Phillips is a global player. Used to be a pure electronics player in both B2B and B2C spaces, but over the past decade we've transformed into a leader in health technology. First, now working in B2B space, where typical customers are healthcare professionals like radiologists, cardiologists, and that's also the products we accommodate for. And what I actually do is I drive, I grow the mountain capability globally across businesses. So that means that I'm not only focused on the acquisition of business, but I also relate to the reputation and the loyalty loop as they are considered as a hot charcoal on which we put the log, in this case, the the dimension in the generation of leads. The challenge is to promote the dimension ratio perspective. We were facing low business impact, low conversion rates, and a lot of finger pointing between marketing and sales. That's what we wanted to solve. As in so many companies, the amount generation was considered something to be entirely owned by marketing, whereas it's the collaboration between marketing and sales that really makes the change. Support you got from Forester is pretty diverse, we're really honest. Of course we had many inquiries with the specialist, the researchers, the analyst, but what really started the change was the the amount waterfall. The approach we took was starting from the demand waterfall was really to identify the problem. In our case, the problem was more in the upper funnel, which created a lot of frustration at the sales side. So what we did was we analyzed tons and tons of lead descriptions and bucketed them. What we noticed were huge differences in channel performance, broken customer journeys, pretty poor call to actions within our properties, etc. Once we did that, we also had a bucket left with people who reached out to us via the sales inquiry form because there simply was no other way to engage with us. To mitigate that, we added customer journeys and thus cleaned up the funnel. Secondly, we clearly were also facing the second lead syndrome. To fix that, we unlocked the barri groups and we allowed people to convert leads into existing opportunities. As such, we kind of strengthened the collaboration further between marketing and sales. The work we did really tapped into the core of how we do marketing with it, Phillips. So it's not easy, but the results were so amazing and rewarding. Just in name a few, we cleaned up the funnel and reduced the inflow of leads by 47% resulting only in high quality ones to be worked upon by sales. Secondly, we improved the lead to opportunity conversion by a factor of three and ultimately we were able to grow our order intake related to leads by a factor of five. So really amazing results, justifying all the hard work we did together. But I value the most with the interactions with Forcer is the interaction with the people. I mean, they're very knowledgeable, but also inspiring. It's never a plain question and answer. It almost feels like they equipped me, they empower me to be successful by giving me tools, models, insights, etc. So regardless of any future ask, I'm an hour to do so.