Molly St. Careno, Senior Growth Marketing Manager at aytm, makes the case for adopting an agile mindset in consumer research, arguing that traditional long-cycle methods can no longer keep pace with how fast markets, trends, and consumer expectations shift. She walks through the core principles of agile research, a practical case study from Boston Beer, and the most common barriers teams face when trying to make the transition. The session closes with an extended Q&A on change management, senior leadership buy-in, and tools for agile qualitative research.
Key Takeaways
- Agile research starts with a mindset shift, not a technology purchase. Adding new tools to an existing workflow does not make a team agile.
- The 'just enough, just in time' principle means delivering focused answers to the questions that matter right now, not attempting to answer everything in one large study.
- Break large studies into iterative batches, as Boston Beer did with 87 flavor options, to manage scope, maintain stakeholder visibility, and keep budgets under control.
- Data quality cannot be sacrificed for speed. Participant experience, panel hygiene, and honest conversations about cost per interview directly determine the reliability of results.
- Senior leadership buy-in is the single most important factor in a successful agile transformation. Start the conversation at the top before rolling out to teams.
- Starting small is the most reliable path to organic adoption. Run one contained agile project, share the results visibly, and let the data make the argument for broader change.
Questions & Answers
- You've been part of agile teams before. How do you get others to actually adopt the agile mindset?
- Starting small is key. Take one section of a larger study, run it in an agile way without affecting any long-term data collection, then share the results visibly with stakeholders: what was learned, how fast, and what decisions it enabled. The data tends to make the argument better than any explanation. Adoption follows organically as more people see the efficiency firsthand.
- What are the most common barriers or objections to agile you have encountered?
- The most frequent objection comes from teams running long-term brand trackers who have been asking the same respondents the same questions for years and cannot justify disrupting that consistency to their clients. The honest answer is that not every client is ready to change, and sometimes that is out of a supplier's control. Tailored, consultative conversations and starting with a small, contained pilot tend to be the most productive path forward. Researchers are often resistant to change themselves, which is somewhat ironic given that their work is about understanding change in the broader world.
- What methodological tools and technology are available for agile qualitative research?
- This is a rapidly evolving space. Qual and quant providers are increasingly adding capabilities from both disciplines into their platforms. aytm has tools that bridge quant and qual, and providers that were historically associated with one method often have new products in development. Connecting directly after the session for more specific recommendations was offered.
- Is agile less successful at companies where senior management does not fully embrace it? And how do you convince a large company to adopt agile?
- Yes, senior leadership buy-in is critical. Teams trying to adopt agile in isolation while competing priorities exist at the top will struggle. The transformation conversation has to start with senior leadership. On convincing large companies: point to concrete moments where slow research caused missed market share or where long, grid-heavy surveys produced high drop-off rates and questionable data quality. Those can be uncomfortable conversations, but framing them as forward-looking and constructive, rather than placing blame, is the right approach.
- What is an example of a large company that embraces agile research strategies particularly well?
- A specific name was not disclosed, but the example given was a large CPG company with global recognition where senior leadership proactively sought out an agile research partner. The partnership involved building out a bespoke survey research program, custom tools, and organization-specific training programs developed in collaboration with aytm's learning team. That company has since grown and maintained market share, with a focus on being first to market and tracking new stages of the consumer journey.
Session Notes
Why Traditional Research Methods Are Struggling
Organizations are making more decisions on gut feelings and sparse data because traditional research timelines, often measured in months, cannot match the pace of market change. Brands can lose support and revenue quickly when they misread consumer sentiment, and with global digital connectivity, damage spreads fast. At the same time, competition for respondent attention is intense. Surveys compete not just with other research platforms but with every other claim on a person's time.
- Trends can start and end within the same week, making slow research cycles a liability.
- Being second or third to market means chasing the market-share leader rather than setting the pace.
- The problem a long-tail study is designed to solve may no longer exist by the time results arrive.
What Agile Research Is, and What It Is Not
Agile originated in software development as a mindset for solving problems in a flexible, iterative way. In research, it is frequently misread as a synonym for faster technology or a new platform. That framing leads teams astray.
- Agile is about individuals and interactions, not about adding tools to a tech stack.
- Function over fashion: tools should support the team, not create burden or become an end in themselves.
- Collaborate and cooperate: insights should be accessible across departments, not siloed.
- Respond to change: a fixed, unchangeable research plan defeats the purpose of staying agile.
The Four Core Pillars of Agile Research
- Eliminate waste. Cut everything that does not directly answer a core question. This is what makes agile cost- and resource-efficient.
