Final Evaluation Committee Meeting: RLI No. PNC2130101R1 Utility Billing and Customer Information SystemNew Event - Feb 19, 2026

yourself good morning I am Carolyn Messersmith purchasing manager and the meeting facilitator I would like to call to order the final evaluation committee meeting for requests for letters of interest PNC 2130101 R1 utility billing and customer information system for the water and wastewater services department the time is 905 a.m. on February 19th 2026 this meeting is being held through Microsoft teams representatives from the county are physically here in room 430 of the governmental center building East located in Fort Lauderdale Florida or virtually through teams attendees please mute your microphones on your devices to limit background noise this is a public meeting and is being recorded by Broward County the video recording will act as the official recording of the meeting the recording will be made available on the purchasing division website under the RLI RFP repository information reviewed by the evaluation committee as part of the evaluation process will also be posted on the repository this meeting has been publicly noticed the purpose of this meeting is for the evaluation committee to hear presentations and rank the responsive responsible and shortlisted vendors at the initial evaluation committee meeting on December 16th 2025 the evaluation committee determined eight vendors to be both responsive and responsible after shortlisting the following vendors advanced to final evaluation and ranking taking place today Hanson Banner LLC itinerous NA Inc. ETEC 360 Inc. Doing Business As 360 S2G Spry Point Services Inc. and Trinity Consulting LLC meeting attendance will be recorded in the following ways the purchasing division will record the attendance of county staff physically here in room 430 all virtual attendees including county staff please click on the link or scan the QR code that is currently listed in the team's chat section to complete the sign-in sheet for attendees that cannot access the link or QR code in the team's chat email the purchasing agent Ernesto Perez at ERN Perez at Broward org with the subject EC meeting attendance and indicate your name your title and the company you represent in the email body we have a quorum present with the following evaluation committee members committee members please say present after your name is called Andrew Furlong information systems administrator water and wastewater services public works and environmental services department present thank you Christopher Williams application services administrator enterprise technology services finance and administrative services department present thank you Jason McCoy staff engineer transportation capital program transportation department president thank you Jonathan Allen enterprise director of operations water and wastewater services public works and environmental services department thank you so noted Ron Thomas enterprise director of finance water and wastewater services public works and environmental services department present thank you it is the evaluation committee's responsibility to review the vendors submittals to ensure solicitation requirements are met and to evaluate the submittals and make a recommendation to award a contract each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience the evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county at the discretion of the board the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews the Kona silence has been in effect since the solicitations advertisement vendors are prohibited from discussing this solicitation with the commissioners office county staff or a member of the evaluation committee the Kona of silence terminates when the awarding authority takes action which ends the solicitation during the Kona silence inquiries regarding this solicitation should be directed to the project management manager or the director of purchasing and or his designee also vendors may communicate with designated representatives from the office of economic and small business development at any time regarding solicitation small business enterprise or county business enterprise participation the summary of vendors rights regarding Broward County competitive solicitation was issued in the solicitation the initial evaluation committee meeting minutes have been distributed to the evaluation committee members evaluation committee is there any discussion regarding the minutes hearing none may I have a motion to approve the minutes from the initial evaluation committee meeting the approval of the minutes from the initial evaluation committee meeting held on December 16th Jonathan Allen WWS business operations may I have a second all in favor say aye aye any opposed motion passes unanimously I would now like to call on the purchasing division to report on the vendor demonstrations Ernesto Perez purchasing division each shortlisted vendor was invited to demonstrate their solution in accordance with the final demonstration script demonstration meetings with the technical review team were held on January 21st January 27th January 29th February 2nd and February 4th of 2026 project staff has produced a demonstration fact-finding report the report has been distributed to the evaluation committee members for their review and consideration during the vendor during the vendor prep during the vendor demonstrations on February 4th of 2026 360 s2g elected to withdraw from the process the director of purchasing accepted the withdrawal on February 10th of 2026 thank you as stated previously at the initial evaluation committee meeting the solicitation the solicitation required vendors to state whether they accept Broward County standards or whether they accept Broward County standards or the report has been distributed to the evaluation committee members for their review and consideration during the vendor prep during the vendor demonstrations on February 4th of 2026 UNCOVID 3rd of 2026 UNBA THANK YOU SOLECY UNBA THANK YOU AS STAY THE GENDER HISTORY UNBA THIRTY UNBA INSIGHT UNBA THIRTY UNBA BROAD UNBA UNBA UNBA UNBA UNBA UNBA UNBA and conditions the county provided vendors an opportunity to waive their exceptions prior to the final evaluation committee meeting the following vendor waived all exceptions spry point services incorporated the following vendors were given the opportunity to waive their exceptions but elected to maintain their exceptions to the county standard terms and conditions hanson banner llc and itinerous na inc the specific exceptions taken by these vendors are outlined in the exceptions matrix that has been distributed to the evaluation committee members for their review additionally shared on the screen the county attorney's office and risk management division are available for questions by the evaluation committee concerning these exceptions are there any questions for the county attorney's office or risk management from the evaluation committee so we are starting first with the vendor itinerous go through them sure do you i mean does the ec want me to go through each one and explain the county attorney's response or are there any questions that the ec wants to raise in this one hi matt um thank you for that i think we can just like um go through these we can just walk us through these briefly on those and highlight any um you know topics that you think you should know in this first one from itinerous uh it's not a valid exception it's proposing an alternative procurement methodology it's saying that the county rather than proceeding with this solicitation uh can just piggyback off of one of itinerous existing government contracts so it's it's not an exception uh so this is uh a business term that they're asking to modify uh it is something that would be under ets's wheelhouse more than the county attorneys in terms of what the consequences of this are but uh it is one of those exceptions that could be negotiated and disclosed publicly that the change was made exactly the same for this next one in exhibit four for cyber security incidents this is just not to be further discussed is not a an exception it's not saying stating a specific change that they're requesting there's no way to consider it for both of the two on the screen they're not valid exceptions they're not proposing alternative terms or changes to the county standard terms uh to the extent that they are exhibits that wouldn't be applicable to this particular um solicitation because they're in a standard template that that just is what it is but uh again there's there's no way to consider uh these as a alternative to what's in the standard bcf 301 those were itinerous um exceptions now we're going to move forward to hansen banners so in this exception in section 3.6 um again these are all business decisions right it's the county attorney's response is to recommend for rejection the reason here is that there are two changes being requested uh to this section and they ultimately reduce the uh county's options if there's a breach of contract it makes it much harder for the county to uh hold the vendor accountable if if the county is no longer receiving the benefit of the service which means it increases the legal risk um it you know again it's we have these provisions in the standard template agreement for a reason it's because they protect the county it's because they provide um options for recourse uh when when there is a failure on the vendor's part but um it could be accepted and uh just disclosed but it would be increasing legal risk this next one does have some uh legal valence in the sense of it is a small increase in legal risk um pardon me i apologize for that interruption i'm participating remotely and there was a false fire alarm in the building i'm in um right so moving forward uh this one has to do with uh a disclaimer about the documentation of uh the uh yeah about how the county uses uh uh you know uh the documentation provided to us by the vendor it again uh this one's fully negotiable as a business term um so you know that the the legal risk here is is minimal so this is changing the this has to do with our budget process right um this is a standard term in all of our contracts uh it would be a significant deviation and i'm you know i'm not sure how much legal risk we would be taking on but i think it would be more significant than it seems at first glance uh so that's why it's recommended for rejection this one is similar this is actually a standard term in most contracts i've ever seen period regardless of whether or not they are a county contract or not but this is common to all county templates it says that time is of the performance uh it has a if this contract were to be litigated it does have a crucial role to play uh so removing it would uh significantly increase legal risk that that's why i was talking about 4.6 time of the essence but five four um this is entirely a business term uh five four says that uh the vendor will not mark up uh the con the subcontractor's pricing um here the the vendor is asking to be allowed to mark up uh the subcontractor's pricing that is entirely a business term and so it's negotiable pull this one up again um so this is uh uh this is actually about section five five within article five uh this once again increases the legal risk to the county it would um again remove certain options of the county to find legal recourse in the case that um uh you know uh the the work is inadequate or defective or or fails to comply with uh various provisions of this agreement so uh that's why it's recommended for rejection this one's not a a ballot exception it's just confused about how the template works so the the clause the provisions that have yellow highlights and bolding that say delete if not applicable that those when they are not applicable they are they're not intended to apply to this contract and they get deleted before the contract's executed so that's that's just a procedural issue and this one um is a legal uh issue it's not procedural um i i do not know whether or not uh you know the deliverables in this agreement would be considered um custom work products uh you know again this is one of those provisions that says delete if not applicable but if it is applicable um this this would be very important to the county so either yeah and again like as a matter of reducing legal risk and our ability to use the services provided to us if this is an off-the-shelf offering it doesn't apply because we just would delete it because it's at least not applicable before the contract is executed um if it does apply factually then it needs to apply legally um in order to protect the county and its use of these offerings so this is a provision that we've we've had to work with a lot in recent contracts it relates to compliance with um the ada among other uh federal statutes um you know it really the county has to comply with these provisions of federal law and in order to ensure that we're complying we need to make sure that our vendors are complying um it really is that simple and that's the rationale for the recommendation to reject again like indemnification and limitations on liability um these are some of the most important mechanisms that the county has at its disposal to protect it from legal risk when uh utilizing services from a third party uh and and so to change this to benefit the vendor over the county uh would would very clearly increase risk to the county uh just as i've said with you know all of these if you know the agency wishes to take on that risk it can do so and disclose it to the board but um you know the rationale for the recommendation is once again that this is increasing the risk to the county no changes at the moment is and reserve to right to request changes is not a valid exception this is the the point in the process where specific changes have to be requested uh and you know so with nothing to consider there there's nothing to you know recommend negotiate or reserve the the difference between days is not much of a legal risk it's just purely a business point and therefore can be negotiated so this is again one of those major legal mechanisms that