Hey, thanks everybody for joining. Really appreciate you all making the time. So welcome to our webinar, Prepared on Paper Exposed in Practice. It’s not just a catchy title, It’s the gap that keeps showing up in every post incident review I’ve ever been a part of. The plan existed. The folder was on the shelf. And when the moment came, none of it worked the way it was supposed to. I’m Robin Blanford. I’m the senior vice president of product here at Eco Online. Steph Miller Harris is joining me. Steph is our incident and crisis management solution specialist today. Hey, Steph. Hello. Thank you so much for having me. Really looking forward to today’s webinar with you all. As Robin said, I’m one of our solution specialists here at Eco Online. My background is from the oil and gas industry. I used to work in one of the crisis and continuity management teams there. So really looking forward to today’s webinar with you all. Amazing. Today, we’re gonna talk about why this gap exists, what separates the organizations that respond well from those that don’t, and what you can do about it practically starting this week. Here’s the shape of the conversation today. We’re gonna move through five different areas. Fragmented communication, the rising frequency and concurrency of incidents, coordination across teams, maintaining visibility in an active response, and documentation and compliance, which is where a lot of organizations discover the very hard way that while their response looked good in the moment, it fell apart under scrutiny. And for each of these steps, Steph is gonna take us through a solution. We’ll keep time for questions and answers at the end, so you should see a big box on your screen with q and a. At any point, you can type in there any questions. They come up live in front of Steph and I, and we’ll try and answer them at the end. But do type them in as as you’re going. We have a couple already in from attendees. What I’d like to do just to start off is I want to hear from you. What is the thing that keeps you up at night when it comes to your emergency management or your crisis management? Drop it in that q and a window. We’ll give a little pause for these to come in. It takes just a second for them to come up on us. But what we’re interested in is the not is sort of your once a year. Like, what’s the thing that keeps happening that that’s your number one challenge you always feel? Not your once a career, not your once a day, but what’s that what’s that once a year thing that keeps coming up? It’s your challenge. I’ll while you’re typing all typing in, I’ll I’ll type in what I or I’ll I’ll tell you what I hear most often often. It it’s not that people don’t have a plan. It’s that the plan assumes conditions that don’t exist when things do go wrong. So the plan assumes everyone’s available. It assumes your communications work. Your plan assumes the incident fits neatly into a category, and real life doesn’t do that. So this is a question I’d love all of you to take back to your teams after this session is, is this baked into how you actually work every day? The organizations that get this right treat response not as compliance, not a compliance exercise, but as an operating capability. And that shift in thinking is what this session’s all about. So we’re starting to get get these in here. Thank you for everyone posting them in. We’ve we’ve a couple of Davids posting in here. So one one David is saying adequate staffing levels are are a concern. We have another David, David b here, missing anything info and events that get buried in all of the communication or moving over an area too fast. Rosa is talking about lack of methods of communication being appropriately used. It’s often a big issue as people go to the easiest, not the most appropriate channel of communication and think they’ve done their job. Forget that communication is what’s received, not what’s sent. Oh, there’s there’s more ticking in here. What we’ll do, we’re we’re gonna come back to these throughout the the presentation, so do keep typing in. We will be covering them all by the end, but I can see see these filling up. Okay. Let me paint you a picture to get started. This this is exactly what what Rosa was talking about. A major incident kicks off, and within the first thirty minutes, you’ve got your team dealing with the immediate response. Operations are trying to assess the impact. If you’re a private organization, you might have your people team or HR checking on the affected personnel. You’ve got legal trying to assess exposure, and communications are trying to put out public statements and holding statements. Five work streams all running in parallel, and nobody in there has the full picture. This is what fragmented communication look like looks like in practice. It’s not that people aren’t working hard. They’re working **** ** their piece with their information in their channel, and the person who’s supposed to be making the strategic decisions, the incident commander, the crisis lead, your incident manager, emergency response director, whoever that is, is stitching their picture together from these fragments. Exactly that. And I think the questions on the slide aren’t rhetorical. Who knows what and when? Think about your last real incident or exercise. At that thirty minute mark, could your crisis lead have told you exactly what was happening across all of those work streams, or were they still chasing updates? Are the right people actually in the loop? Not just the obvious ones, but the people two steps removed who do also need to know. Operations lead whose team is on-site, the legal lead who needs early notification, or the board member that’s about to get a call from a journalist. All, leadership need is that full picture. Because if they can’t, they’re either making decisions on incomplete information, which is dangerous, or they’re delaying decisions until they feel they have enough information, which can also be dangerous. The