- Just enough, just in time. Deliver value continuously. Focus on the key questions of right now, not every possible question.
- Harness change, not settle. If an approach is not working, iterate with confidence. Avoid the trap of 'this is how it has always been done.'
- Use change for competitive advantage. Iterating and adapting consistently keeps teams ahead of consumer trends and ahead of competitors.
Case Study: Boston Beer and 87 Flavor Options
In our new product launch we went from 24 to 87 flavor options. Going into a room and asking for three months and $10 million to run a huge test of 87 flavors would be challenging. Instead, using automation, we were able to pop in and pop out of stakeholder conversations with iterative results and budgets along the way. This visibility creates a comfort level for stakeholders and allows for more dynamic and strategic conversations. Technology makes it possible. -- Lauren Marshall, Manager of Strategy and Consumer Insights, Boston Beer
Lauren Marshall's team faced classic scope creep: a 24-flavor test that expanded to 87 options as more stakeholders added input. Rather than attempting one massive study, the team broke testing into batches, similar to a bracket format, narrowing to 20 winning flavors before going deeper. This approach kept stakeholders informed throughout, allowed for dynamic strategy conversations, and was supported by automation rather than driven by it.
Practical Guidance: Applying Agile to Real Research Challenges
Ask the hard questions before designing a study
- What do you really need to know right now?
- What is the client actually trying to achieve?
- What exact questions need answers at this specific moment?
Agile does not mean simple
Short surveys can still include sophisticated methods. Shelf tests, MaxDiff, conjoint analysis, heat maps, video responses, tailored logic, and international panels can all be deployed in a focused, time-efficient design. The goal is to match the method to the core question, not to default to multiple choice because it is fast.
Comprehensive research still has a place
Agile does not replace large studies. It can be used to build toward them: run quick-turn research to identify what matters most, then use those findings to scope and sharpen a larger study. The two approaches are complementary, not competing.
Data Quality Is Non-Negotiable
One of the most common misconceptions about agile research is that moving faster means accepting lower quality data. It does not. Racing to the bottom on cost per interview produces responses that are not worth acting on.
- Participant experience always affects data quality. A 5-minute survey competes far better in the attention economy than a 30-minute grid-heavy instrument.
- Suppliers should prioritize panel hygiene: robust quality checks, bot and fraud detection, and protections against professional survey takers, especially as AI-generated responses become a growing concern.
- Reward accessibility, gamification, and dashboard capabilities all influence the respondent experience and therefore the quality of results.
- Agile processes allow quality issues to surface faster, with a greater ability to pivot when something is off.
Managing the Transition: Four Common Challenges
1. Culture
Existing processes, long-standing contracts, and established team roles can all feel threatened by agile adoption. Acknowledge these concerns directly rather than dismissing them. Some team members may worry about job security; others may find the move away from familiar workflows uncomfortable.
2. Communication
Establish leadership buy-in early and communicate the rationale clearly and often. Hear and address concerns from specific teams or individuals. Alignment needs to be re-established continuously, not announced once and assumed to hold.
3. Process Change
If something is not working, change it, in keeping with the agile spirit itself. Upskilling matters here. Training on agile mindset, internal stakeholder selling, and technical agile skills will be essential as the industry shifts, and talent requirements will evolve to match.
4. Timelines
Agile transformation does not happen overnight. Keep teams moving toward defined goals with patience, track mindset changes over time, and celebrate incremental wins to build momentum and organic adoption.