the county needs to protect itself and the public uh not every termination is going to be able to be demonstrated for cause and so the county for multiple reasons including those of public interest needs the option to be able to delete for convenience now obviously that has consequences for the county as well when we uh terminate for convenience and it generally provides uh better compensation to to the contractor um but this but just removing that ability wholesale um would significantly increase the risk of of this contract to the county to be discussed is not a valid exception um you know either either the law applies or it doesn't and whether or not there are cbe sbe goals attached to this is you know what determines the applicability of the various terms but again in order for this to be considered it needs to be a specific request for uh different language um or removal or addition of language so uh 13.2 is rights and documents and work um i believe it's written to be relatively clear and that it applies only to work created by the contractor specifically for the county in connection with performing these services the ones in this contract are owned by the county um it looks like hansen is just trying to say and to the extent i'm understanding it um if it doesn't fall under that category it you know these terms don't apply right and so if that's a the minor revision that they're looking for it's it appears negotiable so the this exhibit it um is really within the jurisdiction of ets um having to do with uh standards um or software uh for support and maintenance in the county uh those are absolutely business terms um you know i would have to defer to ets and the agency this one is not um a valid exception it's just reserving the right to change something at a later date you know we need to know now what the with the specific proposed changes are in order to consider them thank you matt does the evaluation committee have any questions comments about what they just heard oh okay the next order of business are the vendor presentations in accordance with section 286.0113 of the florida statutes presentations and question and answers are closed to the public only committee members county staff the presenting vendor and their team will be in the closed portion of the meeting other vendors their teams and members of the public will be excused from the meeting to permit the start of the closed presentation sessions sub consultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation session presentations will be limited to 60 minutes followed by an unlimited question and answer period the presenter will have five minutes for setup the timekeeper will be the purchasing agent ernesto perez as the meeting progresses the purchasing division will provide email updates to vendors ensuring that each upcoming presenter is informed when it's time to join once all presentations and question to answers sessions have concluded vendors and members of the public will be invited to return to the public portion of the meeting during which the evaluation committee will rank the vendors members of the public may provide an email address in the chat to be notified when to return to the public portion of the meeting vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting the presentations received have been distributed to the evaluation committee members the presentation topics length and order were identified during the initial evaluation committee meeting and was distributed to the presenting vendors each vendors had each vendor has 60 minutes for a presentation followed by a limited question and answer session vendors will be presenting in the following order the first presenter itinerous n a inc the second presenter hansen banner llc third presenter spry point services inc the fourth presenter trinity consulting llc at this time we will move into the closed portion of the meeting the first vendor presenting itinerous n a inc please remain in the meeting all other presenting vendors their accompanying teams and members of the public are requested to leave the virtual meeting room as a reminder please continue to monitor your emails for when to join the public portion of the meeting this meeting is now closed as the other vendors leave the meeting itinerous can you identify yourself hi this is kimberly williams uh with itinerous um kimberly will you be presenting i will be presenting so will other members of my team so who will be actually doing your demonstration just one person i'll be presenting and the members that are on this call with one exception will all be presenting as well shall we identify ourselves individually yes so if you can look on the screen and you'll see a list of purchasing agents and purchasing um and county staff and compare that to the team's participants list and verify that there's no one else in the meeting other than your staff and broward county personnel i can confirm it is broward county as well as itinerous only okay so um christoph is on your team is on your team yes that is correct okay dana that's correct melissa correct rachel correct shannon correct i do have one additional presenter that will be sharing my screen and my computer and his name is cory galant okay and and that completes our attendees okay um can you share your screen kimberly so we can see you and one second please i am sharing can you see my screen not yet yeah yes can you see me now um i can see your presentation we cannot see you one second please i think we fixed it can you see us now yes thank you so much kimberly appreciate that wonderful okay um so your your team has five minutes actually to set up but we we do currently see your presentation do you want to just run through a couple of slides to make sure everything advances properly for yourself or do you want the whole five minutes i'm happy to no no no i'm happy to just let me present and then if you guys can make sure that you can see the sequence so we are seeing different slides yes perfect okay can you still see us yes we're happy to begin when you are ready okay purchasing starting the 60 minute timer you may now begin thank you very much uh thank you broward team for uh for entertaining us and electing to continue with us we're excited to talk to you today a little bit more about our proposal and address the specific questions that you sent to us as well i'll quickly introduce my team i have dana who is our service delivery director she's also a former employee of one of our customers regional water authority i have cory who is our svp of business relations cory will be your executive sponsor for the broward opportunity i have shannon who is our director of sales and also responsible for this opportunity i have mel who is a project manager at itinerous and she is uh named your broward county project project manager as well uh she'll be attending remotely she is not in the room with us today i have christoph who is our svp of product management who also manages uh r d uh innovation as well as our partner relationships and then myself kimberly williams i'm the svp of business strategy for itinerous this is the order in which we'll go through the presentation uh we want to cover all of the uh criteria for your selection process and we're going to move it around just a little bit as you can see on the screen but at every point you will know exactly where we are and what we're speaking to in the presentation you can also see on this agenda that we've incorporated your questions that you sent there for in total and those are incorporated in this presentation as well so i'll start out with itinerous a quick introduction of our organization so in latin itinerous actually is the generative form of hitter which means journey and that's exactly what we're going to take you on for the next hour is the journey of how we manage our customers through the uh through the prospect phase the the consideration phase that you're in right now through the implementation and ongoing support of our solutions itinerous is headquartered in atlanta georgia this is where we all are today in the room um in the bank of america building in atlanta we have about 550 utility experts and we are 100 focused on utilities all of our customers build for water we have 35 customers plus overall water and energy utilities we have a european operation as well and in total our customers serve roughly six plus million customer accounts gives you an idea of our scale three of those customers are in florida your neighbors kallahassee sarasota county and manatee county and a great note something we're very proud of we have 100 implementation success it's because we approach the market very strategic very managed and with sustainable results we don't oversell we don't run and gun we sell based on what our capacity is to implement and support our solutions and our customers a little bit about our solutions our solutions are called umax the solution set uh is typically called the c-suite we're going to talk a lot more about that itinerous develops we deliver and we support all of our own solutions and so when you combine cis with customer self-service and customer service in general it's all managed by one vendor one solution one platform full transparency with data that spreads across all of these different areas so no third parties our solutions are built in and on the powerful microsoft d365 platform and our solutions are delivered as a service in the azure cloud these solutions are easy to use they're easy to learn they're full of automations and workflows what we like to say internally is let the system do the work for you so that your csrs and others can focus on what's important serving your customers we highly believe in configuration over custom development uh updates over upgrades and we'll talk more about that through our one version platform and again 100 implementation success is in part to the usability of our system and the adoption of our functionality and other utility environments so in order to go through these uh items on your uh criteria if you look to the bottom of the screen you'll see the way we're going to take you through these topics which is back to the term journey so we'll talk about your goals and how we meet those goals your defined path and how our customers are like you uh and then we'll talk about selecting itinerous uh spend a lot of time in project alignment and execution and then lastly how to maximize or how you uh umax will maximize customer experience for broward county so first off your goals this is directly from your rfp and i just wanted to highlight it because for the next uh roughly 55 minutes we're going to literally talk about each one of these items and how we meet these specific goals for you and in terms of your defined path again directly from your rfp this was very interesting to us we've incorporated some customer uh testimonials interviews as part of this presentation and i think through their words our customer words you'll see how aligned broward county is with some of our existing customers and i'm going to talk to you more about customers as well so then let's get into selecting itinerous first i'm going to talk about manatee county i'd like to highlight some of our existing customers and why they selected itinerous so manatee county has roughly 116 000 water sewer and refuse accounts um they replaced hanson banner and they desired a modern solution that afforded growth and and technology adoption this is the scoring from manatee county this is public knowledge so i'm not showing you anything that's private or proprietary so this is the actual scoring from their project and you can kind of see how it mirrors a little bit of the process you've been going through and the topics that are important to you we scored first or second place in all categories which uh which entice the award for us and you can see there's quite a distance between our scoring and the other vendors i'll give you just a second to review this list uh but of course we have provided the the powerpoint pdf format uh yesterday as instructed so quick quotes from manatee county from anthony uh he's the business system support manager there and was uh an intimate part of the implementation i won't read the quote to you of course uh but i do want to highlight the reasons why they chose itinerous which was the ease of our upgrades uh through map uh he calls it a more agile service back releases it refers to our 1v methodology and again we're going to speak to that throughout the presentation so you understand exactly what that is but more importantly how it applies to you uh our streamlined system integrations we're on the microsoft platform it's an open platform which allows us to easily integrate the third-party solutions that you use today and want to keep uh improve workflows and processes again our solutions are full of workflows that do the work for you so that you can focus on customer engagement and instead of the numbered process you have to go through to complete a task in itenters and then modern standards and automation again they really wanted a modern platform that allowed them to take care of technology in the or take advantage of technology in the future the next customer i'll highlight is the city of tallahassee uh tallahassee serves about 65 000 water and sewer accounts they also support electric and gas they replaced oracle for their cis system and tallahassee touts they are three-time award-winning number one public utility in america they're actually on track for their fourth award uh so fingers crossed for them we're very happy to go on that journey with tallahassee and be a part of their ability to to win this award this is tallahassee scoring again public uh no no private information with tallahassee we scored first in all categories and in place in the oracle cis system they approached it a bit differently phase one was scored uniquely which was the rfp response you can see that sort of sectioned off uh and then phase two was the uh included the demonstration as well as the customer references so you can see the combined scoring set us in a very solid position in winning that opportunity and with this