fix isn’t necessarily more communication. It’s more structured communication, like this situation or sitrep report that we’ve got on the screen at the moment. This is your one source of truth, one place for all information to be entered and all teams to be working from. It’s not a WhatsApp group. It’s not an email chain. It’s a deliberate real time operating picture for your teams to use. Here’s a reality that changed in the last decade. The tempo of incidents has increased. Climate events, cyber threats, supply chain disruption, regulatory changes, geopolitical instability. Whatever your sector, no matter if it’s public or private sector, the frequency and variety of things that go wrong has gone up. And here’s the thing that really matters with this. The incidents are starting to overlap. They’re compounding. You don’t get to finish dealing with one before the next one starts. Your response capability has to be run-in parallel, not sequentially. Most plans are built for single thread response. One incident, one team, one timeline. But the world doesn’t work that way anymore. You might be dealing with a safety incident at the same time as a supply chain disruption at the same time as a reputational issue on social media. Three different incidents, three different responses, all drawing on the same leadership bandwidth and the same full of experienced people. So you need to be asking yourselves, are we learning from every event, or are we just closing the file and moving on? Because if you’re not systematically capturing your workload, what worked, what you do differently, you’re repeating the same mistakes under pressure. And that’s really where it shifts from response into readiness. What I’m showing here is a planner for exercises and events because the real question is, is the team actually ready for the next incident? Not conceptually, but practically. Have they exercised recently? Do they know the tools that they should be using? Or has it been eighteen months since the last tabletop and half of the team has changed since then? As you can see here, having clearly tracked, training and exercise attendance is critical to ensure your team is response ready. And, also, it’s around how quickly the organization can genuinely recover, not just operationally, but in terms of confidence, reputation, and the well-being of the people involved. The organizations that handle this well aren’t the ones with the thickest crisis manuals. They’re the ones that have built muscle memory through practice. And this is where the response breaks down the most often, at the handoffs, not within teams, but between teams. Think about how a crisis actually unfolds. The initial alert comes in, somebody makes a call, a team gets mobilized, and then at some point, there’s the handoff from a site team to a corporate team, from the operations team to the communications team, from the initial incident responders to a leadership group. And that transition is where information gets lost. Context gets stripped out and assumptions creep in. The shift change is a classic example. The teams that have been the team that have been managing the incident for eight hours hands over to a fresh team. What gets transferred? If it’s a five minute verbal briefing, you’ve lost eighty percent of the context. The new team doesn’t know what was tried and failed. They don’t know the nuances. They don’t know what was said on the phone three hours ago. Public safety has this really well handled. They’re using incident management frameworks and and paperwork systems and forms that manage this incident command system that manages this flow and handover if they’re doing it well. The private sector does not do this particularly well. In most organizations that I work with, the handoff between teams during a crisis is ad hoc at best. Somebody sends a message. Somebody calls someone. There’s a meeting that may or may not include the right people. By the time leadership make a decision, they’re working from a picture that’s old. Exactly that. So I think as you look at this, ask yourself, are roles and responsibilities actually clear before a crisis hits? Not just documented somewhere, but visible, understood, and actionable. Have you defined who owns what, where decisions sit at, where those handoffs happen between the teams or shift changes? Because this is where things often break down, not in the plan, but in the gray areas between people. And when the pressure is on, can decisions actually be made quickly by the right people, or does this stall when ownership is trying to be figured out in the moment? And does everyone genuinely know their role when it counts? We’ve got a client who takes this shift change so seriously. They send their deputies to go to sleep once an alert goes out. This means that they’re fresh in twelve hours if the incident goes into that period. It means they always can run twenty four seven. The deputies go to sleep on activation. I remind everyone we’ve got the q and a box at the on your screens. We are collecting up questions. This is fantastic. Thank you very much. Any questions for any of the content you’re seeing, drop them into the q box, and we’ll be covering them all at the end. We’re we’re we love answering those questions. In an active incident, the most dangerous thing is an assumption. Somebody assumes the site has been evacuated. Somebody assumes the contractor has been notified. Somebody assumes leadership knows. And when those assumptions turn out to be wrong, consequences can be severe. Real time visibility is what keeps response on track, and I mean genuinely real time, Not a status report that’s compiled thirty minutes after the fact, but a live shared picture of what’s happening. What’s being done and what still needs to happen? Think about it this way. If your crisis lead has to ask, what’s the latest? You’ve already lost full visibility. That question means that the information isn’t flowing to them. They’re having to pull