Name: Design your 2026: Dynamic account planning for collaborative sales teams
Uploaded: 2025-12-11T20:51:21.732Z
Duration: 50 min 5 s
Description: Design your 2026: Dynamic account planning for collaborative sales teams

Transcript for "Design your 2026: Dynamic account planning for collaborative sales teams": Hello, everyone. Thank you for chiming in, coming in. My name is Alex Tikas, a VP of our enterprise account management here at Mural. And today, we're gonna show you how collaborative selling turns account planning into a dynamic living system that keeps your teams aligned and accelerates complex deals in 2026. So I'm very excited to be joined by Brent Thomas, commercial learning lead at JLL. Brent and I recently connected the mural symposium last month, and we also work together supporting JLL sales and account teams. And he's seen firsthand how collaborative account planning can drive both consistency and bigger wins. So he brings a unique blend of strategy, enablement expertise, and real world results to today's conversation. Together, we'll walk through a number of themes. Number one, how shared collaborative canvases keep sales and account teams aligned on the same strategy. We'll talk about ways to visualize stakeholder mapping and decision hierarchies so you always know where to take action. Also, we'll touch upon a bit on human centered AI and how it transforms account plans from static documents to more adaptive, insightful, driven assets. So, Brent, great seeing you again. I'm excited for our conversation today. Before we jump in, I was hoping you could share a little bit more about the work you do and how you're currently working with accounts teams at JLL. Absolutely, Alex. First off, I appreciate the opportunity to join today. I have seen firsthand the impact that account planning and doing it with a collaborative mindset can really have on the overall results. So not just a specific deal or pursuit, but also an organization as a whole. In my role at JLL from a sales effectiveness slash sales enablement side, I take a lot of pride in having that unique perspective of knowing what internally we're chasing after, but also tying in those customer insights as well. And how do those two worlds combine and collide for us to create a solution and and a proposal for our customer that is not just good for in the moment, but it creates a long term sustainable solution for any problem or any obstacle that they might come in contact with. So the way we utilize digital collaboration has been paramount in seeing that happen. And honestly, I I think we're just on the front end of what it could become. I think there is a ton of opportunity to continue down this path and not just through the the different products and additions that Mural will make, but also internally how we utilize it, how we find ways to get creative with customers. There's so much opportunity ahead. So excited to talk more about that with with you today. Awesome. Appreciate that, Brian. So with with that with that, let's jump in and talk a little bit more about how you're thinking about planning, collaborating, and and winning next year 2026. So as you mentioned, you know, you spend so much time with account teams. From your perspective, what's changing in account planning as we head into 2026, and what's driving those changes? Absolutely. When we think about the way technology is evolving in our current landscape, and I'm not just talking about AI, it's technology as a whole. The natural thought process would be we have availability to more quicker. Whether that's information, data, people, resources, platforms. And because of that mindset, there's also a follow-up to that that thinks we should be able to accomplish more quicker. And yes, we can. But at the same time, I do caution that mindset to maybe take a step back. Because I think when you operate so quick and your mindset is not doing more quicker, then you lose the opportunity to be more strategic. And as we move into 2026 with everything that's changing around us, we're starting to see a significant amount of complexity come into accounts and come into specific pursuits. And that complexity is both internal and external. So internally, more people seem to be getting involved with the process, more opinions and more thoughts on how things should look are becoming more. So that creates that internal complexity. And then external, when we're working with our customers and and they're being exposed to new ideas and new thoughts. Now they are coming to us asking how do we capitalize on that and then they're wanting that thought leadership of how can you help us see into the future to capitalize on that. So complexity is certainly, I think at a fever pitch going into 2026 compared to what it has looked like in the past. And because of that complexity, I would say that most organizations or I don't wanna say in a race, but but there's certainly a higher emphasis put on simplicity. Now how how can we simplify that complex behavior both internally and externally? And the companies that can figure that out, that can take those complex systems and processes and also the relationship piece that comes with that. And and however they can simplify that, they will win quicker. They will win more significant. And and I think that's where this digital collaboration really starts to flex its muscle and show its impact is complexity from a macro level sometimes looks unachievable. K. That there's too much there. There's way way too many things involved, but when you start breaking it down and start simplifying what that complexity looks like, I think that's where you start to find success. So going into 2026, how do we simplify the complex? I think that is certainly something that is is top of mind for us and I would assume it's that same way for other organizations as well. Yeah. That's that's some really great insights. It's how do we simplify the complexity, especially when there's more and more people being part of the account planning process. And for the larger pursuits and the larger deals that may be more nuanced and complex, how to make sure there's alignment and communication. So that's great. You