Name: Spend intelligence at speed: How lean procurement teams move from insight to action
Uploaded: 2026-01-29T16:16:08.708Z
Duration: 47 min 8 s
Description: Spend intelligence at speed: How lean procurement teams move from insight to action

Transcript for "Spend intelligence at speed: How lean procurement teams move from insight to action": Everyone, and welcome to today's webinar in partnership with Domo. My name is Ella Wilkinson, and I'm the director of BizClick Studio. Before we get started, after this, make sure you check out the webinar section on the procurement magazine website for more insights, expertise, and success stories. Today, we'll be talking about spend intelligence at speed, how lean procurement teams move from insight to action. In this webinar, we'll be exploring how modern procurement teams navigate the balance between delivering savings and the reality of disconnected systems and manual processes. We'll look at the unified approach needed to move faster and smarter while still keeping consistency and scalability at the forefront. This webinar will also feature some fantastic demos from our brilliant expert, Chris Sweeney, who is senior manager and professional services lead at Domo. Don't forget. This webinar is live, so please pop your questions in the right hand side if and we'll go through them as we come along. So hello, Chris. Welcome. Hi, Olivia. Sorry. Hi, Heather. How are you? very well. Thank you. How are you? Yeah. Doing really well. Thank you. Looking forward. to being here. Yeah. Well, I'm looking forward to this conversation too. So before we jump in, let's get to know you a little bit. So can you tell us a little bit about your background and a little bit about Domo? Yeah. Of course. So, yeah, as you probably heard, my name is Chris Sweeney. I'm the head of professional services for Domo EMEA. Prior to joining Domo, I was a senior procurement consultant at a company called Officio, which is one of the world's largest consultancies that focuses specifically on procurement and supply chain. So as a procurement consultant, I spent time working across a variety of different industries and categories, both direct and indirect spend. And I also worked with customers to both identify opportunities, but also supporting through the actual end to end implementation of those opportunities that that we identified. At Domo, I'm responsible for leading projects for creating and embedding data and AI products for a range of different customers, and this kind of includes everything from data integration, transformation, visualization, AI, and, importantly, security and governance as well. I'm also the head of our procurement practice here. And I think having spent time both at Officio and Domo, I sort of recognize the same value of being a data driven function. And I see the support and rigor that Domo can bring to procurement teams to help them becoming truly data and AI driven as a as a function. So let's talk about that support that Domo can offer to procurement teams. So, obviously, for those who don't know what Domo is, does it support procurement teams? Yeah. I'd say in two aspects, really. I think, firstly, from a technology standpoint, the platform itself drives a lot of efficiency and and insight. And then secondly, from a services standpoint, we can provide procurement SMEs that really understand your domain and can then embed that technology in a meaningful way. So just to touch on the the platform itself, at a core at its core, Domo is a data and decision platform. So it connects to the systems that organizations are already using across finance, procurement, operation, and brings all of that data together into a single view and allows you to then turn that insight into action. For procurement teams, specifically, this means unified visibility of spend and suppliers, AI supported insights at a category level, and then also the ability ability to embed those insights directly into your day to day processes, so things like approvals and sourcing and purchasing. So I guess instead of spending time pulling data and reports from multiple systems and also having to work across multiple systems, teams can focus on their decisions, prioritization, and delivery. And I guess just kind of sum all that up in simple terms, I think Domo helps procurement teams move from fragmented data to clear decisions and real outcomes. Amazing. So, obviously, procurement teams of of the day of 2026 are being asked to do more with less. So how do our disconnected systems prevent teams from moving from tactical buying to strategic value creation? Yeah. I I think you're absolutely right in the sense that being asked to do more with less. And I think part of that is, you know, the roles and responsibilities captured within the procurement function vary massively from company to company. So, you know, there are smaller companies that might not even have a dedicated procurement function, and their spend is being managed by departmental budgets. And even for those that do have a dedicated function, the roles within that can vary massively from purchasing, p two p analysts, buyers, category managers, strategic sourcing, supplier relationships. So it covers such a broad spectrum of responsibility. And I think whilst procurement can be an extremely strategic function, it's historically, and I I think presently as well, has often been under resourced. Meaning, most of the time that team has is carrying out more tactical activities, and they're not really given the time and resources to focus on these more strategic activities