information. And in a fast moving incident, pulling information is too slow. Information must be pushed automatically, continuously into a shared view, a shared common operating picture that everybody is working from. Yeah. It’s really about situational awareness at every level. The site team can see their piece in detail. The crisis lead has real visibility across all sites and work streams, and leadership have a clear trusted summary. And alongside that, nothing critical is getting lost. If a task has been assigned and not completed, it’s visible. If a deadline is approaching, it’s flagged. If a contact can’t be reached, that’s known and can be acted on. And, ultimately, this is what gives leadership that confidence to make those decisions. They’re not asking for another update, another phone call, another version of the truth. They can see enough in one place to commit to a course of action. And because decision delays in a crisis are rarely about capability, it’s almost always about confidence in the information they have. The moment you have more than one system running in parallel, a shared drive, a WhatsApp group, an email chain, a spreadsheet, you’ve lost visibility. You’ve now got multiple common operating pictures, and neither is complete. Or should we call them uncommon operating pictures? So everything Steph has just walked through, the communication, the coordination, the visibility, all of that then gets tested after the fact. And the test is your documentation of the incident. The uncomfortable truth is that what gets recorded during an incident is what you’ll be judged on, not what you did, not what you intended, what you documented. Regulators, insurers, legal teams, and even coroners, they work from the record. And if the record is patchy patchy, contradictory, or missing entirely, it doesn’t matter how good your response was in the moment. The challenge is that documentation during a crisis really feels like a burden. Right? People are under pressure. They’re making decisions at pace and stopping to write things down feels like it’s slowing them down. But the alternative is actually worse. The alternative is trying to reconstruct the timeline after the fact from memory, from communication logs, from text messages, from fragments, and that’s where your response begins to turn into a liability for you. And your crisis response should capture information as a natural byproduct of the response itself, not those retrospective note taking, but real time capture. Are you actually audit ready from day one of an incident? Do you have a timeline that can hold up under that regulatory scrutiny? And, critically, can your documentation process keep up with the pace of response without actually having to slow it down? And if compliance is something that you bolt on after an incident is closed, you’re building risk into every response. The goal is compliance by design, where the act of responding is itself the act of documenting. This slide is really the summary of everything we’ve talked about today. Every decision in a crisis gets examined afterwards. Every delay has consequences, operational, reputational, legal, and human. The teams that hold up under pressure aren’t the ones who get lucky. They’re the ones who prepared for it. And preparation doesn’t mean having a thicker manual. It means having practiced the decision making, the communication, the handoffs, the documentation all under pressure with time constraints in place, with incomplete information. And this is where preplanning really proves its value. The question isn’t whether your team has a plan. The question is whether they’ve executed that plan under conditions that even remotely resemble what a real incident may feel like. Because if it’s the first time they’re doing it for real when it actually matters, that is the definition of being prepared on paper and exposed in practice. And these pre plans are what really closes that gap, taking what’s been documented and making it usable, accessible, and most importantly, actionable the moment an incident begins. Fantastic. I’d like to remind everyone that q and a is open. We’ve got great questions coming in here from people, and I recognize many of the names on the attendee list and organizations as existing users of our software. So please use the chance. We’ve got Steph here who’s our specialist in in emergency crisis management. Please do use the chance to ask questions in the q and a. We’ve got lots of time to cover them off. So what does everything we’ve been looking like or talking about look like in practice? Well, all of those screens Steph has shared are from D4H, our emergency and crisis management software. And the D4H solution is built around a very simple model. At the base, you have all of the fundamentals, the cost to respond, your known costs from the past, your history, what did you do, and the future, your predictable needs. You need to understand what your response actually costs, what’s happened before, and what you’re likely to face. On top of that, you need ready people and ready equipment. And that’s not just available people and equipment. That is ready people and equipment. That means trained, certified, exercised with current qualifications, and your equipment has been inspected and maintained. And when all of this is in place, you can have the magic at the top of the pyramid, and that is the coordination system, the thing that ties all of this together during an active response. This is where everything we’ve talked about today comes together, unified communication, real time visibility, mission critical alerting, structured handoffs, and automatic documentation of your actions and decisions. Yeah. And, critically, this isn’t a tool that you deploy when something goes wrong. It’s a system that you build your readiness on so that when something does go wrong, you’re executing and not having to improvise. So thanks everyone for listening. We’re about to do the q and a, but