My name is Riven Lippe and I'm reporting to the CMO and my role is head of marketing transformation and marketing excellence in Phillips. So basically what I'm trying to do is to align the way we do marketing across the company, meaning across all the businesses and across all the markets. The key challenge that we faced was the change that we see in our customers. So healthcare is under constant pressure and if you look at aging population, if you look at the questions of access to healthcare, those are the key trends and we see that the healthcare providers are under these pressures and are changing, are changing the way they do business or how they treat patients. And so as a customer, centric customer obsessed company, we need to adjust to that. So my personal opinion is if your customer is changing, you need to change. At the same time, there was a tendency and I think most of B2B marketing can testify to that that marketing was perceived as not very effective and too costly. Thirdly, marketing capabilities. So if you look at our company, we're a health tech company. So a lot of the people in marketing actually have a background in engineering or a clinical background, not necessarily a marketing background. First, it has helped us in many ways. So first, really understanding the problem then, getting the benchmarks from Forester, understanding where do we spend above benchmark, where do we are or where are we below benchmark. And next with the frameworks. So those frameworks were very helpful in understanding and mapping back the current activities to an standard model and at the same time understanding where we are in terms of maturity. Forester analysts came in and actually helped us facilitate some of those very difficult discussions and also then sometimes which was very nice. Having a Forester analyst, when we report it back to the executive committee, giving a bit the background, giving a bit the understanding of what modern B2B marketing actually is and helping us basically pitch our transformation program. If we look at the outcomes, we had those three objectives, right? We had to make sure that we come customer and audience centric. And if you look at that, what we have achieved is we've moved from in the past over 300 pretty widespread different campaigns to 12 really focused, impactful campaigns. If you look at the effectiveness, then we had an impact where we could see that the money that you're spending on activation on things that really reach our customers that doubled without adding additional marketing spending in total. We shifted over 30% that we had a marketing spending from let's say passive marketing spending to active marketing spending by the organizational redesign, by being more effective of where we spend money, by making sure that we understand what we create gets activated and have the right mechanisms in place. And the Forester account team really helped us with the account manager and the success manager to make sure that what we do is coherent. So really, the Forester team has helped us with an external eye to ensure that we also internally stay aligned.