such as, you know, true crack category management. I think 90% of the time, from my experience working with procurement teams, you know, they know where the opportunities are and they know what operational improvements are needed, but they just don't have the time to do this alongside all of those day to day activities. And more often than not, they also don't have the data to back up those ideas and and make their case. And I think that's made even more difficult with data being spread across multiple systems, as in multiple reports, across accounts payable, purchase requests, POs, invoices, contracts, inventory, travel and. expenses. There's just too much for one person to kind of bring all that together and make sense of it all. So as we talk about that data then, we're talking about bringing that data together. As we move from data to decisions, how can Domo's AI powered orchestration agents help lean procurement teams uncover higher savings opportunities? Yeah. It's a good question. And I'll start by saying I'm I'm very conscious that we've had, you know, a year or so of AI apparently being the answer to everything. So I think I wanna be clear, you know, AI is one tool in the toolbox, and it is a very powerful tool, but it's also not the answer to everything. But I think, you know, this narrative has put the pressure even more on procurement, you know, in a time where, you know, interest rates are going up, inflation has been so high, you know, all businesses are looking to try and make savings. And I think that impacts procurement in two ways. Firstly, it impacts the procurement team themselves because they're less likely to get funding for things they need, like extra resources and technology to to do their job effectively. But then there's also increasing pressure on procurement as a function to be the one to identify and and drive a lot of those savings across the business. But all that being said, you know, AI is a powerful tool, and there is absolutely a place where it can support procurement, particularly in taking care of a lot more of those tactical responsibilities and freeing up more time to focus on the strategic. You know, for example, it's not effective use of time for, you know, one person in the team to be extracting data from three different systems, putting that into Excel, building pivot tables, adding formulas, analyzing the data. You know, that is where technology and AI is is good and can really do the heavy lifting in in those areas. And then that gives more time for procurement to review the results of that and focus on selecting the right path and kind of doing the implementing rather than analyzing. And then finally, I think AI really needs to be added into the day to day processes of a business. You know, things like ChatGPT or Claude or whatever it is that you you might have used yourselves, they're they're great, but it's not really effective way of working to be kind of copying and pasting messages back and forth with with a chatbot. Mhmm. And I think where those AI agents really, really come into play because they allow you to integrate those AI processes seamlessly into your day to day business and then truly save you time. Sorry. I've talked a lot on this question, but I final thoughts on this one is, you know, I think AI is here, and and it's here to stay. So like I said at the start, whilst they don't support AI being the answer to everything, at the same time, we do need to get our on the front foot of this and start thinking about how we integrate it effectively. There was a recent study from McKinsey, I think it was, that saw that, you know, those organizations that are are are lead really leading on AI, meaning that, you know, they see AI actually contributing toward towards their profit, they're three times more likely to actually redesign their day to day workflows and processes rather than just trying to fit AI into the into the current ones as well. So I think, you know, there's definitely a balance to be struck about starting small and building on successes. But, hopefully, some of what we'll we'll show you today will start to help you think about how you could redesign some of your processes and how AI can actually help you day to day. So it's more just not bogging down your procurement teams with too much of the mundane and actually implementing AI where it's where it's necessary. Yeah. Exactly that. You know, taking away some of that lower value tactical work and giving them more time to do that strategic thinking and and value creation as as you said at the start. Yeah. So of course, all of our talk is very useful. This knowledge and this expertise is incredibly valuable, but more and more, we see new and seasoned procurement leaders looking towards practical real world examples. So, Chris, I am gonna pass over to you for our first demo. Perfect. Thank you very much. So I think everything Ella and I have just talked about there so far is quite conceptual. So what I'm hoping to do now is is make this a little bit more practical. So what you'll see next are some example applications that we built on Domo that demonstrate how procurement teams can move from fragmented spend data to clear category decisions and then embed those decisions into day to day purchasing. I will say we've only got a short time with you today, so we'll move through this quite quickly. But please do ask any questions that you've got in in the q and a, And we'll also share a QR code at the end for anyone who wants to book some time to follow-up also as well. So I think clean and trusted data is