there is a QR code on screen that will take you to a demo video of d four h if you wanna see the full product in action. We’ve also got time for these questions now, and the good ones are coming in. Let’s have a look through here. Okay. Let’s start with so a couple of other pieces just from earlier in the session when people were concerned. We had we have another one in here, funding and a map of funding and available grants to support response and and recovery are the big challenge. That’s an issue everywhere. Response your emergency response and crisis response can be seen as a cost, not as an advantage. And it’s for you as that leader to start to shape it into what you’re offering is actually operational certainty for the organization or whatever it might be, whether it’s a local council or a private organization. So let’s take some questions here. From Rosa, the handoff between teams, is there a protocol or tool that would specifically direct leaders on how to do this properly and thoroughly pass this along? Steph, I don’t I’ll let you jump in. I I’m gonna just say, look at the incident command system, Rosa. The incident command system is a whole framework for a multi agency response in public sector and it’s being used heavily by the private sector folks who are ahead of the game. It is a very well tested framework, and you can apply whatever level of of it you want to do. And within there, there is the full piece to ensure that continuity across what they would call operational periods rather than shifts. Yeah. And, I mean, I’ll jump in off the back of that one as well. I’m just gonna share the screen again. So on, ICS, the instant command systems, we actually have a lot of great extension packs, ready made within, the platform here. I’ve got some in my account here. And it’s things like your meeting schedules, your summaries, all of these things in the entire ICS process and structure is really built around being able to do those handovers and making sure that that that process is followed by everyone in a structured structured way. So any of these forms can be really easily added and amended and built out into the account, so that you’ve got that information there and that you’ve you’re following that really kind of ready made structured process on how best to to work across these different shifts or different teams. Yeah. That that that’s brilliant stuff. While you’re there, there’s a a question from Wayne on will D4H export to the FEMA ICS forms during and after the incident. Could where would people get these the ICS extension pack? How would they find it? Or I guess our team will help install it on implementation too. Yeah. Definitely. The team can always assist during implementation. The extension packs are readily available within the admin area. You can really easily download them, and import them into the account, and then it will look very similar to this. I’ve got a couple of different packs actually in this account, but you can see the ICS forms down here. And then as also for exporting them, it’s really easy to then build out your full *** or incident action plan with all of the forms completed, and you’re actually able to export them all directly from here as well. So you can still have them outside of the platform, when you need them, after the incident, has been completed. But, yeah, it’s really easy to build and compile them all in here. But, obviously, we’d also be really happy to to walk you through any of that as well if you would like any further discussions on those forms. The the other the other interesting thing with ICS, we’re talking about shift handover, is what’s actually happening if you’re following that in a pure form is the operational period before, the shift before, write the plan for the next shift. So they are they are giving the they are they are helping them they’re telling them what to do, and they write the plan for the next shift coming in. So it’s a very good method of of handover. Okay. Next question is just checking. I didn’t miss any here. David has quite often, public sector, we find that the event is moving so fast, there is no way to keep up with the paperwork. Or worse, not all the players have access to the tool along with the cost of training. Steph, can you talk about inviting others in maybe into the tool that they can get them access? Or Yeah. For sure. By public link is a nice piece here. Yeah. Exactly that. And I will share the screen again just so that we can actively actually look at the tool here. But as for adding people into the platform, really easy to do. So Even lifetime during an incident, you can add people in, so that they’ve got full access and view, and you can set those granular permissions as well. So if you have people that you only wanted to view certain pages, you can also ensure that they set up correctly. So easy to do so during an incident. But as Robin also mentioned, we’ve got some great sharing functionalities and abilities. So you can very simply if we were looking at this, situation page here, you could potentially want to download that and share that externally so you can download it to a PDF. You can actually share by email as well, so you can have predefined emails set up in here. So it’s one click, and it’s gonna send off, a a view of this so that they can have that information to hand, and they don’t need to be a user of the system. And then similarly, we’ve also got this public link. So if I just quickly generate this link, and I’ll open it up on a new tab so that we can see it, this is actually a live view. So they don’t need to be a user of the account. You can share this link out with people, and they’ve got a live access here to see this page as it develops, as it updates during your incident. So here, we ‘ve got a critical impact and a low risk rating. If I just go back to my live incident here and I make some changes, if I make that medium, and maybe this has now gone down to a partial impact. If I go back to that, live