know, building off of that, you know, for sales leaders looking ahead, you know, what do you think which parts of the account planning do you think will matter most for protecting and growing key accounts at GLL? Keeping in mind, you know, the complexity, but also what you mentioned, you know, how do we how do you keep things simple? First and foremost, and this may go or may sound a little bit in contrast to what I just said, but I believe even though technology is expanding quickly, it still comes back to first and foremost building those relationships and keeping the relationships and evolving with those relationships. And with that, there is still a need for digital collaboration and to use technology so we can capitalize on that. So when we're talking about gaining new business or renewing contracts that we've had in the past, the foundation of all of that rests within people. How well do we align with our customers and how well do we align with stakeholders within our own organization? That that's key number one. Number two, how well do we now know them? And and that takes on several different layers. That impacts how we communicate with them. That impacts how we solve problems for them. That impacts how strategy sessions work with them. There's gotta be more of an adaptable approach and a more, I guess, customizable approach when when people are involved. Because when you start speaking to people at a more personal level, you uncover so much more. And now that relationship is driving the next steps in the process, which now comes down to, from from my view innovation. How how now can you show them the future? How can you show them the innovation that you are not only providing, but also is going to be available in the future. And so I think if you do those two things, if you create those long lasting foundational fundamental relationships on the front end, now you've created an opportunity for trust to show them what the future could look like. And again, that could be through product, it could be through AI systems and platforms, it could be through a litany of different opportunities, but you can't move forward to the product and innovation piece until you've formed that relational piece. And I I think those are the two things that really make a huge difference when we're talking about gaining new business, but also keeping the the contracts that have been there, for for previous terms as well. Yeah. That's amazing. So what you're saying is there needs to be alignment internally in that trust in a relationship among teams, and that will translate into a go to market strategy that wins. Absolutely. So how do you buy front of the customer base? That's fantastic. And, just curious just to just to get, you know, while we're on topic on account planning, you know, do you feel teams are under planning or over planning or or planning in the wrong places when they're putting together account plan? Just curious from your experience from from sales leaders and and teams, you know, if you have, you know, any insights or thoughts there. I'm gonna go with the politically correct answer of yes to all of those. But I I won't leave it there. I won't leave it there. I will break it down and get a little bit more granular. I I do think we're living in a world to an extent where we we don't know what we don't know. And because of that, there's probably some more operating within perception than what reality is. Now to team's credit, whether that's an enablement team or sales team or any other team in an organization, I do think that there's a more intentional effort to start uncovering some of those unknowns. And once we start to uncover those unknowns, I think that's where you start to really build a sound sound strategy. So where we where we start to build that strategy is when we start pulling and following the data. And that goes back to the reason I answered it with yes. It's because data seems to be in some areas incomplete in today's world or it doesn't tell the whole picture, it doesn't tell the whole story. And so I think people are kind of weary of the role that data plays. And again, when we have unknowns involved, it kinda makes us a little more apprehensive and a little less forward thinking and strategic minded. But I I would say from our standpoint, just here at JLL, I think we're doing a fantastic job of being more strategic in the right areas. Meaning we've uncovered what our pillars need to be. We've uncovered our North Star and we're allowing that to guide our planning. We're allowing that to guide the relationships that we build. It's not just a throw everything up against the wall and see what sticks. We've got a vision and we've got a focus and everything comes back to that. And we are constantly asking our people internally and also our customers externally. When you bring an idea, when you bring a thought provoking statement, does it go back to those North Star items? Right? That guiding light, those pillars. Because if they don't, then it's not moving us towards the goal that we've all been in agreement on. And so to go back to the very beginning of the question, I think there is some under planning because data and the unknowns are just so significant. And I also think there's over planning in the wrong areas because those foundational items, whether it's your guiding lights, your North Star, your pillars have not been identified. I think the right amount of planning comes into play when those two things kind of collide. You've got the data and you've got what you're chasing. When you combine those two things, I think that's when you see significant strides taking place in what correct account planning actually looks like. Yeah. It's also making sure everybody refers to the same thing in the same place where everybody could anchor around on the planning with the data. At times, there are teams or organizations, that I've been a part of that have worked in different silos because they're looking at different data points or maybe it's slightly different north stars. So it's your point, having a shared north star and same data points that everyone referred to can make sure everybody's on the same page and working together