really the foundation for any effective procurement activity. Without it, teams spend almost all of their time debating numbers rather than making actual decisions. The first example I'll show you supports that end to end journey from connecting and unifying procurement data across those different systems through to generating category level insights and and direction. I think this is what many times teams would recognize as as an opportunity assessment. And, like, you know, I spent a lot of my time at Officio delivering these opportunity assessments for the different organizations. You know, historically, that process of that opportunity assessment could take anywhere from six to eight weeks or more, and they're typically based on kind of static extracts of data from a system. So, you know, by the time you get to the end of that assessment, it's it's already out of date. So by using Domo to continuously integrate and prepare that data and then layering analytics and AI on top of that, teams can move through this process much, much quicker, often in one to two weeks, and that insight stays current and up to date as the data itself updates. So the example you're seeing on your screen right now is the spend overview. So this is bringing together data from all those different systems, so accounts payable, purchase orders, invoices, etcetera, into that single source of truth. So the aim here isn't just reporting and dashboards. It's giving procurement a shared trusted view of spend across all of your different suppliers and categories. You'll see here that we've got a spend tree diagram that breaks that spend down by category. So those categories themselves can come from an existing taxonomy if your organization already has this, or you can use our app to actually create those that taxonomy for you leveraging some of our AI capabilities. We also look at things like Pareto style analysis, so we can really understand how much of that spend sits in the tail and then how that changes from category to category. From there, teams can move into a category level view, and I think this is where that visibility really turns into direction and action. So for each category, we surface some key analytics, so total spend, year on year change, supply concentration, and tail spend. These metrics then help us prioritize where attention is best spent. And you'll see here that we automatically create flags that are added to these categories where we've specifically identified either a risk or an opportunity within one of those categories. Now if I click into one of these categories as an example, this allows us to further deep dive into the data on this category, including things like top supplier spend, spend over time, and also top suppliers for this category. On top of that, this is where we really start to use some of that AI to generate structured category insights. For each category, we do this in in two ways. So we create this what are we seeing section. And as it sounds, this provides that overall summary of the category, picking out salient points from the data and really allows users to get a really quick understanding of of what is going on in that category and and what is the current state. We then create these saving plays as well. Now these are essentially proposed category strategies, which are broken down into that structure of what, why, how, impact, and importantly, risks for each strategy. So taking one of these as an example, we can see one here that is suggesting, based on the analysis and the data, that we should consolidate our fragmented supply base through a competitive RFQ. So we get a description of what it's what it's suggesting we do. Really importantly then, why it's suggesting this? So with AI, know we're conscious this can be a little bit of a black box. So what we wanna surface here are the reasons in the data that we are suggesting that activity in the first place, and that's what you can see here. For the how, part of what we've created is a library of sourcing levers, both supply side and demand side levers that we can use. And this section is really picking the right levers that we need in order to execute this strategy effectively. The impact, this shows us where what we think those estimated savings could be, both as a percentage and as a pound amount, and also how long we expect this category strategy will take to implement. And then finally, what are the risks? So really important to understand, you know, what are the things we need to think about as we're trying to bring this bring the strategy to life. You'll see here that you also have the ability to either accept or reject those strategies. So, again, that end user is making that final decision on on what strategy we should follow. And the goal here isn't to replace the judgment of the procurement team. It's it's to try and get them 70 to 80% of the of the way there really quickly so that they have more time to review, refine, and act on that rather than analyzing all this data from scratch. So next, we have our overview of these category strategies. So we provide that kind of holistic overview for those for people, kind of senior people in the procurement team or or or leaders of the procurement team. They have that holistic view of all of the strategies that have been selected and are being implemented across all of our all of our different categories. For each category and for each strategy, you can review the owners of that strategy, you can assign them to a particular person and set target dates for them. You can add notes to this so people