now i'd like to play the video for you so that you can actually hear from james barnes uh speak directly about our relationship with tallahassee and why they chose us after we went through an extensive review process um attenuaries came out above our head not knowing their product because we didn't have any experience with them but at every one of our checkpoints they came up ahead we saw them at our national conference our team went in for a one-on-one presentation they came ahead versus some of the competitors we went into their sessions with we went through our rfp process presentations they came above checked all the boxes there again and then at the end of the day my team and attenuaries won me over because i wasn't the first one to go that route it wasn't a pass that was most popular it was at least at that time but my team was right it was a good decision and checked every box six there the tenorist partnership is one of those partnerships that i don't have to settle uh i have many many projects going on we got an update to meter data management in next sense we got an update ivr we have an update uh ums and i wish i could say we are one updated working asset management system i wish i could say that all of my partnerships was as comfortable and as smooth as the one for the terms you'll find that those relationships that you have similar values similar cultures will go a long way going and after the court and that value system match ours okay that was james barnes he's actually the uh chief um customer service officer at tallahassee next i'd like to talk about boston water and sewer boston water and sewer is extremely similar to uh froward county and operations they have about a hundred thousand water and sewer accounts they replaced the legacy mainstream main frame solution and they eliminated seven disparate disparate systems with the umax adoption so they literally eliminated seven systems in their current environment just with replacing umax in our evaluation of broward we uh anticipate the elimination of five systems for you and with invoked options we could potentially replace two more uh so i'd like for you to listen to boston talk about itineras and and their partnership when we started to look for cis solutions in 2017 we were replacing a legacy cis system that was homegrown um built on uh aging hardware um and we were losing um our knowledge set too to retirement we really wanted a modern system um built on the microsoft stack and we were looking for uh a partner in addition to just a software vendor um and during the process we felt confident that itinerants would be a partner that truly listened to its customers when we were evaluating cis platforms we had done a significant amount of research to see where uh they ran into issues um and so the first thing that we looked at is we wanted uh a platform where um it was a valued partnership um where we were all working together and pushing towards a common goal and when you look at implementations uh they often fail i mean history of cis limitations is littered with failures and we wanted to choose a partner that we thought would help get us over the finish line to ensure that we were truly successful okay that was brad he's the cio at boston water and sewer and uh next i'd like to talk about sarasota county uh sarasota again very much like you uh roughly 120 000 water sewer stormwater accounts so a little bit bigger than broward they replaced a legacy system called central square and they wanted a solution and they were very specific about this they wanted a solution that provided billing accuracy customer communications regulatory compliance and to work with a vendor that have financial integrity and so let's uh have a listen to stuart economy was looking more than just you know getting uh a cis replacement done and moving on because we're looking to the future so it was important for us to have a partnership which itinerous presents and it's more than just a vendor relationship it represents a long-term strategic collaboration so utility operations are mission critical for us as we're self-funded organizations so we can't bill we can't collect we can't continue to make this for our customers so key points for us are billing accuracy customer communications regulatory compliance and financial integrity which all depends on the strength of our cis platform and having a partner like itinerous who understands that responsibility and is invested in our success is extremely important the partnership means shared accountability open communication and mutual commitment to continuous improvement and as we modernize our utility ecosystem itinerous is a key component of that strategy okay so we wanted you to hear from our customers because any vendor can sit here and say okay why choose this vendor uh i think hearing it directly from our customers is a better testament to our relationships with our customer and our focus on customer excellence i'm going to move now into the evaluation criteria uh which is we'll start with number five which is the functionality checklist and the proposed solutions again our solution is umax it is purpose-built specific specifically for utilities and and really specifically for water utility needs you can see the five components of our proposed solutions on the screen uh which is we cover all the functionality that you requested in terms of functionality that you requested we are a 98.48 match it's very high uh this match is out of the box and it's a testament to our existing customers and their uh ability to help us grow our product and grow as a company uh in this particular environment with this high of a functional fit i want to reiterate there's no required development uh it's all based on configuration to fit broward county's needs so there's no customization to fit your existing business process uh best practices and we follow this through with what we call evergreen enhancement approach which means that we're continuously updating our product to always deliver you the most recent functionality based on our entire customer base and those enhancements are delivered four times a year we will talk more about that now when i talk about our solution set i want you to understand that what we are proposing for you is in use by every single one of our customers with only one exception and that is the city city of tallahassee is not using umax field services they chose to use another product but the power of this is the solution that we're proposing is exactly the solution that broward county will use and you are an excellent company with our customer base again they all bill for water all of our solutions are delivered as a service in the azure cloud and you can see on this screen the uh the itinerous customers highlighted in magenta by the way magenta is our color are the customers that are most like broward county so to reiterate you're an excellent company with our customers um so now i've talked to you about products i'd like to move on uh to a bit deeper into products and talk to you about security and technology that is criteria number five on your list included in the rfp uh and we're also going to talk a little bit about the power of microsoft um and i'm going to hand this over to christoph again he is our svp of product management to talk to you about microsoft platform and our security go ahead thank you so our solution is deployed as a saw solution in the azure cloud which allows you to spend more time using the system and less time maintaining the system as a saw solution all our customers are on the same version which leads to a more stable and mature solution in the end now since umax is built on the microsoft azure umax is highly scalable so that means that if you need to run a campaign and you need you expect the peak in traffic to the customer portal the solution can easily support that by scaling up and down as needed now umax's solution it doesn't exist in the factory it needs to be integrated with about a dozen or so systems in your landscape and our open architecture makes integrating with other systems agrees with the library of about 150 integrations security is one of the biggest advantages of from being built on the microsoft ecosystem microsoft invests significant amounts of money each year to keep its solutions secure and in accordance with a wide range of standards such as iso 27001 sock the whole sock range fat ramp this and many more now umax basically inherits all that security compliance and on top of that as a vendor we have invested in obtaining and maintaining our own certificates such as iso 27001 and sock 2. now because umax is built on dynamics 365 high availability and disaster recovery comes built in our system has uptime of 99.5 percent an arc and an r2 of less than five minutes now lastly we don't believe in big bank upgrades they take a lot of time they take uh a lot of money to implement and on the other hand we also don't want to overwhelm you with new software updates every week instead we will provide you with four updates a year which we think strikes a perfect balance between keeping your solution evergreen and limiting the efforts it takes you to stay current this slide perfectly illustrates our product strategy rather than trying to build everything out of course everything ourselves we have made the strategic decision to build on top of two prudent ecosystems microsoft dynamics microsoft azure and this way we can focus our pressure resources on what we do best which is building utility specific solutions while at the same time benefiting from the innovations from microsoft this allows us to introduce new features at scale while minimizing the risk for our customers and this approach is exact approach has allowed us to integrate co-pilot ai and only channel capabilities the very moment they were released we have included those capabilities as optional in our quote thank you christoph uh just kind of put an exclamation on that um the relationship with microsoft is an extremely important one we get to rely on the innovation the security the innovation uh of the microsoft platform while itinerars itself focuses on utilities and meeting our customer needs in the market so we'll move to the next evaluation criteria item which is number six uh implementation approach and timeline will combine number one uh in this section which is project understanding and we'll also address your question on project management and training and for this second i'd like to reintroduce corey gallant uh he is our svp of business relations and customer success and he will be your executive sponsor for the project so corey maybe you could yeah good morning uh for our team happy to be here uh and thanks for uh thanks for taking the time to listen to me for a couple of minutes so yeah as kimberly mentioned as svp of business relations i think it's of utmost importance that from my perspective in my team that we're we're adding strategic oversight and we're really guiding the customer and as me being your executive sponsor i mean treat me as the advocate to kind of help brower through um both the the implementation but post go live to be that partner as you heard from our from our customers earlier and i think as we kind of progress through the hour you're going to hear kind of the similar theme right so from a customer success standpoint business relations partnership over vendor that's really what i want to focus on so as as you can see on the right kimberly rolled through some some of your um some of our customers that are highly relatable to broward um and i want to kind of touch a little bit if you move ahead kimberly we'll just kind of go through as as kimberly mentioned 100 100 success rate from an implementation standpoint it's really no fluke right i mean we we really boil it down to a series of critical success factors and and i think our methodology is it's it's not rocket science but it is a hybrid approach where we basically combine traditional waterfall methodologies with agile methodologies and we understand that every customer is different right so it's our job to understand the nuances of broward and make sure that we can apply the key critical success factors that are applicable to broward so if we look at the at the bottom of the screen it does come down to methodology we have proven the rinse and repeat methodology process that works right kimberly alluded to it that there's no there's no shock that we understand how to implement umax and the cis if you look on the right there's a variety of tools that we use that we share that makes it important so that everyone on the team both broward and itinerous are kind of walking in the same direction and then ultimately it comes down to people right from our side we need to staff and make sure that we have the right people to implement for you but on the broward side it's also equally important that we kind of have that partnership that buy-in from broward to make sure that we're all aligned and working in the same in the same direction so with that i think let me introduce mel the project manager as we as we kind of move forward and talk about people now thank you corey hello floridians i hope you're all doing well i was super excited to learn that i was listed as the project manager for broward county it's always been one of my favorite places to visit florida so of course it would be a pleasure to collaborate with you and especially visit your beautiful state and get to work with you my apologies for not being on site i hope you understand i have a project near and go live right now but i did want to share a little bit of background about myself just so you knew a little bit more about me i have over 20 years in the project and program management working working across both public and private sectors but i wanted to highlight one particular area because i think that you would relate to that most um for seven of those years i did serve at the city of wichita which is in my home state here in kansas as working in the project management office and i feel like i gained firsthand experience in government operations i really got to know everything about public works utilities and just