’s not quite as linear as that. Yeah, brilliant. And I guess it’s just not always going to be that one size fits all. And it’s almost identifying those blockers and who’s going to take to it quickly and who’s going to be slower. As both me and Alicia sort of know as well. If you could go back to the startup project, what would you do differently? I’d definitely do it face to face. No sheds. There you go. No sheds allowed. What would I do to I think if if we didn’t have something now and we were rolling out tomorrow, we would roll out the more of an end to end suite and not just pigeonhole ourselves into a working paper solution. At the time, that was the right thing to do because, like I said, we we were a bit naive. I think Silphin wasn’t a product that we perhaps thought it was at the time. But now there’s no reason why we shouldn’t have an end to end solution. So I think that would be the key benefit for anyone thinking about rolling Silfin out now is that it’s a more streamlined process more than what we rolled out six years ago now. Yeah. Brilliant. Thank you. I guess, well, before we go to the q and a for everyone else, last but not least, we can’t go through the whole webinar without talking about the civil thing customer success team. Describe us in one word. This wasn’t part of I was looking for my script. This wasn’t in that case. Someone must have dropped it in. I’m just not looking. To be fair, Alicia made a good point earlier around vendors or partners, And Silverfin has definitely been the latter for us. The software that we use that are just vendors, we don’t see great adoption across the business. There’ll be pockets of it. But we Silverfin is really embedded across all of our Abbas offices. So I think the one compliment I can give you guys is that you are an actual partner. I don’t need people to sell me stuff because I’ll just have it when I want it. But you guys genuinely help us embed products, which I think is always the number one thing I look for when partnering with someone because I can’t physically get around all of the offices. So any support that you guys can provide to embed products is the number one priority for me. So props to you guys. Oh, thanks, Luke. So in one word, I think what he would what he meant is legends. That’s a big field. And now you said legends. Can you elaborate? Yeah. Exactly. Yeah. Brilliant. Well, thanks for that. Unfortunately, we are under some time constraints and some questions have come through in the q and a, so get those in. Just jump into one now. Have your clients noticed a difference? Any feedback you can share? In terms of our clients? Yeah. Not so much in terms of our Sylvan usage, but I think that’s because we at the moment for us, it’s an internal tool. So for us, not so much other than we’re probably we get access. As I said before, the data thing’s really important for us. So the fact that we have consistent data everywhere, we can rely on individual KPIs that we can pull, but not the the client impact will probably come, I think, next when we look at things like assistant. I think the client that will be more impactful to clients than what our current, so within Suite, can provide to us. Brilliant. And I guess, Alicia, guess from our CS side, do we ever hear anything in terms of customers or actual the end not the end users, but actual clients noticing a difference? Yeah, I think like feedback is often varied across the customers. Think for those Silverfin customers that adopt Silverfin and then start using it for monthly, quarterly management account, like work papers, etc. The first real area that you’re going to see that difference are those time savings, like we’ve touched on them earlier, they you know, they’re there, it makes it a lot easier to manage your clients in a timely manner. We also do have that client portal, so it’s not something that the the assets group use. However, it’s within the platform. So we do have Silverfin customers that will then invite their clients into the platform to be able to see those numbers directly communicate directly. And the feedback on that is also like, it’s always really positive. It’s an interesting one, isn’t it as to what does that look like going forward and how might that change we’ve got, know, new development like the talking points module that we’ve got coming out into Silverfin that enables you to have those client meetings that’s only going to grow. And I think it’s those areas coupled with the AI that’s coming in, where it is going to start impacting clients at the coalface a little bit more. Whereas historically, the focus has, as Luke rightly mentioned, been on internal processes. Great. Another question, a really good question that should come in about a piece on change management. Getting people to adapt to a new way of working is a challenge to our firm. How did you overcome this? I’m fortunate that we’ve got a dedicated CI team at AveX. So they, the continuous improvement team, kind of own the change on it piece. So we have trained change people. Often, they’re discredit of what their job titles are there, but they are effectively experts in that field in terms of how we accept that it will be a bit uncomfortable to start with. But as I said, the the number one thing I think in terms of change is that leadership buying. For a business that is not all about the UK, often our CEO, he can’t be visible everywhere. So