link that we sent out, all they’d need to do is hit refresh, and those changes are already appearing there. So a great way of not having to have that big admin burden of adding a lot of people in if you suddenly know that they need to see some information, you can very easily share that with them from the platform without them needing to be a full user. Fantastic. Next question is from Frederick. Frederick, how are you doing? Do you have any tips on managing the human element, fear, fatigue, panic, ego, stress, or emotional trauma? Well, I’m gonna talk first off about the human element within your own crisis response team, and then Steph may be able to show how we you can build, maybe time tracking and other pieces against people to see how long they’ve been deployed for, and track track that they’re receiving welfare, received a proper debrief, yes or no, so we can do those things. So first off, I would say that the software isn’t gonna solve fear, fatigue, panic, ego, stress, but it can help, which is it can help you train. And I would say that the more reps a person has done through the scenario, the more times they’ve exercised it. When a real incident occur, they’ll fall back on their muscle memory rather than freezing. And the more reps your team get on the scenario, the less cognitive load they have under pressure. Using checklists and structured workflows will reduce decision fatigue. And, Frederic, you know that from the aviation business like nobody else. When people are stressed or exhausted, complex decision making degrades very fast, and our task boards and operational checklists will give responders clear what next, removing that burden without them having to step through from scratch when fatigued. And and finally, it’s around maintaining a clear operating picture. So ego and miscommunication will creep in when people are working from different information. And just like we’ve covered in this this scenario, shared situational awareness where people cannot hide or hoard for their ego information and want to be the owner of it and run release to certain people. Resource allocation visible to everyone. Information visible to everyone will keep egos in check because the facts are on the screen. Yeah. Exactly that. I mean, I can jump on this. It would be great. Yeah. Exactly. Let me pull that up here. So just on the checklist in this particular one that should be coming through shortly, you can see that mine are grouped out in some different teams. And if I come into each one of these, I could very clearly have numbered these, and it could be a system that the the team are now working through. They’re also clearly assigned an owner. So you’ve got that peace of mind of who is responsible for that action. And it doesn’t mean that they have to work on that alone and in silo. If I went into this particular one that I can see is in progress, we do also have the log. So maybe they need some assistance, and I can see here that a post has actually already been sent to say, please assist here. So you are working as a team. You can get that support that you need. And as Robin said, from a a human element, it should actually reduce that stress knowing that they are following the right checklist. It’s already been provided to them. They know what their responsibilities and what they’re accountable for during the incident and event. And they’ve got that support, and they can reach out to the team as needed as well. So you’ve got that clear picture there of who’s working through what, when any assistance is needed, and they can flag any issues as they appear as well so that it’s fully documented in that audit trail as well. So, Tim, in the UK, thanks for your question. I owe you an email response. It is in my inbox, and I think it’s actually very valuable to everyone of how do I set up a bronze, silver, gold configuration. I will get back to you. But your question here is what’s the best way of introducing a digital platform to organization that previously used paper? Great question. We recommend starting with the pain of of the problem the digital piece is gonna help with rather than just saying we’re going digital. So lead with the problem that paper is creating. The forms get lost. The incident log, people couldn’t read. You know, the the roster that was out of date because it was printed. And so if you start leading with the pain points rather than the solution, the solution will sell itself to them. That that’s a big piece. Next, let’s say find champions. So you don’t need to get everybody in the organization on board day one. You need to find, and you’ll find them, champions of the digital solution. And they’re the people that other people will begin to look to as you start seeing success with it. And you will find champions in the organization because there are people who will jump on technology and want to use it. Generally, top down mandates, you must use this, don’t work. You just get resistance. It has to be sort of a groundswell of acceptance that it’s better. I think of excitement about it. And I’d also say run paper and digital side by side. So don’t just take the paper away straight away. Let the teams run from both. Let them print sheets out from the the digital system and work with them on a pen, and Steph may be able to show us some of that. And for one or two exercises, run these things together. So they’re they’re probably my tips around doing that. Yeah. And I think just off the back of that as well, one of the key things and one of the really positive, pieces of feedback we get from people using the software is how simple and easy it is to use. I think one of the things that scares people off a lot of the time with digital, changes and moving over from paper to digital is around, you know, you’re gonna need hours and hours of training to understand it. You’re gonna have to refresh this very often. But, realistically, if you keep it simple, you keep the platform simple, you keep your form