the everyday realities of implementing technical implementations from the customer side so i can relate really well to what it's like to be in your shoes and i feel that time deeply shaped how i approach my work today i understand the pressures you're going to go through the priorities and just the need to have a vendor that's your partner someone who listens to you adapts with you and collaborates with you in addition to my government experience i've implemented numerous large-scale projects supporting organ organizations like cucamonca valley water district the regional water authority and gwinnett county water you'll find that my approach is grounded in the project management body of knowledge pembok it's tried and true practices we'll use well-defined phases and those gates to talk about how we move through a project when you work with me i pride myself on prioritizing transparency open communication and just i want us to be one big happily work family and have integrated teamwork making sure our teams function as one and we're united on our goals and we share those same goals as a group with me you'll always know where we stand what's coming next and how we're progressing so some of the things i love about project sure is the boring go live the kind where everything runs smoothly because we planned we rehearsed we collaborated but i also love celebrating all our accomplishments along the way and the big celebration at the end but we all know a successful go live is not uh the end that it's actually just the beginning and that's built on partnership and trust i do love my job and i hope that will come through as we work together i'm proud to work with itinerous a company that's never failed and when i did transition from working in the public or my local government role as a vendor i made a personal commitment to make it easy for teams like you to succeed so i'll bring my toolbox my my tools my tips my lessons learned all those best practices i've collected over the past decades i'll be right there with you side by side and it ensuring the project feels manageable collaborative and clear i'm truly excited and i hope i get to meet you all soon thanks for having me here thanks mom and uh good luck and enjoy your uneventful upcoming go live thanks for joining us thank you all now get back to work okay so now i'd like for you to hear from our customers on uh their implementation experiences when looking at itinerous uh we were confident that they could give the project uh the attention it needed um not just in strategy but also in uh resources uh given their uh highly competent staff i mean this relationship was rooted in trust and responsiveness and it really gave the commission confidence in the project success the implementation was a significant organizational effort that required strong collaboration on both sides of our business so from sarasota county's perspective itinerous brought knowledgeable functional and technical resources who really understood the utility processes and were responsive to our operational requirements and i mean with any any implementation of a new cis we know there's going to be certain challenges that arise but what was super impressive with itinerous and their staff is they had dedicated subject matter experts across all areas billing integrations data conversion and testing that if any issue arose even up to the executive level there was engagement to ensure we stayed aligned and move forward with productivity and what was really impressive is the team work closely with our internal departments to configure umax in line with all of our county's business rules and resolutions i mean we operate in the world where everyone is treated consistently and having our resolutions in place is our viable so that level of engagement was critical in meeting our needs and preparing us for our going okay so moving along in the valuation criteria we're now going to address number four four which is customer service support and maintenance one of my favorite statements is you can have the best product in the world but if you can't implement it and you can't support it then that product isn't worth anything for you so in this particular uh session i'd like to ask dana to present for you dana great thanks kimberly uh so at itinerous we're focused on the life cycle of our product uh we work to make sure that there's unity between the product functionality the business and industry needs we focus on what's working um best for our customers to support um them in their business development and strategies and we're working um to feed and we're working um to feed that information back into our development life cycle so that we can deliver it to all of our umax customers as part of our solution so this cyclical nature is key to how itinerous manages the product and supports our customers and this slide is a slide that talks uh a lot about uh all of the services that we provide as part of our sas and managed services offerings um there's a lot of detail in our rfp response that talks about each one of these elements that i would like you to refer to for detail and i'd really like to use the opportunity to focus a little bit on um my experience with itinerous as uh kimberly mentioned during my introduction i actually am a former employee of regional water authority in connecticut uh we went live in that capacity as their uh director of customer care in april of 2025 um what i got to experience there was a team that was dedicated not just to the delivery and implementation and all of the great things that mel just mentioned about the project management experience uh but actually a very seamless uh but actually a very seamless and effective transition into the support and maintenance uh uh cycles um the culture the dedication the drive and focus on customer satisfaction um was something that really resonated with me as a customer uh and turned into a very successful effort at regional water authority um i uh moved later in the summer of of uh uh our project i moved to pennsylvania uh had to leave my position at regional water authority and um was very fortunate to have an opportunity to consider a position within the ice center as family and as i weighed my options and i reflected on my experience with this team i'm super happy to share that i am witnessing internally that same um camaraderie cross-functional support and customer focus um as i did when i was sitting in shoes similar to yours um it's really uh very proud to be part of this and continue to build those intimate relationships and partnerships with our customers in my new role as director of service delivery so again very excited to join and i uh think this team really is representing what you truly experience as a customer of itineraries thank you dan we're happy to have you thank you yeah how about you doing just to sort of elaborate on this a little bit on on how we take care of our customers how we engage our customers uh we have intimate partnerships i think you've you've heard this a couple of times both from the video testimonials as well as from dana just then the intimate partnerships span really three areas for us if we can categorize it in that way we have customer advisory boards where every single customer has equal voice so every customer has two seats on our advisory boards we can also contribute to discussions like what's working what needs to be enhanced and categorize those enhancements as well uh actually rate them so we deliver the most important ones faster to all of our customer base uh we also have the deep relationships across itineraries from the very top of our management including our ceo and owner of itineraries all the way down to the service delivery team the people that you work with daily and then we have a focus customer success management team each of our customers has a dedicated manager corey actually manages that team so he stays very in tune with our customer needs uh and that is where we can give really the individual focus um to each customer so if you kind of look in the light blue boxes that all takes care of the day-to-day support the advisory uh and our uh csm program and then obviously the long-term product evolution how do our customers guide where we are today and where we should be or where they want to be in the future all of this guarantees that our clients are heard that your needs are visible at all times with itineraries we are not a running gun shop we don't just sell to sell we sell responsibly uh and strategically in the market which means that we know when we can deliver we know when we have staff capacity to deliver and of course always staff up for that ongoing support effort so again you're seeing a trend here uh i'm going to ask you to listen to a couple of testimonials about how we support our customers go live and ongoing support process has been great we have a consistent service delivery team that we're able to establish true relationships with and have a bond additionally very often some of the resources on our service delivery team worked on our project which actually makes supporting our ongoing initiatives that much easier because it reduces the ramp up time to close other tickets or when we ask for future enhancements because the platform is so stable we only require four updates per year and the team at itineraries ensures that customers are aware of what's being developed and what feature enhancements are coming so that there are no surprises in that we're always in alignment now that we are live with umax the focus obviously shifted from implementation to optimization and continuous improvement the itineraries team has continued to provide post go live support system enhancements and guidance as we refine workflows and reporting capabilities i mean there's going to be a lot of things that pop up that we realize okay well you know this was a good thought process but you know you know we want to go ahead you know we want to go ahead and change this because this is what we need and the responsiveness of the umax team has been phenomenal um we they structured support channels regular touch points and collaborative road map the processes uh to help ensure that you're evolving as our needs are are and and being able to address them and as our utility grows our customer expectations are changing we're not always be able to always be able to provide better service so they were able to provide better service so they were able to leverage their flexibility to adapt to our needs whether that's improving billing transparency enhancing digital customer engagement or strengthening internal reporting and analytics what we rely on the tenderness continues to check all the boxes i tend to not measure success in a partnership from price from those contractual obligations but what happens to the support that goes beyond that that we've been successful in working with the tenderness to personally design a flex pay or prepaid program that's totally integrated with the umax partner we've been successful in using the customer self-service as we recently rolled out a point of relief program over 90 percent of the customers signed up with them using the customer self-service so ongoing and ongoing support but all of the integrations that will always come as you do teacher upgrades they've been there and it's been a great partnership okay uh just one footnote on that again we focus on uh delivering our projects and supporting our customers customer satisfaction and our number one focus at itenters and we grow responsibly responsibly to make sure that we are always able to deliver that dedication to those to serving our customers moving on uh to item number seven on your list which is system feature feature enhancement and version upgrades uh with that i'd like to ask for christoph again to speak to one version you've heard one v one version a couple of times now christoph's gonna explain what it is thank you um so our methodology for managing software updates is called one fee one fee because of one version which means that all our customers are literally on the same version um it's the same version used by all customers now we don't do as i said before we don't do big bang upgrades instead we provide all customers with four updates per year grad already mentioned that which we think strikes a good balance between staying up to date and without overwhelming customers uh by weekly updates as some of the other vendors do and since every customer is always on the same version all customers get all product changes even the ones requested by other utilities um we manage our products uh by comprehensive roadmap process um of course we integrate our own innovation and the innovations provided by microsoft but we also give as kimberly said we give our customers the opportunity to influence the roadmap through the monthly customer advisory boards uh we integrate all these inputs from the various channels and various channels and we publish that or we translate that into roadmap which is published and distributed each order to all customers the roadmap itself provides an overview of the upcoming product improvements we plan to release in the next 15 months so we're always looking five orders ahead thank you uh just as a reminder on an earlier slide every single one of our customers is a sas customer no on-prem so there's no degradation of focus uh and there's only unity with all of our customers and moving in the direction that they dictate to us and any industry trending that we need to take into consideration uh so i want to just add one section here because christoph is just talking about the roadmap and we talk about the the collaboration we have with our customers our customers here's a couple of quick clips uh here's a couple of quick clips uh on customer collaboration for enhancements that our customers have come up with and that we have co-developed or worked directly with those customers to provide those enhancements to all of our customer base we actually just had a meeting today where we talked about the um our process for billing uh over um exceptions so when we have to do an estimation especially living in florida and our season starts