are able to show where they are in the strategy, kind of what actions they're taking, and where they've got to. And importantly as well, we give this option to to track. So the tracking will leverage your data to create a baseline snapshot of those key metrics prior to accepting that category strategy and then a current snapshot, which will show you what those key metrics are today. We can then leverage AI to assess and compare these snapshots and these important data points to then provide an overall analysis as to whether we're on on track with this or not. And I think this is really important because it goes back to being that data driven organization, you know, not just relying on, you know, where we think we are, but really leveraging that data we've got to do an analysis and see, you know, are we where we think you are, and are we are we on track? Now today's session is focused mainly on the outcomes you can achieve with an application like this, but I did really want quickly want to touch on several elements within Domo that make all of this possible. So the first is our library of prebuilt data connectors, and these allow you to quickly and easily connect to all of your relevant data sources and systems. So whether that's NetSuite, Microsoft Dynamics, Cooper, or any other tools or systems that you're using in your procurement process. These are set up once, and then they can be scheduled to run on a frequency of your choosing. Our magic ETL tool allows you to clean and unify and join together relevant data sources into that single source of truth. So, for example, here you can see an ETL that is combining accounts payable, invoice, and purchase order data to together to create that consolidated spend and and that source of truth. Domo also has the ability to create workflows and as part of that as well, AI agents. So in this application, these have been used to create taxonomies, to categorize the data against that taxonomy, to generate category strategies based on our data. These are completely customizable as well to ensure that your business is getting the results that are relevant for you. We also support you with data cleaning, which, again, from my experience working with customers was always a big challenge, particularly when it comes to supplier names. So as part of this application, we we support you with the ability of of cleaning the supplier names to make sure we've got consistency in in reporting, particularly when we're bringing in, you know, supplier names from different systems where they're captured in in a slightly different way. And the final bit I touched on was the taxonomy. I I raised this because, you know, a taxonomy to accurately define your spend categories really is the key first step for any category management. As mentioned, we leverage AI to support you in creating a taxonomy that is relevant and specific to your business. And we do this by taking information about your company alongside actual data from your spend and descriptions from your peers and invoices to generate a taxonomy that is tailored to your business. Or if you do already have a taxonomy that you're using and happy with, we also give you the ability to simply upload that taxonomy, and then that will be used throughout the rest of the application. So we talked at the start about how we enable procurement teams to do more with less and how do we give the ability to go from tactical to strategic. So, hopefully, this example has shown you how leveraging technology to connect and unify data from different sources and building that AI directly into the the process to categorize and analyze this data saves a huge amount of time and effort for the team, and then that really allows them to focus on the end result, the strategy. And, again, we're not saying that AI results necessarily gonna be perfect. We we know that they're not, but they are gonna get you 80% of the way really, really quickly. What a handy tool to get all those pieces of data into digestible chunks for procurement teams. And I love the fact that the that you have an explainability there. So you the AI explains why it's made a decision, which I think often we don't really take into consideration there. Yeah. So we're gonna take some audience questions now, but so please get them rolling in. But first, we'll go through some pre submitted questions. So our first one here is how quickly can teams start getting value from something like this? Yeah. It's a great question. And I think very quickly, honestly. And the reason for that is because it it works with your existing systems. So this isn't it doesn't become a, you know, multiyear transformation program where we're trying to replace an ERP system, and, you know, I'm sure lots of us have been through those, and it and it never ends well. You know, once that data is connected and unified, teams can start generating insights and directions in in weeks, not months. And I think, you know, this is all about orchestration. It's about being able to use one tool to bring all of that information from different systems into one place and then, you know, work alongside those systems and with those systems so, you know, that it can be implemented really quickly. And can can we really trust AI with this sort of data? This can we trust AI? Yeah. Always a tough one. And I think yeah. It goes back to that point we were saying before where, you know, we're absolutely not suggesting that AI should replace human judgment and, in fact, quite the opposite. I think, you know, as we mentioned, what we're trying to do is accelerate that