simple, and you’re just transferring what they’re doing on paper and making it digital. You’re not changing the process. That really also helps and and helps those teams kind of adjust to that change and see that it’s actually helping them rather than giving them more work and additional things to do. David is asking, does d four h does d four h like to manage all communications and tracking, or is there a hybrid mode where if you’re using Caltopo Teams, TAC, Mike Microsoft Teams, will D4HATE be able to integrate communication between those services? Well, I’ll start off saying we do have a Microsoft Teams integration. You when you initiate an alert, it will automatic D4HATE can automatically create a Teams call, and it’ll invite the people on the alert into that Teams call. And anyone who’s phoned will be automatically patched into it. Anyone who gets the critical notification to override silent on the phone can click a button saying join the Teams call. So it automatically creates and invites people into that, which is a nice piece. In in terms of integration with other providers, we do not have integrations yet on live position tracking. We do our own position tracking, but we’re in the middle of working on integration with a number of econ lines, live tools, such as loan worker loan working tracking, and that may well open up the APIs available for other organizations and products to integrate with. We do have an export to CalTopo, I believe, of personnel, so or Sartopo of of which you’re which you can export. I believe there’s a CSV export format in in there for that, but it doesn’t it doesn’t it’s not automatically doing it. Steph, could you talk about our API as well and how they might build that if they wanted to? Yeah. Exactly. We can also for anyone who is interested in further information, we can definitely share some of the links or documentation with you as well. But we do have a open API. All of that is actually available from our website as well if you did wanna read through any of that documentation. But it does allow you to openly build in and and have those tie ins that you need. So we do have various customers actively using this for various different industries that they are needing kind of either a live feed in or out of d four h. So we do have that API there where you’d be able to do that. Great. Let’s see here. Okay. Matt, having set users is hard for our agency. Having basic accounts for positions also creates a problem. We have three people for each of the thirty six positions we staff. Public link is great for elected officials. However, they’re also able to share that with anyone. They can get sent to the public, which is something we do not want to happen. So I’ll just answer that bit first, which is we are considering adding a password option onto the public links. You can set a password if there’s demand there. We are listening out for that one. It sounds like you’d have demand, Matt. Any thoughts for having standby type accounts? The idea would be we could have a hundred accounts but only pay for accounts as they are used because not every incident gets all positions filled. And so, Steph, I don’t know if you’ve got something on this. I I can certainly talk about we have looked at usage based pricing, which would just price based on how many concurrent users you needed at any time. We haven’t moved to that yet. We have certainly looked at it as an option. And and I hear you that that that kind of thing would be useful. So I I but that that’s where we’re sort of at today. We we were calling it surge based pricing when we were talking about So I’m listening, but I don’t have an answer for you on it. Steph, I don’t know if you have anything. Yeah. And I think when it comes to pricing, it’s definitely things that we’re open to discussing and understanding in a bit more detail as well. We can always get you in touch with one of the account executives to really understand what that need is and if there is, an in between or middle ground that we can, work with there on you. So, definitely open to have those discussions, and it would be really great to kinda get in with you and understand that need a bit further. Perfect. Okay. We’ve got one minute left here. Very quickly, do the ICS two thirteens get serialized? I assume I’m not sure what you’re asking there versus are they put in a is there multiple version? Do we get versions of them? Yes. You can create multiple forms. Jump in, Steph, if you’ve got any more on that. Rosa, interested in loan working tracking. I absolutely will send you on details. I would say that we have a large update coming where you’re gonna start to see using our emergency and crisis tool to manage loan workers during a crisis. So they’re all out in the field. They’re all out across the city. They’re out in a region, and there is an earthquake, or there is a violent event or terrorist attack or there is a severe weather event, we want you to be able to manage your loan workers out in the field in that region during a crisis, and we are working on that. That’s probably we’re not gonna be able to answer all questions at this point as we’re coming up on time, but we will reply in the text to everyone. So, Steph, what I’m gonna I’ll wrap this up here so we stay on time and just say thanks to everyone today for joining us. If anything we’ve discussed resonates and if you recognize the gap between what’s on paper and what happens in practice, we’d love to continue the conversation. So reach out to us. There’s that QR code on screen. Clicking it will let you put in an inquiry as well for any of the products and watch a video of d four h, and we’ll then set up a time to walk through how d four h with somebody like Steph or Steph’s colleagues who are specialists in this can help in your organization with a tabletop. Thanks for your time, Steph. Thank you so much. And, yes, looking forward to connecting with some of you after this call. Yeah. Stay safe, everyone. Talk to you later.