in june and goes all the way to november and if 2024 was any any indication of what the hurricane season truly at its worst can be like when you have almost four storms we were estimating for about four to five months and with the current process how we structure and we're saying no we need it to be more autonomous that if a read doesn't come in this is what you do you automatically estimate you don't need for us to pull a trigger and when a read does come in automatically do the adjustments kill the old bill read the issue a new bill put the explanation in so we trust itinerous strongly enough to build that up and that's what we're working on bwc was uh explicitly looking for more than just a software vendor we saw a true partnership um the leadership uh highlighted that itinerous truly listens and engages in genuine conversations about the challenges and that made bwc feel like a valued partner not just a ticket um this relationship is rooted in trust and responsiveness it gives the commission confidence to take on new innovations and to partner with itinerous to see how we can continue to enhance the products and provide feedback to their development teams okay moving on to the next evaluation criteria which is uh a great one you wanted us to name the top three water wastewater utility customer service advantages and migrating to umax this was interesting it was an interesting exercise for itinerous as well when we listened to uh our customers we came up with really the ability to categorize in three areas and those three areas span across what we call our c-suite which is customer self-service customer service and then our cis system and we develop all three of those products they're natively integrated into microsoft and basically one big system but modular so our customers can choose what they'd like to use but a single platform so the first category is improved customer engagement the second is improved call resolution through operational efficient efficiencies by using a single system it kept coming up over and over again that our ability to replace disparate systems in their environment and eliminate swivel chair uh gave them the environment the ability to be more functionally accurate and efficient in their jobs and then lastly harnessing data for improved services now these are clips these discussions went on for quite some time uh we clipped based on the time limit we have with you and we wanted to to share some of the highlights with these particular customers manatee county was not able to do a video testimonial so what's written on the screen here are is there written feedback they provided to us uh so hopefully you do have the presentations you can read that in the future as you need and in the essence of time i'm going to continue on to the to the remaining videos okay so the three top customer service benefits gained by implementing umax how easy for us from where we were with the 27 year old cis system to today so the first one i will say is improve billing transparency and accuracy and umax provides that enhanced visibility into billing components later data usage history this allows our customers service representatives and um employees on a whole to resolve inquiries more efficient and with greater confidence and then the second one i would say would be enhanced customer engagement capabilities and our css portal the customer self service portal um because of these things we're better positioned to support online customer account management provide clearer communication and faster response times and allowing the customers to make decisions without having to contact us which helps to reduce call volume and improve customer status and then the third thing is the operational efficiency of meeting faster resolution um because umax integrates customers um billing and operational data more effectively our staff can access or access i'm sorry comprehensive account information in one place it reduces the handle time and it improves first call resolution which overall enhances the customer overall experience with us so our customers have been giving us feedback and while we can't be a hundred percent as our demographics allow for some customers to want to maintain because they like how things work people don't like change our employees are excited about the team because they're being able to work smarter enough harder and our customers enjoy their fingertips the customer self-service portal to be able to make changes and not have to contact us and wait online to speak to someone so kudos to you max for helping our ecosystem thrive and to be a much better place for employees to work in our customers to be able to use our services before our umax implementation when we had our legacy system we had seven disparate systems that we had to use to provide customers with information so csrs would need to access multiple systems to get a complete picture of the customer's issue post limitation now we have a single unified view of all the customer information in their interaction history and csrs could now understand or resolve issues quickly and more efficiently because of the confidence relationship we have with the team at itineraries we often embark on some collaborative feature creations and uh one that's been really impactful has been uh clever collect it's a smart sort of data driven solution um and it modernizes our collections process uh it moves beyond the traditional sort of one-size-fits-all letters uh that would be sent out as part of a normal election strategy and now we use data an automation to create personalized messages that we have found to have been far more efficient uh in customer engagement than a traditional letter it's really more than a collections tool it's a customer centric sort of platform helping us uh manage our outstanding uh debt in reducing the number of write-offs that we have here at the boss modern zero commission at bwc we utilize uh two work order management systems uh one for public facing work orders and one for private facing work orders and the ability to integrate both those systems into you max is a significant time saver for customer service reps because they get at a glance uh using the front office solution a full picture of what is transpiring with the customer's account when they have them on the phone or they're responding to an email um it increases our first call or first email resolution significantly i have the list of top things unexpectedly you see i would say i'll start out in no particular order but a customer self-service portal has reduced our call volume we find more and more now that customers self-manage themselves and go on that portal we have in excess of 90 i'm sorry in excess of 75 of our customers that now do self-service to the portal that's drastic all right secondly i would say our front office it is so designed that customer service reps can't go all over we used to have multiple options to steal a new star transfer there's one star and one way to do a new star transfer and that's made our quality insurance uh so much more accurate it has reduced our airs by over 40 percent uh and so those things are unmeasurable on the front end until after you see it and i think the final thing is we recently as most of the country has have gone through some very very cold weather we had what we call a water leak notification go out and that's in the umax product that water leak notification has paid dividends and helping customers realize that they have water leaks because not all customer as you know are always home they may be traveling with family and friends and have a water leak you don't know it they will get the text advising them on the status of the home and that is a big value-added game when you look at those states how they reduce phone call increase customer satisfaction that's what's continuing to make us the three-time home in the urban city that we are okay excellent um now we're down to our last question last item on your list and actually hans de kaiser just walked in the room he is our general manager of itinerous uh in north america and that's pretty appropriate the last question is itinerous financial viability so maybe you speak directly okay the camera is there okay i hope things are going well so far hello i'm hans de kaiser and the gm of itinerous north america financial viability uh for itinerous is about two things the top line and the bottom line top line growth is important it means you grow you gain new customers and you can continue to invest in the growth of your platform so you as a customer keep enjoying a fresh new platform but the bottom line is also important the bottom line needs to be in the black not in the red because if the bottom line is in the red there are financial pressures and somehow top bosses will give pressure and you make the wrong decisions you don't want that to make it sustainable your bottom line needs to be in the black so that you can continue to guarantee customer satisfaction and have the resources to support your projects and your customers how we do it as itinerous we grow sustainably we know at what percentage we can grow which allows us to keep hiring keep training people and keep a total pnl top and bottom line healthy and that's what we try to do so we can keep servicing you well said all right now the three of us are on the the top management team at itinerous and i can tell you he preaches this to us uh every quarterly business review our monthly reviews and uh we're happy for it because we all need to be focused in that direction i did want to add one point um and that is you can't just sell a product a project because if you can't deliver it and support it then you don't get the revenue from the project you're just literally adding check marks in the box for the number of customers that you have in the industry and that's not good enough and that's why we keep talking about growing responsibly and sustainably and the in the organization we entered the north america market in 2012 and we've been growing responsibly ever since so we don't sell a deal if we can't deliver that deal it's just as simple as that and we continue to grow our support staff to support those customers uh as they come into the itinerous family so it's important to choose a vendor that doesn't run a gun that is focused in the market that has experience in the market and that can not only just support our existing customers and the activity that we have in the market but most importantly to you to support broward county if you choose to join the itinerous family i believe we're in time that is the the conclusion of our uh of our presentation there are some additional slides in the deck that we forwarded that i can actually run just in terms of the slideshow so that you can watch them as you continue to ask questions of us these slides are simply itinerous by the numbers and our customer accolades and some of their achievements in adopting uh itinerous in our solutions so i will uh yield the floor to the the broward selection team and please ask us what you'd like thank you for your presentation are there any questions from the evaluation committee members this is ron thomas is your system an account based system or premise based it is either uh we have both models okay uh and and our customers actually represent both models as well earlier in your presentation uh you made the comment that you anticipate that we would be able to remove five systems if we were to choose you what five systems were you referring to those five are planet press that would be replaced by umax customer self-service and umax notification services functionality the next is everbridge that would be replaced by umax notification functionality your in-house order management system would be replaced by umax uh field services functionality docuware would be replaced by umax cis functionality and docusign would also be replaced by umax customer self-service functionality those are our assessments and certainly we would need more feedback from you to uh to see if you want to replace those systems number one because we could certainly integrate to them but we're offering this functionality as part of our proposed package and is included in our pricing my next question deals with delinquency charges we have a unique structure here from the standpoint the wholesale customers are given 45 days to pay before they're subject to a delinquency charge all other customer classes have 21 to 22 days pay before the delinquency charge is applied uh is that an issue for your system i'd like to interrupt you for just a second we do have one of our smes that participated in the product demonstration uh we weren't expecting a functional question but we're bringing him in the room right now so if we can hold on that question until josh comes back in we'll circle right back around to it it's okay that's fine thank you for that no problem includes my question okay yes so um can you see josh i can't see on my screen if you can actually see him in back of me you'll have to speak the camera just okay gotcha gotcha there we go so this is uh josh if you remember during the product demonstration he was one of our presenters and he's one of our subject matter experts so sorry to ask you to do this but will you repeat the question please not a problem uh what i mentioned is um we have a unique situation when it comes to delinquency fees our wholesale customer classes by contract those customers are given 45 days before they're subject to a delinquency fee all other classes of customers have 21 to 22 days before they're subject to a delinquency charge how would your system handle that so we we have what are called collection sequence links um it's a fancy word for a simple configuration right it's basically just defining hey per customer class what flow do i want this delinquency process to follow so for that specific customer class you can specify hey there's this different time frame and they also receive potentially a different fee and different notices right all of that is configured as part of those collection sequence links right so you you have this specific customer class you want to go down a very