first 80% of the work, but then, you know, procurement teams will still review, challenge, refine, select the strategies that they believe are most viable, also based on their own intrinsic knowledge, which we know, you know, we know is not always captured in the data. So the, you know, the value is the the speed and structure, but not automating the decisions, which ultimately remain with procurement team. Yeah, some really interesting people thought that if anyone on the call has any questions, please pop them in the chat now. If not, we'll just we'll move on to our second part. So I know you have a second demo, Chris. Could you share us a little bit more about how Domo helps with the day to day purchasing? Yeah. Of course. So this second example that we've got now, I guess, shifts the focus purely from the procurement team to the actual end user. So, you know, the the person in your organization that is going through this process and trying to trying to buy something at the end of the day. Again, from from what we've seen, most employees don't want to bypass the policy. They just want to get what they need as quickly as possible. And at the same time, the procurement teams, they don't have the capacity to manually review every single spend request that that comes in. So guided buying is the concept that tries to help bridge this gap. So looking to embed procurement rules and insights directly into the purchasing journey so users are guided down the right path automatically. So in this example, different purchasing routes are triggered based on the type and value of the request. So, you know, lower value standard items can link out to approved suppliers or or catalogs. Low value items can follow just a simple approval by your manager, and then those higher value or higher risk items can route through those additional approval and purchasing steps and require, you know, someone from the procurement team to be directly involved. And I think, you know, the important point here is that the insight and policy are then applied consistently without adding without adding any friction into the process and then without procurement having to be involved in every single transaction, which, you know, we know just is not feasible. So let's look at a couple of reasonable examples. Let's imagine, you know, I'm I'm just working for a company, and my keyboard is broken, and I need to buy a new keyboard. Really simple. Here, I can come to the application, and I and I can search for that. And we're gonna surface three key bits of information to that end user. So the first is policy, then we're gonna show matching items based on what they've searched, and then we're also gonna show approved suppliers. And and what's nice about this is, you know, all of these sections will dynamically update depending on the item that's been searched for. So in this specific example, we've searched for, you know, a low value IT peripheral peripheral, and these are managed by a category punch out for this company. And, specifically, in this case, it's it's Amazon Business. So here, we can surface that policy itself at the top. We show those relevant items to the end user and provide that direct link out to Amazon Business. So it makes it really simple for the user to understand what their what flow they're supposed to to go through in this particular scenario. We'll look at a different example now, let's say, for for an office chair. So here we see two options in the policy. So in this case, items under £500 can be purchased directly on company cards providing that you've got approval from your manager, Whereas items over £500 need a formal purchase request, which then needs to go both to their manager, but also to the procurement team to review as well. So we can see these two different flows in in this example. So I'll take here this this item on the right hand side that's got a value of 174. So the user can, you know, click on this button to request manager approval, and prepopulated will be all the information about that that item. It will ask them to provide a justification for this item. So I need this chair. And then I think importantly as well, what it will show is that approval chain. So that end user has complete visibility on who that request is going to specifically and how many steps there are in the process. They can submit that request, and then this will also allow them to then track those requests as well. So we can see that request I've just made is is pending and is now sat with Ian, who's their manager in this case, to to approve. So just switching to what that looks like for Ian as my manager, Ian will then receive a notification to say that I have submitted this request, and he will be able to come directly into Domo, see all the information about the request itself, and make his decision on whether or not that that spend is approved. In this case, we're gonna say that he does approve this. He can save and submit. And when we go back to our app, that end user can now see that that item has been approved, and they have are now able to go and purchase that item and on the company card and and expense it as as per the policy. Now if I go back to our search results, you will have seen there were in this for the same category, some items that costed more than £500. So if we take one of those items, we can see a family's very similar experience, But now you'll see at the bottom here, we're again surfacing that different approval chain and, again, the specific people involved in order to sign this off. So, again, we can go through this flow