Transcript
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hello hello good afternoon hi everyone uh Welcome to our virtual insights conference um we have a few ground rules if you've not attended before it's been a while um we are at the mercy of the tech we are researchers not really computer teex but we try um ask that you always be respectful of not only our presenters but one of another and then we encourage you to network engage ask questions interact with one another um in chat or using um hash arvik and uh well X formerly Twitter or LinkedIn um and our seminar today is from Molly St coreno I hope I said that correctly senior growth marketing strategy um and she is going to be uh talking about embracing agile consumer insights Molly I'll hand it over to you awesome thank you so much Courtney let me glad you mentioned the mercy of Technology because I don't do well at that is that coming through okay for everyone okay fabulous well let's go ahead and get started first of all hello everyone thank you all for joining um I wanted to take a moment to thank accelerate research for inviting me here to this virtual insights conference today it's been wonderful to work with all of you in preparation for this session so I'm looking forward to diving right in um like Courtney said my name is Molly St careno and I'm the senior growth marketing manager at aytm a little bit about me I've been in the research and sampling industry for going on seven 8ish years um primarily in marketing but I've also done my fair share of full service project management I've always been passionate about empowering curiosity and that's exactly what aym does and I'm privileged to work on it every day but enough about me let's jump right into our topic today so today I'll be talking through agile consumer insights What It Is What It Isn't some core principles and how we both as providers and consumers of research data can better adapt to new methods mindsets and Technologies for greater success so I'm sure you've all heard statements like this before the world is changing um faster than ever this is not news but it is worth reiterating organizations are seeing an increased Need for Speed in corporate decision making that traditional research me meod just can't support what we've seen are more organizations and departments leading and making moves with sparse data gut feelings and assumptions we need to make quicker decisions at the same rate at which our Global and highly connected World changes today traditional research methods that uh that take months to field are not are no longer what's going to be working your clients need data now and within days an agile transformation commitment can help insights departments also reinforce their influence but first let's dig a little bit more into this concept so let's start at the top what does this mean for insights teams at a base level how consumers interact with Brands and the expectations they have of them have fundamentally changed we've seen that Brands can be cancelled and lose support and substantial Revenue not just when they say the wrong thing but when they understand the right thing in the wrong way with increased internet connectivity damages can be widespread and can happen fast but there is so much all going on at once as well our attention is limited to the hours of the day and is pulled in hundreds of different directions so how we test for Consumer Voice is also changing without a doubt we are in an intention economy we must keep in mind that there is high competition for not just surveys or other panel platforms but dozens of other apps work spending time with friends and families hobbies and anything and everything else people have inherently busier lives today than ever before and so while doing all of the above to keep up your research must match into the flow of their lives next globalization and digitization means an overflow of information and New Concepts that brands have never previously needed to react to or predict for there is new pressure to use research for meth message testing and concept testing empowering informed Innovation and product development more than ever being first to Market is exceedingly important as the second or third to Market will always be chasing the market share of the first you and your clients need to be solving for problems that you are actually predicting for ahead of time and because of the in the- moment globalized communication new trends can actually start and end within the same week so if Brands plan to capitalize it on it effectively they must understand and deploy Solutions faster than ever before by the time you've done the extensive and lb intensive longtail research the problem you're solving for has evolved or might not might no longer even exist so when hearts and Minds can be won and lost in a single new cycle traditional methods just won't cut it so what do we do about it the problem can seem daunting and if you think that a one-size fits-all system can't solve all of these problems you'd be right so don't expect faster efficiency and long-term cost savings without substan change management I want to spend the majority of this session reframing how you might think about agile as it's become standard for so many Industries outside of our own and become a huge buzzword there can be many different definitions let's talk about what this means for us as researchers and also as research providers we know that researchers have now become storytellers right synthesizing new understandings and Illuminating meanings behind their learnings simply adding the newest technology platform to an exist existing flow is not adopting agile sure agile Roots agile has roots in software development but it is not all about technology it's really about teams and while the term agile has become synonymous with tech Solutions in the research space it's important to recognize that it began as a mindset as a way of seeing and solving problems in a more flexible and Nimble way now let's think about how this concept applies to research we must understand what is going on identify uncertainties and figure out how to adapt as we go and this is probably the biggest Gap as TR as companies try to consider more Tech first and agile approaches they don't adopt the mindset or work on the change management we know that there's a shift to always on Research initiatives and iterative Survey design with laser focused questions but as we've seen we need teams with a new mindset on how to effectively approach this for Success let's go through what's included in an agile mindset as we consider the shift it's important to establish internally what agile process is and isn't so starting at the top left here agile is about individuals and interactions and is not solely driven by adding new tools to your Tex stack as I mentioned before it is how teams come together that drive results and is instead supported by the tools that they use function over fashion as it's teams that