specific collections flow and maybe a residential um and you know multi-family customers go down a very similar flow so you can figure one for them and so on depending on how many different delinquency flows you have does that make sense absolutely thank you no problem okay thank you ron you're not allowed to ask any more questions you said you're done okay of course evaluation committee jonathan allen one of the evaluation criteria is pricing and i noticed that on your submittals you did not submit any um unit price for um two areas system administrator training session um you had zero submitted there and project team in user training session you provided um a zero unit pricing there could you please explain how you're going to address the um um training sessions and give a little bit more details of how it may be incorporated in another section in your pricing so just for clear excuse me just for clarification you cannot state any pricing in this meeting but you can clarify um what the evaluation committee uh member is asking uh as well we don't want to state any numbers uh it is very confidential and proprietary to our business so i will refrain i will tell you the two areas that you just uh noted they are part of our overall process and included in our implementation approach if there's no breakout it's simply blended in to the overall area and our methodology for implementing our solutions thank you does that help you jonathan it does thanks for the explanation thank you are there any other questions from the evaluation committee mr allen do you have any other questions no they responded to all my written questions okay thank you project manager do you have any questions one of the systems that you said for replacement you did say order management do you mean work order management leave so yes we have uh a full field services work order management solution that we have proposed for broward county based on your requirements thank you you're welcome thank you itinerous for your presentation the first presenter itinerous na inc has now completed their presentation and answered all questions would purchasing staff please invite the second presenter hansen banner llc to join the closed portion of the meeting for their presentation thank you so much itinerous and kimberly for your presentation please stay tuned for emails um when you can join the meeting again thank you very much okay thank you guys very much good morning good morning um are you with hansen banner i am with hansen yes okay thank you um will you have other staff members joining you i will let me we are texting on the side let me get them on we were i don't think they've seen your notes it just goes two seconds i see jennifer's joining we're just waiting on one more okay so as your team members are joining please review the meeting attendees in the team's participants panel which is on should be on the right side of your screen and re and review and compare that to the county staff which is listed in the team's meeting that we're displaying on the screen it's a list of county staff that's here in attendance okay and just verify there's no one else in this meeting other than broward county staff and your team and currently i see you glenn lamont jennifer those are the three members of your team who will be presenting uh this is bobby slayton and then um jennifer calonado will present as well and then glenn lamont will also have a few slides that he will talk from as well so all three of us and i'll just mention that we might have a um our fourth um member um what should be joining in time for q a um so if greg pigat uh joins um he is um expected say that name again please greg pigat p-i-g-a-t-e okay thank you so he will not be joining for the presentation just question and answer period we're just here for now let's see if greg can join now just keep it simple okay i'll do that because typically once we start it's a closed meeting we do not add any other participants that makes sense just just give us a minute he's on standby okay um again if you could just verify the list of broward county staff on the left and compare that with the um team's participants list and just verify that there's no one else that you see in this meeting okay and greg should be joining now okay so once greg um joins we will add him your team will have five minutes to set up um and the timer starts now to start so i'll be back greg is here now okay thank you screens to present from we see your screen do you want to advance a few slides to make sure there are no issues uh yes i do give me one second i'm just getting my situation set up so i can see you and my screen all right did you see the slides advance yes we did i think we are ready if you are ready okay um purchasing agent please start the 60 minute timer okay you may present first off thank you for taking the time to meet with us i wanted to quickly introduce myself my name is bobby slayton i'm an evp of um energy and utility for hand technologies i'm based out of atlanta georgia and um i've known about broward county for quite some time never had the chance to meet you um as you know uh hansen is your current cis provider with our the peace platform but what we're going to be talking about today is our other cis that we provide here in the united states i come from a long background i've been in the industry uh for this is my 30th year and i've been part of this application for the majority of my career so i'm excited to tell you about our application tell you a little bit more about hansen that you might not know i'm joined today by jennifer catalanado who is our your account manager uh glenn lamont who you probably the name you probably have heard before glenn is a long time employee was with the peace platform was your account manager previously and he manages our account and then greg pieg is over our rd of our product that we'll be presenting today all of our team members have a long history in cis billing and all have participated in different types of deployment of cis applications so what i wanted to start with is really just reintroducing you to hansen hansen because hansen has probably changed quite significantly since you were first introduced to hansen over 20 years ago currently today we are a company that has about 1600 employees have 33 offices worldwide we are headquartered out of melbourne australia but we have offices all around the world here in the united states we have an office in columbia south carolina that's where greg and jennifer are located as our primary development center for this application along with offices out on the west coast in california as well as in toronto canada i work out of the atlanta georgia office which is a small sales and marketing office here in atlanta hansen is a publicly traded company that you might know we're traded on the australian stock exchange uh we've been in the industry this is over 50 years and have seen a blast success in our history we serve two primary industries or verticals energy and utility billing from a billing perspective and telecommunications those are the two industries that we serve we have over 600 customers globally and we roughly serve about 62 million customers around the world hansen has primarily grown through acquisition which you might be aware of this is our long history of acquisition and i want to point to a couple of acquisitions that are relevant to this conversation the first one is is the first acquisition at the top october of 2008 when they acquired the peace platform which is your current billing platform um peace as you know was a very widely used application and hansen has continued to service that application it has started to move more toward large uh retail and large electric organizations um especially the excel energy deployment that we have here in the united states other acquisitions i want to point you to is the may 2014 banner that is the apple the historical application that we are presenting to you today and that is our go forward a platform in the united states for regulated utilities like i mentioned earlier i started with this application back in 1996 that have a long history along with jennifer and greg on this application the third uh acquisition or actually investment that i want to point you to is our latest one february 2025 uh dial ai dial ai is a small ai company that hansen has taken a strategic investment in and we have continued to work with them over the past 18 months or so to build out our ai solution which is part of part of our overall offering to browwood county so again historically we've grown through acquisitions our approach over the past 18 months has started to grow more organically through new customer acquisitions and we've started to see more success in that area which i'll tell you about in just a minute one of your questions was around the financial stability of of our organizations was appropriate to add a slide as we just released our half year results uh yesterday um and i'm pleased to say that hansen from a financial perspective is a very stable um very growing from a a revenue perspective in a very nice space and we continue to see a very positive movement um from a revenue from an ebida perspective so if one of your evaluation criteria is the uh strong financial position of an organization and our ability to scale uh i i think hansen is well positioned in that area uh we are roughly about a 400 million dollar uh australian dollar software company and we invest about 10 percent of our revenue back into our products annually and we continue to see growth of our applications as we change our licensing models and we we work with customers to transition to more of a sas deployment than a traditional uh perpetual license model i put in links in the in the uh presentation to our financial results for all of 2025 as well as our half year results of 2026 if you're interested in getting more detail but as you can see we've got a very positive uh financial position and continue to move in a very positive direction at any time i think we're saving questions to the end so uh please just let me know if you've got any additional questions at the end related to our financials so one of your other requests to to get a better understanding of what we feel we do well and uh i wanted to highlight a few key things that i think you'll find unique about hansen as you look at the different vendors um that you're you're working with the first one is what we call meta data driven configuration and what what that means is within our application really all of our applications we have moved to a philosophy of being able to configure the way our application works and the way that your users experience within our application is configured by using data to drive the product configuration and what this means for you as an organization is it allows for you to quickly modify our our application change the business processes change the look and feel of the application without having to make coding changes it's as simple as going into a set of administration tables that allow you to update values within those tables which then reflect in the change in either behavior or look and feel of the application uh throughout the system so a couple of key points is it is by design that all of our screens and processes are flexible and configurable so what this means to broward county in the future is as your business changes our application can change with you without having to do spend significant money on modifying an application or getting consulting services in to make those configurations our entire philosophy around deploying our application is enabling your team to be self-sufficient not requiring us from a professional services perspective to do the work on your behalf we're always willing to do that work on your behalf but our philosophy is to enable you to be able to do that so this results in you know configuration everywhere higher adoption less training and then our application is built for change so i wanted to give you a couple of one quick example just so you can kind of grasp this in your mind this is a screenshot of our account maintenance screen so as you can see it's got a lot of different data elements on it it's got tabs at the top this is how this screen would come come right out of the box as we deliver it but through that metadata configuration we are able to make quick changes and i've just highlighted some of those changes so unneeded tabs were removed we renamed and made fields mandatory and that second block we relocated fields we definitely shrunk down the number of fields on a screen and we removed some navigation buttons this screen that you're looking at was actually a screen that was part of a customer deployment and by exporting the metadata from that customer and importing it into our demo environment we're able to recreate this screen that a customer configured in our demo environment just through a simple export and import that's just an example of the power of our metadata configuration so again it out of the bottom screen reconfigured screen so you can see a very significant change in how the the application looks for your end users the next one that i wanted to talk about is our ai solution we have been marketing our ai solution for about 18 months now and i've been told that hansen is probably about 12 months ahead of any vendor in the market as it relates to our ai solution we have two customers that will be going live on our ai solution at the end of april it is production ready today we are doing full csr related transactions so think a caller comes in basically anything that they need to do as a csr would do we're able to do it with our ai solution today all of the transactions and all of the interfacing between our ai solution goes through our integration framework and my next slide or a future slide we'll talk about our our integration framework our philosophy is around everything that happens in our application needs to go through our integration framework this allowed us to quickly integrate our ai solution and it allows us to quickly integrate any solution into our database back on our ai solution we have a