where the user can submit this request. This, again, will create a new approval for Ian, the manager, to come and review. And we're gonna say again, he does approve this. As an end user, again, I can see that request has gone through. It's already been approved by Ian, and now it's sat pending with Mark. So I know who I need to go and bug if that if Quest has sat there for too long. And we'll see now this has created another notification for Mark this time who can is able to come in and view that request, all the information about the item itself. He can see the previous approvals by the manager, any notes, and then he also choose to approve or reject this item as well. Now you'll notice in this example, we have this extra box at the bottom here that asks him if he wants to automatically generate a PO. So I I spoke at the start about, you know, procurement orchestration and the way that Domo can connect two different systems. So here we've got an example of an ERP system that we're using to manage our purchase requests and and purchase orders. And we can see right now that nothing exists in the system at the moment. So what Mark can choose to do here is if he decides that he wants to automatically generate this PO, he can select yes. He can save and submit. And, again, for the user, they'll be able to see now that that item has been has been fully approved. And then what's nice about this as well is that for Mark, we can see that that that purchase request has automatically been generated in that ERP system for him. So, again, saving him that time of going and manually creating creating that. Now we're just showing one example of of this system here. Domo can connect with with lots of different systems, almost all procurement systems that are out there. So, yeah, really time saving and and really valuable. So I think these are just some examples of how this can be implemented as well. In DOMA, you can create different rules based on geography, category, spend, and you can automatically route these down the right channel for approval as well as automating the action in the systems that you use. So as I mentioned, this is what we refer to as procurement orchestration. And I think for me, the value is that it it creates that single front door for your users and then procurement teams for all things related to procurement and then lets the systems speak to each other and action those requests behind the scenes. And I think this both improves compliance and also reduces the amount of time it takes to go through that end to end purchasing cycle. So what today has hopefully shown is how that insight from the data and those workflows and taking action can really live together in the same place, not as separate tools, but as one single connected experience. It's an approach that works alongside your existing systems and processes rather than trying to to replace all of them. And, hopefully, the end result is, you know, a lot less manual effort, faster time to value, and a more consistent procurement outcomes across the organization. Oh, thank you again, Chris, for that. I'm definitely gonna be using that when I go to our CFO for anything. I'm just gonna say, I need this. I need this chair. Makes it very simple. I'm sure there was loads and loads of nuggets of information there for our audience. Again, we'll move on to some audience questions. Please get them coming in. But first, I'll dive into some pre submitted questions that we have here. So our first question here is why does procurement still struggle to be seen as a strategic function in many organizations? Yeah. That is a great question. It could probably be its own webinar, really. I'll try to keep my answer brief, but I think, yeah, there's there's a lot to say here. I think when I've done strategic sourcing projects with companies in the past, often the value that we deliver happens quietly and operationally and is often not made visible to to the CEO or or other executives. Like, think about this in the other way around. How often do we see recognition that, you know, particularly sales or marketing might get when they close a deal for a £100,000? Mhmm. On the other side of this, when procurement teams are working behind the scenes, working with suppliers to generate cost avoidance or cost savings of a £100,000, how often do you get the same recognition? And I think I could say, you know, almost never in some most of the examples that that I've seen. I think procurement can have just as much strategic impact on an organization, but we're often viewed as that final gatekeeper and final approver. Whereas if Projunct was engaged early in the process and whether that's, you know, a new project, a a new company strategy, we can actually help to straight to shape that strategy. So rather than being seen as the, you know, the final person and signing off the spend, we can actually identify the right suppliers that bring this strategy to life. We can work with product and engineering teams to cocreate strategies around those new products. We can derisk the supply chain through scenario planning and ensure that we've got a diversified suppliers and shipping. routes. And, you know, for for this to work, I do think a lot of this needs to be driven top down. And, you know, I'm sure on this call, we have a mix of answer to this, but I suspect most organizations, procurement directly reports either into the CFO or the COO. And I think, you know, this alone has a key top down influence on how procurement will be expected expected to to to operate. For example, if the you know, if you're