drive success it's important that any tool or technology that you have to support the agile Journey isn't cumbersome and that you don't just have a tool for the sake of having it it can be very easy to get bogged down in whatever the next best thing is so it's important to truly sit with what is most valuable to your team collaborate and cooperate as we all know as research nerds insights are important to all departments within any organization in any industry and should be accessible for all especially as we're design ing agile programs for our clients be sure to not limit the flexibility of agile tools and processes by extensive contracts or negotiations finally and most important in the spirit of agile is responding to change if we know anything anything that I've said previously it's that consumers are unpredictable and we must build a model that works to understand this change in environment if we are stuck in a St and stone plan it defeats the entire purpose of staying agile so now that we know a little bit about what agile is and isn't let's talk about the core mantras of This research method in practice and we can think about agile in these four pillars first agile is a complete elimination of waste waste meaning extra fluff that you don't need that isn't answering your core questions spend time on only what is most important it is this step in what makes agile cost and resource effective two agile means just enough just in time and I love this phrase it means to De deliver value constantly not too much or too little too fast or too slow and it requires us to focus on key questions of right now three agile requires us not to settle but to instead harness change this is the beauty of the whole process if something didn't work the first time that's okay feel confident to iterate your process each time it is not serving your needs find new ways to measure new things like I said before about a set and stone plan we can no longer afford to get stuck in this cycle of this is how it's always been done and finally four agile means harnessing change for competitive Advantage this ties a little bit back into point three staying agile will keep you in line or even ahead of consumer Trends and definitely ahead of the competition so iterate learn and adapt as you go and repeat it often so I've just said a lot of stuff but what does this actually look like in practice with so many stakeholders and things to test we all know how quickly things can get wildly out of hand so I wanted to share this uh case study from Boston beer so I'm just going to go ahead and read it Lauren Marshall the manager of strategy and consumer insights at Boston beer said in our new product launch we went from 24 to 87 flavor options going into a room and asking for three months and $10 million to run a huge test of 87 flavors would be challenging instead using automation we were able to pop in and pop out of stakeholder conversations with iterative results and budgets along the way this visibility creates a comfort level for stakeholders and allows for more Dynamic and strategic conversations technology makes it possible so what is going on here Lauren and her team had 24 flavors that they needed to test that then exploded in scope creep to 87 flavor options for a new product as more and more team members added their input and the stakeholders wanted all of them tested understandably so but without the time or the budget to answer all of these questions how did she manage expectations the key here is in how they broke the project down into more bite-sized chunks in an agile way the team tested flavors to audiences in batches almost like a sports bracket and when they got down to 20 winning flavors they then did further deep dives from there with more questions it was quick tests that then supported next level discussions over time all well at the same time managing the stakeholder expectations communicating throughout the process and allowing for dynamic change and meaningful strategy conversations all of these efforts and process shifts were then supported by Automation and agile technology we can see here that with the right agile mindset agile tools can help to move mountains using the example before with Boston beer let's break down this process just a little little bit further first we can't get caught up in the complexities like Lauren did with additional questions audience types Etc we need short surveys with poignant questions but like the 87 flavors how do we get so many things into a test and how many how do we manage that with so many answers that we still need together it's not an easy solution we need to step back and ask the hard questions here what do you really want to know what does your client really really trying to achieve what exact questions do you want answered at that specific moment in time I do also want to say before we go further that comprehensive research will always be a part of research just enough just in time might look like a large study but if you can cut it up like Boston beer did do it use agile to drive the creation of a comprehensive study run quick turn research and then dive into how you can use that data for a larger study however as with any change any at all it can be difficult it can be a difficult process and it could require challenging internal conversations to start but don't forget and you can use this as a reassurance you have plenty of time to ask more questions this mindset underlines simple 10-minute surveys that you can get answers to in a few days and move on or start working on building your larger study if it's needed I want to take a moment here and dispel a myth that agile means simple you can create very sophisticated tests that can run in less than 10 minutes that have more sophisticated question types so your core question or thing that you're trying to find may not be answered by just a simple multiple choice it might need a targeted shelf test robust International panels Max sff conjoins heat Maps text entry image uploads video call responses or tailored logic and that is a great thing so for another example let's just say your core question was you want to answer um how many moms of children respond to a specific color of packaging on product shelves this requires more than just multiple choice or a quick open end and you and the audience might know how you can al already imagine this spinning out of control there can be tons of other add-ons or qualifications that it's just not possible to test in a singular test but stick with the custom shelf test gather the information at that moment in time and move on to the next questions or the larger data set to test while we're on the topic of myths there's another huge one that I want to address and sometimes it can be in the elephant in the room when having stakeholder conversations about agile and that is data quality but I want to be clear being agile doesn't mean having crappy quality agile is cost and resource efficient and will save