internally. Absolutely. And and and one other thing I would add to that, a significant struggle we have internally and I don't think we're a unicorn in this area, is just the amount of information that comes into play when you are planning. And because of that amount of information, now you you're lacking alignment because one person may be operating off of a spreadsheet while one person's operating off of a a Word doc and and information is just placed in different parts within your your ecosystem. And it makes it very tough, as you just said, for everybody to be on the same page and speaking that that common language. And that's a benefit that we have found with using your own and the digital collaboration tools is we treat it as a a living breathing document from step one to step final. And everyone is coming back to that document. All of the important information is there. The SWOT analysis information is there. Next steps are there. So now you've created that that common language where everyone says, if I need something, I can go here and find it. And that goes back to the very first thing I said, we're simplifying the complex. Right? More people are now on the same page, so things are happening quicker at a faster rate and more efficiently and strategic so that we can kinda reach that end goal that everybody is chasing. That's great. One more question on this before we we kind of pivot a little bit, but need to ask you, what's one misconception sales leaders still have about account planning going into 2026? And then what what if you had a magic wand, what's the one thing you would change? The one thing I would personally change is this notion around we have enough information. I live under the assumption and under the mindset of question everything and maybe that's just my natural personality style. But as we have become more in tune with digital collaboration and the design thinking process that comes along with that, we have found that the more you slice and dice questions and information, you find something else that you may not have thought was there. And I do think, because I've seen it in past roles and and I see it a little bit now is we we think we've reached the point of we can't get anything else. Right? There there's nothing else of impact available and we kinda stop looking. And one thing that we're trying and that we're seeing success with is just continuing to ask the right questions internally and externally. And there's no finish line. There's no finish line. Because even if we we win a pursuit or we we are successful with an account, that's really just starting the process because there will be a renewal at some point in time. There will be future steps involved. And so as long as we're continuing to uncover information and use that to evolve our process, I don't see where you can't find success in that. And there are too many times where we put a finish line on account planning or we put an end game and we say, okay, we've reached this point, therefore we can move on to something else. And while we're always doing different things within account planning, I think gathering information, gathering data, and seeing how it evolves over time is something we can always get better at because it is becoming available in real time. And and we can never just walk away from that that information seeking process. I love that. You know, to me what I what I what that translates to is like being relentless on understanding your customer pain points. Absolutely. Stop. So to better understand that is to better show up with a custom tailored solution or a plan that's gonna help your customers win. Completely. Discovery is always ongoing. It's not just for quote, unquote discovery calls. Every call is an opportunity to kinda reconfirm or reinforce what you've heard last time and understand new insights that you could, you know, take to your internal team to make sure everybody's aligned moving forward. I love that. Absolutely. Alright. So kinda switching a little off to more account planning, at GLL. But from what you've seen, how does great account planning translate into win rates, deal speed, key account growth, all that fun stuff? I mentioned this a little bit earlier but I think it really resonates here. When when you think about all the components that go into great account planning, when it's great, it's because you have more knowns than unknowns. And when you struggle, it's because you have more unknown items out there that you're still trying to to figure out. I remember making the transition from playing high school football to playing college football and I was a bit shocked at the amount of time we spent in the film room versus like on the field practice and kind of honing in on our skill set. But it did not take me very long to kinda connect the dots on, the more you know about your opponent and the more that you can uncover the the not secrets but the things that aren't always just visibly available, the better opportunity you have to be successful. And I think the same thing is true when you think about account planning. The entire process becomes more seamless and becomes more fruitful when you start uncovering some of those unknowns. And whether it's through doing a a SWOT analysis on the front end, or if you're mapping your stakeholders and really understanding their pain points and the role that they play in the process and letting that lead to the next step. Right? How do we capitalize on what we know now? How does it how does it impact what our next step looks like? I think that's where you find great success within accounts and you see bottom line results show that is you're uncovering those unknowns that sometimes keep us from moving forward. I know we're often told that the the greatest fear in the world is public speaking. And while on the surface that seems like it is a true statement, if you dig a little bit deeper, what we realized is it's not so much the standing up in front of people and talking, It's the unknowns and the fear of how's the audience going to respond? Do I understand my content? How's my body language gonna look? And when you start questioning all of these things, it impacts