reporting into the CFO, that immediately puts an emphasis on savings above strategic value creation. Mhmm. And, look, you know, savings are always gonna be important, and I don't think, you know, as procurement, we're ever gonna move completely away from that being one of our key KPIs. And it does allow us to clearly demonstrate a tangible benefit, but I think there's a lot more procurement can do if they've got the right mandate, the time, the resources, and and the tools available. But I do think there has been a big shift in procurement over the last maybe five years of buying for less to buying better, just buying for better and being. a bit more considered with it. Yeah. Exactly that. And I think yeah. I agree with you. I think there has been that shift, and I, you know, I hope that will will continue. But, yeah, I think there's definitely a long way to go in terms of what what can be done. Brilliant. We've got another question that is presubmitted here, and that is, it feels like we would need to make some big operational changes to implement something like this. Is this the case? No. I don't I don't think so. I think many organizations have already got rules and processes defined, but I think a lot of the time, these can sit in Word documents or PDFs sat in a a SharePoint folder or on a company intranet page, and they're just not easily easy to find. So what something like this lets you do is essentially digitize those same processes and at the same time making it as simple, you know, both for the end user but for the procurement team as possible. However, you know, you can use this as an opportunity to reevaluate those rules and processes and and make sure they're still fit for purpose. And, you know, of course, I'm not saying there's no change involved. You know, this would involve using a new tool, and there's always a learning curve for that. But I think that's where our, you know, SMEs can really work with you on that change management piece. And we're very aware that, you know, just dropping in a new system and a new tool into the business by itself is never gonna work. You know, you really have to bring the users on that journey with you, and that's something we can support you with in terms of that transition. Brilliant. So we've got some questions in the Q and A right now. Of course. Eve has asked, what categories do you cover? Indirect, direct? And how detailed customized does Candomo make the market intelligence for benchmarking recommendations? Yeah. So it does cover both direct and indirect categories. So that first step where we generate that taxonomy, as I mentioned to you, we, you know, we leverage both information about your organization in terms of its strategy, what it does, and then alongside actual data from your spend. So we'll capture both that direct and indirect spend, and our AI agents then categorize that spend against the taxonomy that that we create. And, apologies, there was a second part to that question, if you don't mind repeating that. It is can Domain make the market intelligence for benchmarking recommendations? Yes. Yes. It can. So, again, we do leverage AI as part of this process. So, you know, that AI can, you know, support in doing that market research, bringing in relevant insights that are category specific and, again, allows us to feed in information about, you know, your specific company, like your you know, where you're going as a company, what you do, what's important to you, and all those things, you know, actually help define that category strategy. And all of that can be can be fed in. So, you know, the results you're getting are not just generic, but are, again, tailored using that market research. So Cesar has asked, does the solution integrate with In for style site sorry. In for SiteLine ERP? I was reading it as StyLine. No worries. We will take that one away and get back to you if that's okay. The reason I say that is, you know, as I mentioned, Domo has over a thousand different connectors, Mhmm. and I know many of them off the top of my head, but not all of them. So let us take that one away. What I will say is, you know, I've worked at Doman for four years now. I've yet to find a system that we haven't managed to integrate with. So I'm happy to say I would feel very comfortable we'd be able to do it. But let me get back to you exactly how we would integrate with that specific system. It might even integrate with the one I just made up. So. But we can do both. We can do both. Anna has asked, how does the user validate that your suggested company name merging is accurate? Yeah. Great question. So as part of that step, I only showed you kind of one one screen in there. So it does it in in two ways. The system will automatically identify suppliers where it thinks that they're you know, they should be caught the same thing. So, you know, if you've got Amazon, amazon.limited, Amazon with a full stop, you know, all of those little surface to you, but it will give you the ability to either accept or reject those changes. And then what we also do is provide a second screen that gives you the full list of suppliers. Now we automatically go through and do some standardization cleaning, like removing, you know, full stops and and commas and things like that, but you have the ability to go and edit any one of those. So if you're not happy with the way it's been cleaned or you wanna make changes, you've got full power and control to do that. Brilliant. And Matthew has asked, how do you obtain engagement and buy in from the wider business before the user opts or selects