it’s really important that the leaders within each individual office support their users in terms of saying, look. We know it’s not perfect. We know there’s gonna be pain to start with. It’s something new. But after that, they they do tend to understand, and I do get it. So, yeah, I think I’m in a lucky position that I I’ve got people that can do that for me. But it as Alicia mentioned, it is definitely in the top three hardest parts of any rollout for sure. Yeah. And I’d add, like, we obviously manage that with big firms like our zets, but some of our self and customers are really small firms as well. And it’s the same challenge. And what I would say is that change management comes with an element of project management skill that accountants maybe don’t have. It’s not something as an accountant, we’re really trained on how to roll out, know, how to project manage, how to manage internal staff change, and where we see the biggest success, it is getting those groups of people involved right at the beginning, getting the right people involved in the project, the right project team, involving them as early as possible, because we know that the sooner that you’re involved in any kind of change doesn’t have to be even digital transformation could be in your personal life, the sooner we get across that and we understand it, we can then start looking at actually how is it going to benefit us like, and that comes on to the next piece in terms of now these people are invested in the project, we really want their input, we want to make sure we’re doing the right thing so that they feel heard. What is then the incentive for the end user, we should have the vision from the leader, as Lucas said, as to this is why we as a business want to roll this out. But what it’s also really helpful to think about is how is that going to benefit your team long term, because short term, it’s actually might be a little bit painful for them to be moving over to a new software. I’ve always done it this way. And I know it really well. And I’ve got to learn something new. We also know accountants, you live by deadlines, you don’t have a quiet way you think, Oh, I’ve got six months, I’ll just casually roll this out. You’re always doing that alongside VAT returns, accounts, deadlines, tax deadlines, etc., etc. So it is stressful, and we need to acknowledge that. But if we can say, hey, we know that the first three months are going to be quite tough because we’ve got to go through that change, we’ve got to go through the hard bit to get to the good bit. But actually, this is what we think good looks like for you. We do think it will spread your workload a little bit easier than we’ve had before. I don’t want you crying every January, for example. You know, like, it’s gonna free up that time, so that instead of chasing clients for data and getting all stressed about that you can be talking to them about advisory opportunities or building those client relationships and encouraging the users to see the end goal for them, not just for the partner or director who’s made that decision for their business. I think it’s really, really important. I think just to add to that, think when I when I was a proper accountant back in the day and sat in office, a lot of the things that get rolled out are a done to method. I just say we’re using this. And we’ve adapted to much more of a do with model where we say, we think this is a good idea, discuss. So again, we go in after people that are the button clickers, the ones that do it every day, the ones that have the pain points and don’t just end up with a set of accounts on the desk to say, review those, please. We get them involved from a very early stage and say, well, what do you think it should look like? And it won’t be the partner level people. It will be, like I said, the preparers of jobs who are the ones that are most impacted by any change like this. So we get them involved and we call it our do with model, which tends to work best. Yeah, and I think just a point there is that even like the talking points will give everyone the opportunity to raise a point that they think should be raised at the meeting at the partner level. That’s something that’s quite exciting coming. Okay, so thank you for your questions, but we are running out of time and we can’t give you the sizzle without the steak. Any questions that were unanswered in the Q and A will be responded to. Thank you for joining us and we hope you found the session insightful. If you’re interested to learn more about what we’ve spoken about today, you can scan the QR codes on the screen to either download the Grow Without the Chaos white paper that goes through the five stages of Silverfin’s digital transformation. The second option is to read the Silverfin performance report, which has just dropped today. We spoke to hundreds of Silverfin users to find out how they’re using a platform to grow, and eighty percent say Silverfin has directly contributed to their growth, Or simply speak to our team. If you’re ready to chat, reach out today. Thanks again to Luke and Alicia, and I hope you all enjoy the rest of your week. I’m just gonna leave this on for another minute or so just so you have an opportunity to scan the QR codes, but thank you. I’m going to scan that QR code. I haven’t read that second one either you know. Yeah I was like it’s in big red capital letters so it must be important.