your performance in the moment. Same thing is true with account planning. The more that you become comfortable with the account planning process because you've uncovered unknowns, now allows you to perform at a higher level and execute at an elite level when those moments in front of your customers come and things along those lines. So I I think the more that you can get ingrained in what your company views as those important pieces during the process and uncover the unknowns around those, you're gonna have significant success quicker because now you're spending less time there and more time on what matters in the future. Yeah. More time in the prep room, the tape room. Gonna translate more touchdown in the field. Absolutely. Perfectly said. Perfectly said. You know, you can talk a more you talk a little bit about or quite a bit about, finding the unknowns, making sure we're spending time in the prep, which I 100% agree. Right? You know, teams that do the prep work upfront, well, obviously, the dividends pay off. But, you know, obviously, working with top tier performing teams, what patterns do you consistently see across those big, those big win deals? You know, in other words, like, what are the best teams doing right and how are they uncovering those unknowns? I think there's a high level of self awareness that becomes available. They are very in tune on winning and operating in reality and less out of perception. I know when we do SWOT analysis or we do the the priority matrix and we're really trying to figure out our vision and our path forward. We love to break out the phrase, well I say we, it's more of an I thing and people probably get tired of me doing it. But I love to break out the phrase that we all heard in math class growing up as, show me your work. Right? It's not so much about the answer that you're giving, it's more about the path that allows you to reach that answer. Because if you struggle to show your work and show the pathway that got you there, there's more of a chance that that is a perception response instead of a reality response. The people with that high the salespeople and teams with that high level of self awareness and team awareness and situational awareness, They're able to look at their response, look at where they're wanting to go and also tell you exactly how they got there. And because they're able to do that, if for some reason there's a hiccup along the way or a misstep, they can now go back and identify where that took place. And when they identify where that took place, now they can put a plan and a strategy in in order to fix that so that it doesn't pop up again. Opposed to those who are so focused on the answer, they aren't able to show you show you their work and show you how they got there. Then when that shows up in the future, there is no plan, there is no process to overcome it or keep it from happening again. So those who are significantly successful, I think they're always being aware. They're always assessing where they're at, where they're trying to go, and also where they were in the past. And when you put those two things together, it creates an incredible combination that is hard to overcome because they're never satisfied. Right? They're they're always looking for that next way to become better and I think that is the key. Having a level of awareness that is is elite in all areas. Got it. Yeah. And I think that's great. And then would you say also do you do you see, an increased level of accountability in those teams or those best teams that, you know, you would say like, hey, this fits the standard. This is the model which the sales, customer success, product marketing teams work together. And how does that come to fruition? Or how do you see them being accountable to each other in the process? Without a doubt. And and it all comes back to again that that road map that is built by the data. I think we can have a lot of opinions and we can have a lot of thoughts on what things should look like and where things should go. But is the data supporting that? And when that when that data is available, people are operating off of that. If there's a plan that takes you away from that mindset, then it allows other people on the team or within that that operation to say, hey, that's that's not where we need to go. That's a perception mindset, not a reality mindset because we have the data to support our path forward. So there there's no doubt that accountability comes into play, but to have that accountability, it's gotta be backed by information and data that supports the direction that the teams are going in. I appreciate that. You know, shared data, shared communication channel, shared space to work. Pivoting a little bit on the visual collaboration front. So, you know, at the mural symposium last month, you know, mural leadership spoke about the power of visual collaboration. As you remember, humans process pictures at, I believe, 65 times faster than text. I understand that resonated with you. Could you share a little bit more about kinda what that meant to you? Absolutely. And and you just hit on on a great point that the data supports visual collaboration. Right? And how the human brain operates. And because we have that, I don't think we can go a different direction than to utilize digital or not, the the visual route. The the way that we've seen it impact our internal operation is in multiple ways, but I would say that the number one way being our our stakeholder mapping. I mentioned earlier the complexity of some of these accounts involves a lot of people. Like you're getting a lot of eyes on information. But with that comes the availability for connections and relationships due to past roles or just crossing in the night at some point in time. And I've seen situations at times where we'll throw a slide up during a presentation and there will be people's names listed. Like typed out and it's just up there. You sometimes don't get a strong response around who that person is or what they do, but I've also seen when we put the person's picture up there during a presentation, you'll see us here or see somebody say, oh, I know exactly who that is. Like, I've worked with them in