concept of human in the loop by design that means everything that our ai solution does is auditable by humans can watch the transactions occurring can step in as needed to make sure that the ai is properly servicing those customers can take over from the ai if needed and transfer to other csrs as needed we are in the process of redefining the role of a csr at a utility we look to elevate the csr to make them from take it from just handling calls to a strategic operation within your utility our vision is to change the role of the csr to allow them to become more of a caregiver and an overseer of the ai layer that we're putting in customer service and really elevating those call center people to become a strategic differentiator at a utility like i said we are a market leader i've been told by many individuals that hansen is way out in front and you know one of the things that i wanted to point out is as other vendors talk to you about ai solution you know dig in as to where they're deploying and what are they deploying a lot of vendors start with a a agent assist approach we started with a full csr transaction approach the next differentiator that i wanted to talk about is our relationship model with our customers so we provide a sas deployment that really starts to move a lot of the operational responsibility from you to us allowing you to really refocus on what you're there for which is serving your customers we don't want to run your business for you but we want to support you and we want to be that partner that helps you run your business more efficiently and more cost effective we we take on all of the infrastructure and upgrade burden of these types of applications we provide a quarterly update process but what we do a little bit different is rather than mandating when you take change from us we schedule it with you and we work around your business to make sure when change comes to our application it's at a schedule that works for you and it's not mandated by us another key aspect is with our application we provide a fully integrated learning management platform which provides your team a structured onboarding approach to learn our application so you can quickly get new team members up to speed without having to come to us and schedule training and pay us to train your people it's integrated as part of our platform and it's always available and it's included in our in our deployment as well okay as i mentioned earlier our integration layer really is a key differentiator for for our system our integration layer is the only way to access our data architecture and everything in our application drives through our api layer that screen that i showed you does not directly access our data our database it goes through our api layer so there is one method to access data for not only our screens but our reports our dashboards our third-party applications everything uses the same api layer this api layer is a restful api layer which is the most modern integration technique available today we have over 200 integration points exposed and it allows you to continue to expand uh the use of our application even outside of a traditional metered cache deployment we have we have customers that are using third-party applications to pull data directly from our application going through our api layer we have standard out-of-the-box integrations with payment vendors with work management applications really we have addressed the challenge of integration with these types of systems by being an api first architecture which really allows us to quickly integrate and quickly expand the use of our application a couple of benefits that this provides to you i mean obviously the third bullet avoids vendor lock-in we're in a world where changing applications is going to be part of our dna and what we've provided to you is the ability to quickly move different types of applications in and out of your enterprise without having to worry about integration as a key uh key um hurdle to have to get over so again another challenge that i'd like to put forward to you is as you talk to other vendors think about how are they using their own integration layer are they using it as part of their the way that their system works do they just use it just to bring data in from third party or push data out at handsome like i've mentioned integration our integration layer is is part of everything we do from an application development and an application deployment perspective so we fit into your ecosystem rather than force you to fit into ours a couple other points i want to make is um risk mitigation as i mentioned earlier financially strong organization i don't think you'll find a more financially stable organization in the cis market uh besides hansen uh we've proven implementation success i'm going to talk about that here in just a minute hansen wants to be and is for our customer a single point of accountability so from a deployment perspective we will be the prime on the deployment any third parties that we bring in will report to us and so we will be that single point of contact for you not only during deployment but after your deployment so if they're support related items everything runs through hansen and we coordinate that support across third parties that you're integrated with the final point is around organizational change management one of our key factors with our deployments is we bring in a third party to provide you a service of getting your organization ready for this change we fully recognize that changing a cis is it's like open heart surgery for a utility and this is a significant change to your staff and your community so we bring in a third party to help you from a communication and help you be ready and then also it helps from a i.t perspective to understand the difference between managing an on-prem application like you have been doing to managing working with a sas provider like hansen to understand the difference in roles and responsibilities that's one of our key founding aspects of our deployments and we think it's a huge differentiator and we've seen significant success with our deployments by having a third party from a organizational change management perspective so what i wanted to do next is talk a little bit about our customers because i think you'll find our customer base looks a lot like broward county and i think that's a key aspect to this is where do you fit in as it relates to all of our customers because as everybody knows utilities like to work with companies that work with utilities like them like them so the first point is hansen cis here in north america we've had a very successful track record of successful on-time on budget projects over the past five years every project has changed we're not immune to you know identifying new changes within a within a deployment but none of our projects over the past years have had significant cost overrun everything is worked within the budget budgets do change as we get into deployment as we find you know new requirements or if the customer has for new things but we have been on time and on budget with all of our deployments over the past five years good point i want to make is we won the best cis implementation with new mexico gas in 2025. every year we go to the annual used to be called cs week now it's called iucx and last year we were recognized with new mexico gas as the best cis deployment in 2025. it's a great story i put provided you a link to that press release and there's actually goes to a video that talks about that and we're super proud of that accomplishment it was a very large deployment and it went very well it was on time on budget as you can see below that i've got a list of future sas deployments that we're currently working on i wanted to point out a couple charlotte county in florida has been a long-standing customer of ours that's moving from an on-prem to a sas deployment with us and we expect them to go live in q1 of 2027 and then martin county as well is in the same similar situation that will be moving to a sas deployment as well city of alexandria is a new customer for us and they will be going live i'm sorry city of kingsport is a new customer of ours they will be going live april of 2026 and they are one of our first customers to take our ai solution city of alexandria city of newburn and then we have a new logo that we are will be announcing very quickly uh once our contract is finalized all of those customers are also also going on a sas deployment city of newburn is an interesting customer as they have not only taken our cis application they've also taken our taken our meter data management application and we are providing that application for both electric and water meters because they are wanting to provide a lower level of granular detail around the billing determinants and the consumption usage of their customer base back to their customers so that deployment of our ndm application will happen uh will be finished up later this year the other aspects of this slide just gives you an overview of some of our customers i want to make a very strong point here 80 of our customers bill water hansen cis from north america has come up primarily servicing water but obviously like all of the vendors that you'll be talking to we service all utility types but by far water is our strongest utility and we've got a long and successful track record of deploying uh for water utilities so national water jamaica public service that's the entire island of jamaica we provide not only their water but their electric billing city of columbia is one of our flagship customers right in columbia south carolina where our development team is and we work very closely with them city of virginia beach has been a hosted customer of ours for over a decade and we work very closely with them in terms of a water deployment okay so a couple of things that i wanted to point out before we get into a couple of case studies because you asked us to talk specifically about deployments we have established a set of guiding principles that are key to any of our deployment the first one is what we call base first and what that means is we are asking our customers to look at our application it has over 30 years of best practices in the application and be open to taking off the way our application works and committing to using the application as designed rather than asking us to modify it now there are some exceptions to that obviously if we don't meet some sort of regulatory requirement that you have to meet hansen is more than willing to to be open to that but we would want to roll that change into our base application and not charge you as part of any ongoing maintenance of that customization so that's really the only exception to that base first uh rule that we're looking for our customers that move forward with us to adopt the second one is we have been doing this a very long time the number one risk to these projects is staffing on the utility side we recognize that these these projects are very disruptive they're very hard to stack to at times so we even provide third parties that we can bring in to help you from either backfilling for your key resources and so they can step in and do part-time work for you to free up those people or if you need us to bring in people to help from a project perspective and represent you we've got partners that we can bring in to do that as well the third guiding principle is quick decisions everybody knows change is difficult everybody knows that we've got to move quickly because we want to get you an application that you're seeing that return on investment as quickly as we can so one of our guiding principles is we ask that if a decision needs to be made around configuration or a business process that we set a timeline for that decision and that's we we shoot for a five business day turnaround on decisions so we look for you to empower your project team to allow them to make these decisions again our application is highly configurable we know that there might be change that we put in that might not be 100 right and we can always go back and reconfigure things post go live but what we can't do is sit around for weeks on end waiting for a decision because it's just going to delay the project and then the final guiding principle is collaborative working collaboratively with all of our customer deployments we like to be viewed as a partner not just as a vendor we feel like it fosters a more healthy working relationship and we have found that it starts off our projects uh very positive and it's learned to extremely long-term relationships with our customers most of our customers like broward have been with us for over 20 years and we look forward to that ongoing long-term relationship and then the final two kind of underpinnings of our success is that organizational change management and that that learning management platform that we provide to allow you to quickly bring people in either as part of the project or as an ongoing uh to to train people that need to be introduced to our application so we feel that those two things are very key to our success as well so as part of your request you wanted to ask about some case studies or some examples of some deployments so we picked out a few that i wanted to take you to rather quickly the first is the city of regina in saskatchewan canada they've been a long time customer of ours they're approximately 72 000 accounts water and wastewater is their primary utility we did an on-time on budget 12-month deployment of the same version uh that we are presenting to you uh they you they are a big time user of our handsome business intelligence so that's our reporting and dashboarding and they do a lot of their own system configurability that's what i was talking about at the beginning they're currently deploying our latest quarterly release which is our 2026.1 release as part of that quarterly release cycle that we do and a couple of the key contributing factors that i wanted to point out is you know around application knowledge as i've been mentioning is heavy user of our lms was a key success factor they were a highly engaged team with quick decision and we