money in the long run but quality data can never be inexpensive in many instances and I'm sure you all know this it can be a race to the bottom and you'll go cheaper and cheaper until you inevitably get what you pay for and what is the point of that your clients and brands are looking for vendors to get costs to a bare Min amum but at the end of the day we need to ask ourselves where is the substantial portion of that CPI going the money is going to pay participants for their honest responses they are not lines on a spreadsheet and we can kind of get in that mindset we should put ourselves in their shoes more often and let's be honest what is three cents really worth to you if you don't value the payment for their opinions they won't value you enough to give you their true feelings as we consider how we frame participant experience always know that experience will impact data quality always at any level survey participants providing their opinion for 5 minutes is much easier than asking for 30 minutes of questions going back to the attention economy we talked about uh competing in earlier ain't nobody got time for that an agile mindset armed with agile tools can assist in creating more engaging surveys that survey respondents will want to participate in plus there are other things we must consider on the supplier side such as dashboard capabilities reward accessibility and variability gamification a whole bunch of other things that can all influence the quality of the end result data as you're thinking through all of these things also consider having a truly honest conversation about panel sources maintenance or security level quality checks no matter the research method you always need to find or be the partner that prioritizes data quality prioritizes experiences and is always consultative Champion technology tools that remove Bots hackers and professional survey takers especially in the era of emerging AI methods which is a whole other conversation consider also SMR and mrss standards and other requirements of research providers and work to prioritize it the greatest part of this approach as it relates to data quality is that you your team and your research partner can uncover quality issues faster and with the greater ability to Pivot so finally as we close off today's session I want to discuss important final considerations for this whole process of agile transformation both when it comes to moving your own teams or working with an endend client on their Journey we've covered how to think about agile what it is and what it isn't a little bit about how to do it so let's cover some of the challenges you might encounter I know that change can be scary but we need to Le lean in with empathy know the why and Trust in agile it's important to know that each company team and culture is going to be very different there is no one-size fits-all approach to change but I find that these four things come up a lot first is culture recognize how this is going to change existing processes teams Executives and even available jobs due to the wide array of definitions for agile there could be some worry about team members losing their job that of course is not the case certain lengthy discussions and contracts could be core to a culture of process anything else would feel uncomfortable or spur feelings of vulnerability you might know that agile is the right path and that behaviors like this must stop in that adoption process but it's really important to dispel any fears next is communication this looks like establishing by and early from leadership communicating the why often and clearly truly hearing and addressing concerns understanding unique needs of teams or team members and reestablishing Alignment continuously whether this is in meetings emails or messages from you or senior leadership is completely up to you and your organization so long as it's coming across clearly and effectively third is process change in the true Spirit of agile if something isn't working in any of the above the above that I just mentioned Embrace agile mindset and change it there is no right answer truly so long as your key questions continue to be answered and that you are finding Market success an important facet of this is also upscaling and training to help with the adoption of agile things like how to create an agile mindset selling internally to stakeholders and developing training programs are going to be essential to successful adoption the more that agile tools and mindsets become a very real reality in our industry the more that Talent requirements are going to change the power of training and learning soft skills and agile technical skills cannot be understated finally timelines know that this won't happen overnight but actively keep teams on track and moving towards agile ideal goals whatever that looks like for your organization patience is also critically important here follow through with new behaviors and carefully measure mindset changes over time Foster organic adoption get excited and celebrate the small but valuable wins thank you so much for your time today uh that has been my presentation and thank you again to accelerate research this is my information you can reach me anytime at mollya tm.com or over LinkedIn I would love to connect with all of you and at this point um if anybody has any questions I'll open up the floor to Q&A currently do not see any questions okay um but I will ask you one um I'm assuming here that you have implemented or been a part of an agile team yes several times um maybe you can give us an example of um how you've gotten other folks to adopt the agile mindset I think it it can like I mentioned before it can be super difficult to do that in just saying just saying what is going to happen right it can be difficult to change people's minds without actually seeing results because we're very habit oriented and especially when there's concerns with brand trackers or other long-term research projects that data consistency is super important how do you transition those things away and that's why I also mentioned that starting small here is probably going to be key and demonstrating the true impact of it so if you can take a larger study and say you know I want to rip apart this study and I want to just test one section of it in an agile way nothing is going to affect any of the long-term data that we're trying to collect but in a way that we can just take a look at that one small project then you can tell stakeholders hey we got this project done in 24 hours this is the data we found this is how we're planning on implementing the data and this is the changes that we've been able to make and this is how we can use this to stay ahead I really think it just takes a little bit of a foot in the door and then the data will speak for itself the change will happen organically over time as more and more people start to realize that this is the most efficient way forward awesome and then Lori is asking what kinds of