the past. Here's how they like to communicate. Here's something that they really care about. You know, if you don't have this, it's really gonna set them off. So having that visual connection, I think, is is absolutely massive. And then when we are collaborating with customers, it is one thing for everybody to hop on a call and maybe work through a presentation or a deck. But when you can throw up a Miro board and have that visual collaboration happening live in the moment in front of them, it's like there's a light bulb goes off where these ideas are being brought up that you didn't think were possible at the beginning. Right? If if you're if you're building out a a priority matrix, someone throws something in there and like, oh, wait a second. I wasn't thinking about that but now that I see it, now I have some different thoughts. And again, it goes back to the the human side of things. That's just how we're built. We can't overcome our affinity for visual, images and and how it impacts the way that we we operate. So we have made a concentrated effort, not just through how we account plan and interact with customers, but even internally with some of our trainings and different meetings. We've made a concerted effort to less text and more visual stimulation. And we've seen a significant uptick in retention of information, ideas being brought to to the table. So anytime you can introduce that visual side of things, you automatically put yourself in the driver's seat to be more successful and gather more detail, gather more engagement. And isn't that what we're chasing at the end of the day. Right? People talking, sharing ideas, and things along those lines. So that that was a huge huge point that I took away from the symposium because we're seeing it happen live and in person at JLL today. Yeah. I appreciate sharing that. You know, in the couple of quick follow ups from that, but first, like, you know, you mentioned stakeholder mapping, obviously, stood. Such an important piece, incredible piece to, you know, account planning and just understanding the the shared strategy moving forward. You know you know, have have you seen the digital collaboration piece or mural help teams and JLL spot risks more easily or more opportunities where they probably otherwise would have missed? Yeah. Without a doubt. Without a doubt. And again, it goes back to that perception versus reality mindset. I think sometimes we see how someone may have responded on a previous account or a previous opportunity and just automatically assume like, hey, that's how it's gonna be on the next or that's the way that they will operate with, with a with a different team or a new opportunity in the future. And that's just not the case. Being able to have that that visual collaboration to where you can really, again, take those next steps to dive deep. They they were acting or provided this type of detail on this deal. Well, why did they do that? Right? Like asking the the critical questions around what led them to that? How did they respond? Why did they respond? Asking those critical questions now helps you understand, hey, if they're entered into a different environment on a future opportunity, they may have a completely different mindset. Right? These factors were at play here. They won't be in play in the future. So how can we use that information to now build a more sound strategy on how we interact with them, the role that we're seeing them play in in, in the the planning process. All of that comes together. But again, it comes back to follow the data, live in reality not perception, and now use that for your next steps in the process. One thing that that I get frustrated with, but I've even done it in my own career is we have this level of awareness. We know someone or something does this. But then when it's time to manage it or kinda put the rubber to the road and use it for our next steps, we don't. We live in the awareness and we forget to use that for our benefit moving forward. I think that's something we're getting better at and it's something that the stakeholder mapping certainly allows us to do quicker. Yeah. 100%. Totally agree. I think, you know, building on a visual stakeholder map, obviously, like, depending on the process you follow, you know, you're able to see the executive sponsor, decision maker, the influencers, even spot, you know, other business influencers or champions that you probably would have otherwise missed and making sure that there's kind of awareness and also plan to engage and make sure that there aren't surprises that are at least help your team mitigate any surprises. So that's awesome. And then kind of also the you also mentioned in cocreation, which is something that I feel strongly about. Obviously, there's power in cocreating something with not just internally, but also a customer. So have you seen involving, you know, or can you share a little bit more on how your teams have co created, a strategy account plan within a mural with a customer? You know, has it changed the outcome of the deal? Can you share a little bit about that? Absolutely. Customers are seeing now the enhanced ability and the enhanced opportunities to collaborate. If we go back several years, this was not always something that was available. It had to be done maybe in person or it was a much bigger struggle through different platforms. But customers now see the different platforms of technology that are out there to co create and it's it's becoming more of of the rule instead of the exception. Right? Because as I mentioned earlier, there's a bidding emphasis on fault leadership. Customers are are coming to organizations, they're coming to JLL saying, help me see the future and and help me understand kinda where I am but also what it will look like in five, ten, fifteen years. And you can't do that without co creation. Because now we're telling them, well, here's what we think and we hope that it aligns with what your vision is, but we aren't really sure. When you're able to get together and put a bunch of ideas on the board, right, we love to start broad with our customers and get everything out there. Because we don't wanna leave anything undone. But