for a suggested category strategy? Yeah. It's a great question. And, you know, I I think that's one of those where, you know, we're not saying that the a system alone is gonna change everything. And I think, you know, we talk about people, process, and technology, but that's absolutely one where in terms of a process, we need to work with the organization to to do exactly that. You know, the the tool can generate suggested category strategies for you that can be reviewed, but, ultimately, there needs to be a process that sits behind that where, you know, you're reviewing that with your procurement team lead or the COO or CFO, whoever that is, agreeing which ones you wanna take forward. What's nice about Domo is it then allows you to kind of accept those and track those automatically, but there absolutely has to be a a process that sits behind there. And that's the bit we talked about, that final 20%, that human judgment. We don't wanna replace that. We just make wanna make it really easy once users have selected that strategy to to follow through with it. Fabulous. And finally, Camille has asked, saving plays. Are the playbook and or AI driven? They are AI driven, then so they're not preloaded. So each savings pay that it generates is is generated by by AI. But those sourcing levers that we talked about, so, you know, the how. How do we implement this strategy? That's a library of curated levers that that, you know, we've created from our experience and knowledge from from procurement. So what the AI will do is help us in selecting the most relevant lever for that particular savings play that that it generates. But then, yeah, the AI is supporting us in kind of selecting the right lever from that curated list that we've got. But the actual kind of approach, the suggested impact, that is all supported by AI behind the scenes. Thank you. And thank you everyone for your questions. If you've got any more, we have got a little bit more time left, so just do keep them coming in. But I'm gonna steal you away from some of our questions now. Course. So first here, I've got, what is the first step you would recommend for for moving away from manual analysis towards a more automated approach that doesn't require us to completely replace our existing tools and processes? Yeah. I think the answer to this, again, goes back to that concept of orchestration. So this is the approach by which you're you're not replacing systems that you're using, which, as we mentioned, can can take a long, long time. But instead, these solutions work with your existing systems. So whether that's pulling data from them, sending data back to them, all of that can can happen from one place. And, you know, we saw an example of this in that guided buying process where the purchase request or the purchase order can automatically get generated in in whatever system you're already using. It's just really saving you that time of of manually doing that, which ultimately leads to much more efficient procurement cycles. Finally, as we set into 2026, we've covered this quite a lot, but it wouldn't be a webinar on procurement technology if we didn't mention AI. What role do you see AI playing in helping procurement teams move faster from simply understanding their spend to actually acting on it? Yeah. I think there's a few points to to make on this. Firstly, you know, AI is here, and it's here to stay. Mhmm. I think there's a lot of talk of an AI bubble. And, you know, whilst I definitely agree, it's been over overhyped and I think expectations were set too high, businesses are starting to get real value from it. And then I'm sure some of you know, with some of your own experiments, you can see there is value to be taken out of AI. I think the more difficult part is how do you embed that AI seamlessly into your day to day processes so procurement's getting value from it in a consistent and scalable way. I think if it's done correctly, AI can be an incredibly powerful, not only in analyzing spend, but suggesting and automating the actions on the back of this. But I think another key part of this is is trust. So it's critical you understand why AI is suggesting a particular action, and that's why we've built that evidence and tracking into into every step. And I think that trust is also about, you know, making sure your data is safe. And I think the benefit of housing all of this in a system like Domo is all of that is taken care for you. You know, all of our AI models are completely self contained to your instance, so there's never any risk of your your data getting out, being leaked, or and it's never used to train any of our models either. Yeah. And I I think that trust is so important. Like you mentioned, having that kind of being able to rely on the AI to explain its decisions is so, so important. Yeah. So see. thank thank you so much, Chris. You've been a pleasure to talk to you today. I'm afraid that does bring us to the end of our webinar. My thanks to everyone at home and everyone who submitted questions. They were they were great. And and, obviously, thank you, Chris, for being here and chatting with me. To learn more about how to move from insight to action, you can book a meeting with Chris by scanning the QR code that's on your screen now. Plus, don't forget, a recording of this webinar will be available online shortly. So you can come back and you can watch it all over again. You can also catch up on more webinars over on the procurement magazine website. Just head to procurementmagazine.com. So a massive thanks to you all again for watching, and bye bye.