barriers objections that you've seen um to the agile mindset yeah I think the biggest one because that's a that's a great question and concern has really just been I can't make the change to Agile all of that sounds great and wonderful but I have been asking for the last 10 years on this brand tracker I have been asking respondents the same group of respondents the same questions every single time and I need that data to stay consistent and I can't justify that to my client why I'm choosing to change it so in that way it requires some contextual change from the supplier side if that's if if that's the angle uh that you're asking from Lori is that a client might not be willing to change that and that's not something that we necessarily have the ability to change but having very tailored conversations with them and again starting small is going to be really important I think we all know that researchers really struggle to adopt change which is a little bit ironic just because we're all about understanding and addressing uh change that's happening in the in the greater ecosystem of whatever industry we're talking about um but I think that everybody generally agrees that agile is a really good idea like in concept it sounds wonderful it sounds amazing I get better data quality I get to do this faster but it's the actual change management that can be very difficult to actually Implement and I wish I had an answer but it's always going to be different depending on the client and what they're actually looking to Pivot over excellent and then Marco says thanks first off and asks um what methodolog methodological I cannot talk today Tools in Tech are available for agile qual research oh that's really interesting because that's an evolving space and that's actually a topic where I feel like we're also hitting a merge to where there's a lot of qual and Quant providers that are looking to add aspects of both into their system um I'll do a Shameless plug for for aytm we do have different systems in place that are able to do different parts of Quant and quall um together but um if you wanted to connect with me on LinkedIn um after this conversation Marco I can see what else um I can dig up for you other providers I'm sure they're out there and they're constantly changing or providers that you might associate with uh a Quant method might have a new product that they're working on so i' I'd love to chat more with you about that offline okay and then Ivan um asks do you find that agile is not nearly as successful at companies where Senior Management um does not fully Embrace agile strategies and how do you convince a large company to embrace agile o that's a great question um I would say with any sort of adoption for new processes or new tools or anything like that um senior leadership is actually going to be the ones that are going to implement change down the road um and so I would say yes companies where senior leadership have shown an initiative or an interest in exploring agile are always going to be more successful because at a high level they'll also understand the reason why things are happening it can be very difficult to implement agile change if there are pockets of teams that are trying to do it but there's some competing priorities whether that's from um a board of directors or a misunderstanding on return on investments or even a disconnect with your client so senior leadership is very important and that's actually where I would argue um the conversation about agile change and transformation has to start you have to start with the buyin of the senior leadership to ensure that this is something they're even interested in testing and then you need to then come with Solutions about okay given our organization given the teams that and how we work this is a proposal from our team and our organization of how we're going to break down these goals but that high level buyin and interest I'd say is super important and to the second part of your question how do you convince large companies to embrace agile I think that goes back to just the data I think that pointing out if you're a supplier and you know your client so well if you point out out potentially it might be an uncomfortable conversation but if you pointed out places where they missed market share because they were behind or there was Data quality issues that happened from their survey being 30 minutes of just straight grid questions and you had a higher than normal drop off rate those kinds of conversations can be difficult because you're not you're not trying to place the blame on them but you need to help them in their journey of reestablishing how they think about putting together these research projects in a more agile way so if there's 30 grid 30 minutes of grid questions you want to take be proactive in figuring out how that can be broken up while still maintaining their data Integrity okay and one last question for Ivan as a follow-up pce um what is an example of a large company that does embrace agile strategies possibly more than others o well I can't disclose some of the aym brands um but there is one that comes to mind and I will just say it is a cpg company that everybody on Earth I think knows and understands and they were able to implement it but to your earlier question um they their senior leadership was actually the ones that sought out aytm and wanted to build out an agile program so we not only have built for them we we maintain a huge portion of their of their survey research but we've also Al built out tools and training specific to them aym has a large uh group we have a a really wonderful dedicated um learning team that builds out lots of different certification programs and they're certification programs that are available to anyone you don't have to be a client or work at aym there's lots of publicly available um trainings and things on agile that we have so I I can share that with the organizers after and they can they can send it over to you um but we've also worked with these large companies to develop training programs specific to their organizations and their needs but those are all things that were spearheaded by senior leadership and and Senior insights leaders at that organization so yes they have been more successful and they have been dominating market share ever since they started doing this and they're really working to not only maintain that but also grow their market share and being the first to Market and capitalizing on different parts of the new consumer Journey what great questions everyone well thank you Molly appreciate that um presentation and I wanted to thank everyone for attending uh that is our last presentation of the day um and we will uh have you know future arvik um so if you missed any of the presentations today we will be archiving um and then be on the lookout for any of future conference announcements thank you so much again Molly thank you thank you guys so much have a great rest of your day you too goodbye everybody