then going through the process of funneling down to the priorities of understanding what matters to them, well now you're walking hand in hand in that process. Right? Not much is done without input from both sides. So now when you arrive at your final destination, you you are doing it in collaboration and with the same expectations. And expectations is is an area where people can get themselves into trouble really quickly because they are expecting one thing, but they've not really put a process or a framework in place to confirm those expectations. And then when they see the end result, it doesn't exactly align with what those expectations were and now you've got you've got a problem. So the the co creation thing, I think is is absolutely massive. We're doing it right now with with several customers and even more than that, going back to the human side of things that we talked about earlier, it brings such validation and joy for the customer to feel like they have a part in the process. Mhmm. Right? We're building this together. You're not building this for me and telling me what to do. You're listening to me. You're allowing me to share my thoughts and my concerns and what keeps me up at night. And because of that, we built trust. We're collaborating more efficiently and effectively. And now we're gonna create a solution that fits what everyone is searching for, not just one side or the other. So it it is an absolute game changer and and personally, I hope it's something we start doing more and more and because the the benefits and the results are just you can't even measure the impact that they they have. That's amazing. Yeah. Thank you for sharing that. You know, it's literally showing up as a thought partner. Or enabling or creating a space to enable how everybody shows up together or it's not just me, this is what you think about ideas, it's our ideas and being able to create that trust and authenticity to challenge each other and making sure whatever process is being reiterated on is one that is being done together with the customer and, the organization, the sales account team. So thank you for that. I'm just curious too. Has has Mural, you know, provided a space through co creation that has resulted in a deal win? Oh, absolutely. Absolutely. Multiple multiple deal wins and, you know, I'll stay away from specifics, for the time being, but I can certainly point to multiple opportunities to where both internally and then how it showed itself externally, we were able to, again, show that collaborative atmosphere that was really game changing for the customer. Right? There was no surprises along the way. Everybody was on the same page. Some of the new innovative ways to think about problems were introduced and how you find a solution was something that many of them had not seen previously. So for both MURAL and then also just the general design thinking methods have been huge. Whether they're done on a digital platform or even when we bring them into a room and do it on a physical whiteboard, the impact still remains. Right? Because it's the information that matters more than just the process that that you use to get there. And so there there's no doubt that Miro has been able to allow us to to see bottom line results based on how we collaborate and how we involve the customer along the way. And again, like I said, it's becoming now the the rule. Maybe there was a time when it was like, hey, we would like to do this but it's just not feasible. Now customer expectations are, we wanna walk this journey with you and there's almost a level of disappointment if it's not able to be to be had. No. Thank you for sharing that. And, yeah, not obviously naming specifics, so thank you. And then just to just to clarify, you know, when in terms of, like, the teams that are being involved within that win, in that mural, is product and marketing customer success can you see the picture what teams are active within that mural that is helping to co create that plan with the customer? Absolutely. Absolutely. So from from our side, it could be four teams, it could be 10 teams. Right? So you could easily have teams from sustainability, from the sales side, from marketing, from technology, from our proposal and pursuit management team and their directors as well. I think all of those folks have had a role or played a role in in us being successful with customers. But again, having everybody in the same place, could you imagine having, you know, eight to 10 teams not in the same place, but having to use information critical for I mean, it just it's it's tough to think we actually did that right at at some point in time. And we're still trying to overcome some of those barriers. But yes, multiple teams are involved and it's just incredible to see the amount of people that play a role and again simplifying the complex. Yeah. Appreciate you sharing that. I know we got about ten minutes left, give or take. I would love to to pivot a little bit and, just ask a little bit about I believe you mentioned that you had an internal meeting yesterday at JLL to review a a pursuit, Kind of a larger, you know, multi team account planning exercise. Could you share a little bit about how that went and how MURAL was involved? Absolutely. And and here in a second I'll share my screen to kinda give you a feel for our process that we we use. But it's a significantly complex opportunity with multiple teams involved from all regions across the globe. And the beauty here is something like Mural allows us to cover a lot of ground quickly. And I don't want that to sound like we're rushing through the process because that's not it at all. It allows us through the different design thinking methods and from the templates that are available to get information to a place and dissect it really, really quickly, whether it's through the AI tools or the different, you know, clustering by topics or sentiment, things along those lines. We're we're not speeding through the process. We're moving through efficiently and more strategic. And so it certainly allowed us to to cover ground quickly to to focus on stakeholders first and foremost. Right? Like who who are we focusing on from an external standpoint? Also, we had the chance to do a SWOT analysis. They got pretty deep and detailed and it really uncovered some things that again we were operating out of perception but not a reality. So it allowed us not to create what those next steps look like for for the plan. So the way that that we approach this particular meeting and this particular opportunity is this is the first step to build a framework for a long term journey. And everything that we do from every meeting will just kinda build upon each other. And by the time we get to that finish line, hopefully, there's a view of where we started to where we finished and all of the pieces just like a nicely fit puzzle are where they need to be. Will we adjust along the way? Will we adapt along the way? Absolutely. But having everybody in one place doing the same thing, I think is absolutely, incredible. So do you mind, Alex, if I share right quick just kind of the the process? Yeah. Please do. Kinda go in Yeah. Go for it. Perfect. So we love to just get kind of a a health check on on accounts or on pursuits, especially from the renewal standpoint. We wanna know, hey what's some challenges? What are our goals we're trying to accomplish? Are there focus areas? Are there specific pillars or guiding principles that we wanna kinda live by. And so we spend a a portion of time kinda talking about those things. Now the format could look differently at times. Right? Maybe we do this on a physical whiteboard that looks a little bit different, but these are the things that we're really trying to to accomplish in that meeting. And then from there, we love to focus on the people. Right? Because it's the people that we're gonna work with who are gonna drive things forward and allow us to be successful quicker quicker. So we do a stakeholder kind of engagement or a stakeholder analysis of both internally and externally and how do we kinda, you know, match up and and things along those lines. Then we we take information that we pull from those stakeholders and use that for strategy assessment and and building next steps in the process. And again, all of these things are kinda building off of each other. It's not disjointed. It's everyone in alignment, understanding that one step leads to the next. Where we spent the bulk of our time yesterday was really on a SWOT analysis. Bringing together people from different regions and different functionalities within the organization. That means you're gonna have different perspectives. And so we did a SWOT analysis from kind of a macro view, but a little bit into it, we realized we really need to start doing this at a more micro view because we need to understand what the SWOT looks like from a functionality and regional standpoint. So that was a great learning we walked away with, but we came away with so much information. And then that now will start leading us into what the future looks like, where we start taking some of those opportunities or threats and kind of solutioning for them And doing that through the how might we questions or maybe even add in some if then statements that allow us to see the bigger picture and then start kind of formulating down from there. And then again, that will start us into the more you know, deeper brainstorming on solutions. And and then finally, you know, landing on, like, what do we do now? What do we do next? Later? And then these are things we don't need to focus on at all. So it's just a a gathering of information that allows us to create a roadmap and a framework that everybody's working off of and understands the direction that it is is going to take us. And it is absolutely game changing. Absolutely game changing. And moving forward, I would love for it to always look like this. Right? And and that's my hope. Is it reality? We'll see. We'll see. We're we're we're working on it. But I can definitely tell that there's a lot of fruit coming from from what we did yesterday and then also how it'll look in the future. That's incredible. Thank you so much for walking walking us through that. Like, I love how thoughtful, how, intentional kind of the foundational and also kind of the focus in human centered design. So obviously, a huge portion of what and how we work as well and work with customers. You know, you mentioned a little bit about AI. Could you expand on that just a bit? You know, do you leverage the Mural AI to help your account teams? How's that helped? If so, with the stakeholder buy in, with the decision, with just overall account plan and development? 100%. The three main areas I've seen it make a significant impact is number one, through the summarization of all of the information we have. When you're bringing together multiple teams and a lot of different people, you're gathering a ton of thoughts but you're also gonna be adding people to the process along the way. So how can you create a summary that when people join they can get up to speed really quickly? That's been one area of significant help. Also kind of the I mentioned this a little bit. Creating kind of those how might we questions or those Yeah. Questions expands our perspective. We talked a lot yesterday in our meeting about going from mono dimensional thinking to multi dimensional. Meaning, hey, here's just this one way to do it and we're gonna focus on that versus the more questions we ask, the more information that we're gonna get and more potential paths for for solution. I would say that that that is number two. And then number three is the cluster. Very similar to the summarization, this helps us take a lot of information and really get it into specific pockets for people to have further conversations about in the future. So if there's been a meeting and someone was not able to make it, they can join and say, okay, these topics were talked about individually, but they also belong together. Right? So now how can we take this cluster of information and use it for a future opportunity? Those three ways have really been game changing from the the neural AI side of things. And also, internally for like meetings and things along those lines to plan for the planning have been massive because it takes a lot of information again and and shortens it. So I can't say enough good things about where we are in our usage of Mural AI and then I'm excited for what the future is also going to look like. Amazing. Thank you for sharing that. And no doubt, there's gonna be people who will be hearing this on demand webinar looking to take some screenshots of the templates that you shared as well. And also just hear a little bit more about the Mural AI. Obviously, you know, what you mentioned, I think resonates with me. I'm like, yes. AI is really not meant to kinda take over, but it's really enhanced the work that humans are doing and making sure that we're building something that's strategic with the help of AI. So I love that. And I know we're we're almost running out of time, but before we we leave, we'd love for you to continue to give some some sage advice. You know, someone who's been such a big champion, advocate, and awesome partner to to MURAL and have been joining the work that we've been doing together and continue what we will do together. You know, what's what's a piece of advice, you know, that you would give the person on driving or helping drive organizational adoption? I'll go two. We could talk about this for an hour, Alex, but I'll I'll be brief. I'll do. I'll get a two very distinct, road maps, I think, for enhancing improved adoption. Number one is understand your why when it comes to a platform like MURAL. I think too often we focus on the what and the how. What is it gonna do for us and how is it going to do that? But we see that those things change over time. MURAL will look different in the future because you're making it better and you're adding pieces to it. And if we're so focused on the how and the what, those are not always sustainable. So if we lose our desire to follow the what, if it's not there anymore, well you may just stop using the platform altogether. But if you lock in on that why, which is enhanced customer interaction, enhanced speed to to wins, whatever that looks like that does have that sustainable feel to it, no matter what changes within the form, you will continue to come back to it because you know it is accomplishing that much bigger goal. And so I know for us at JLL early on adoption and and even now to an extent adoption is still something that we're trying to focus on. But once we identify our why, this will help us be better in front of customers and it'll help us be more internally aligned. Now you see that start to to manifest in the adoption numbers and they start to rise. And so I think that kind of that understanding your why is number one. Number two is don't try to mop up the ocean. When you look at MURAL, there are thousands of functionality opportunities. Right? There's so many there are hundreds of templates and there's the AI features and there's this and there's that and there's so many bells and whistles that make it fantastic. Find out exactly what works for you early on and what small piece of the platform can you master. Right? Like what small piece of the platform is going to drive improvement in some area within your organization. And when you master that, now you can create case studies and you can create one pages to now pass along to others in your organization and say, hey, look what this did to help this process. Now their ears are perked and they're intrigued. Now you can start adding to that by utilizing the platform more. I'll admit, when I first started using Mural, I tried to do everything at once. Right? I tried to master every template. I tried to put, you know, seven on a page and navigate this and navigate that. Really just getting good with one, if it's a Rose Thorn Bud template, get really really good at how you utilize that and what it can do for you. So two things I would say is master your why of the platform and then also bite sized chunks. And the final thing I would say, have a message that resonates. I love all that. You know, focus on what you can it's a good philosophy in life too. Focus on what you can do. Have class full type of view. And also, like, master in in bits and pieces. Like, start in your own pace, but find a corner mural or a template or human design, center it or luma inspired type of template and own it and workshop that. And then, you know, the why. So important. I agree wholeheartedly. I think that really goes back to what you're saying earlier about the North Star. Making sure we understand that we're anchoring around the North Star and getting everybody motivated across functional internally that we're we have alignment with the customer around what the North Star is. So I think that's fantastic. I think we're at time. You know, have, you know, one last call to action for everybody who has joined on this on demand webinar. So, you know, one thing that I will have everyone do is also take a sneak peek on what we're building for the future. So, you know, one thing, that we've talked about quite a bit or reference rather was a mural symposium last month. And in that symposium, we shared a little sneak peek of the future. So one thing I encourage everybody to do is check out our session called welcome to the era of collaborative selling, announcing a mural for sales. It is in this session that our mural CRO, Bill Dwyinan, teams up with our senior product manager, Ryan Linden, to debut what we're calling MURAL MURAL for sales and give you a guided demo of the product we built to modernize account planning and also customer collaboration and also showcasing, how reps can generate a visual account plans and really what we're envisioning for the future as well. So, again, highly encourage you for you to see that. Check it out. We'd love for you to reach out if you have any questions. But please, thank you so much to Brent Thomas. Really dropping so much incredible knowledge, amazing insights, and really getting me motivated on talking about how we can enhance kind of the visual collaboration and also human design centerpiece across everything. So thank you, Brent, for the partnership. Thank you for your time. I know you've been having a busy schedule traveling, so I appreciate your time. And we'll we'll talk soon. Thank you. Thank you, Alex. Thank you.