had a very transparent dialogue resulting in quick resolution of issues throughout the project we've got a very strong working relationship with the city of vagina and we expect them to continue on our application for the foreseeable future brenda hutch provided us a very nice quote that i put down there not going to read it to you but i think it kind of represents the type of work that we've been successfully doing with our customers another customer i wanted to point out which i mentioned earlier is the city of newburn city of newburn was one of our first sas deployments that we did and we really started with them in a hybrid model back in 2021 as we were defining our sas offering and they've been a very great strategic customer uh for us to work with to help define that service that we've been now standardized that we have now standardized and we've been deploying since around the 2021 time frame so we moved them from that hybrid model to a full sas model in under six months and as i mentioned earlier they're now taking our ndm application which we've brought over from our european region our ndm has been in market there for over five years we have over a million meters that use that indian platform and we brought it over to the united states and added support for water so we are currently we've obviously we've completed that upgrade to a full sas model for our cis we are now adding on our self-service portal and we are talking to them about our ai agent that i mentioned earlier so city of newburn will probably by the end of 2026 early 2027 have all of our entire technology stack in a sas deployment and will be really a flagship customer for us using all of our products so again very engaged team from an element uh i've had a very positive experience with them charlie bouchard who is our very close we have a clear very close relationship with charlie provided us in that a nice quote related to our capabilities and our ndm specifically the final case study that i wanted to talk about is one of our most recent deployments city of alexandria serves about 30 000 utility customers from water wastewater uh stormwater as well they were on an older version uh of our platform and we moved them over to our our latest release so they were about 15 years um back so not not too much too far back from where um broward is in terms of a a more legacy application we moved them from an on-prem to a full status deployment and we did it in about seven months now that time is obviously very aggressive and we fully recognize that that might not be right for all organizations so we can move slower or faster depending on what's the right speed for your organization but in alexandria's case they needed to move very quickly because from a political perspective there was an expectation that was set with their user community of significant change around their customer service platform and hansen was able to step up and deliver on time on budget as well so again next phase we are currently uh moving them to our self-service portal as well as our ai agent and we've had very strong contributing factors from an implementation perspective which lines up with again our our our key success factors around ocm and lms were those key differentiators rick ranson who is the main oral assistant uh i reached out to rick last week and asked him for a quote and he provided me a very strong uh quote as well that that you can read so with that i'm going to wrap up my kind of overview of hansen as well as you know our kind of guiding principles our key differentiators and some of the uh a little bit of a view of our customer base and some of our implementation success that we've had i'm going to turn it over to jennifer who's going to now dive in a little bit deeper on our implementation to address your request from a project management perspective jennifer hi everyone hi can you hear me okay we can fantastic hi i'm jennifer catalanato again i am the current broward county um utilities project manager and it has been a pleasure to work with you guys um thanks for um listening to us today so as bobby mentioned um i've i i'm going to walk you through the kind of the project management aspect of our presentation of a long um history with implementing the product before moving into account management so i will move into this so we'll go ahead with next slide so on this slide this is the um implementation um you know high level schedule that was included in the rli response so at the top you can see it's month one through month 17 but we're proposing a 12 to 14 month implementation so you can see it the first part that the month one and month two are our engagement um phase which gets us through the contractual period um and then month 17 16 17 are more the post go live operation phase phases um and then in the middle is that 12 to 14 month um period um in which we would hope to be able to bring you live on um the hanson cis that we have previously referred to as banner so with that um we say 12 to 14 months we think you are definitely a candidate for closer to the 12 month um because we um have both the legacy application knowledge and the um new cis knowledge um from the database to rates and and your um uh procedures so um that would be kind of what we were targeting but as bobby said we you know we do tailor to what you guys need um your you guys's capacity and um your project team members availability okay we'll go to the next slide so this slide um um we included because this is kind of our philosophy um it does support the uh key success factor factors that bobby mentioned um regarding base first proper staffing quick decisions and collaboration and partnership so um the first box talks to our utilize utilizing the baseline um product um so we work very close with our client community um within this realm um and we provide mechanisms for continuous input into our base product um our roadmaps are client driven um so we have every confidence that broward can use our out of the box application um with um the configure configuration options um that bobby mentioned through our metadata driven application so we feel great about that um again working with adoption of best practices we've worked with our customer base to ensure that we have knowledge of the best ways to operate our system to make our customers efficient and what they're trying to do um so you'll see that we have several there's so many workshops we can offer um that allow you to make the best use and the most efficiencies of our system so that goes into that next box of you know we would kind of drive those those um things out during um a series of workshops that we would have um in the first part of the implementation um once we get through those workshops you'll see that um a part of the output of those workshops is driving out what what configuration changes we can do for you to maximize your efficiency with the system so we will we will record all of those um and for implementation um as bobby mentioned we have our application integrated with our learning management system um so that is equipping new customers um on the application along with new end users that um that may come along later to utilize our training videos and materials um that keep you guys um knowledgeable of not only what is current but what is up and coming um with um new quarterly releases and then all of this together um kind of puts you in a position where it minimizes your go up post go live dependency um so you're autonomous um but nevertheless we um have a robust um post uh post implement post implementation support um and as a part of our sas offering um and that we will kind of hit the highlights of as well all right we'll go to the next slide bobby um this slide is more of our internal um tools um that we use in our implement implementation um so these tools um from you know we do go with microsoft projects um we are um a big jira um user um we use sharepoint we we set up teams in sharepoint um our main method of collaboration is microsoft teams at this point um we um we monitor project success um so we are always tracking actuals to estimates um and we do have this at a granular level um for internally um but we also provide data to you guys and um recurring reporting to you as well um we have information on defect um rates of um entry and closure um our resource utilizations um scope risk we'll get to those as well internally we have daily stand-ups to make sure um the team is geared up for what we need to do today to accomplish what we need for you guys um weekly team meetings and monthly steering committee meetings so with all that said to be in for our internal tools is that we have a lot that we are using that you may not see but what you will see is that during our project initiation um we will establish a reporting cadence and um what you guys would need to see for ensuring success on our project we work with you on that cadence in regards to status reporting meeting and recurring meetings meetings um and steering committee meetings and those are fluid so if you know things are not going as expected we can ramp up those meetings um if we find that we're meeting too often we would bring those down so um we will definitely establish that cadence during the initiation phase of the project next slide so this is about our risk medication procedures so identifying and mitigating risk is extremely critical to ensuring an on-time and on-budget implementation therefore we definitely maintain a risk register um for each hansom project um for tracking risk actions issues and decisions um so we will we do maintain those and those are reviewed um with you guys um at the cadence we discussed to move something okay so now we are in our definition phase so what i wanted to do in the next couple of slides is we provided you the high level um the high level implementation um from start to finish but what i don't think you guys have seen um because i don't think this level of details in the the rll response is everything that we have organized and ready to go um to support this 12-month implementation and i know a lot of times customers um want to know what's expected of them um as well as what we are doing so these slides are kind of give you an overview of not only what hansen will be doing but kind of what um the corresponding things that um broward would be doing um at the same time so in the first 45 days obviously that's our project initiation phase um so we will be collaborating with your team members um your project um oversight committee um comprised of a project manager and your stakeholders to develop the project schedule um develop the um a formal project um kickoff um with that kickoff what goes into that is making sure we capture your goals um for the project your success criterias um we also begin the process of looking at any potential risk and mitigation and management of those risks um so we that's all in the first 45 days um at the same time um our functional leads are working with your team members to to determine which modules um of the cis apply to your team members we start building your environments um upon having those environments built you will readily have access to that learning management system and that's uh where we we would like you to take um take initiative to go ahead and start those training courses before you even receive your on-site functional training which probably occur within the first 60 days of the project so we want to equip you with going ahead and getting those modules underway that will help your team um have you know successful adoption of the application during training so that first 45 days is critical we want to have a formal kickoff with your team and ours making sure everyone knows um their roles and responsibilities then we would move into um we'll back up one more bobby so within um after you get through functional training um we will be doing that on site um technical training that's up to you guys um it will include auditing and security um but once we get through all that training we will begin our implementation workshops um i don't think i've i'm sure there's probably one or two missing from here but we will begin data mapping workshops organizational change management integration requirements stock uh definition workshops business process application workshops so um that's a critical one um that i like to point out because um you'll learn a lot during your training and this is where we kind of hone in on applying it to your business processes um which then goes hand in hands with your ui configuration needs and um defining the system rules that work for you so uh for example a system rule being what kind of you know payment arrangement types do you want to offer um so that sort of thing so those kind of all go hand in hand and based on those things we would come up with um you know what are your needs we will come early out of the gate with a user acceptance test workshop as well so that that planning can um um just kind of occur in parallel with the rest of the project sorry bob next okay so this kind of gets us into our build phase which is approximately months four through six some of it will actually probably start a little earlier but that will be your um where we start our first data con conversion pass um so you'll see that i say rework so we we've got three data conversion passes um expected so you'll see one in the first four to six months uh another one um two more in the next seven to nine months so with each one of those data conversion passes we will be working with you to validate financial integrity um and then review the aggregate aggregate and summarize data so for example the you know how many accounts how many meters how many services um breakdown of the services breakdown of the accounts listings of exceptions where the mapping program um couldn't find a couldn't find a fit so all of that will be occurring um and then we would be looking for you to kind of look do the side by side comparison with the from an account in your system in the legacy system to the current cis and and how and work through us on any changes that are found there um the workshop output the critical output of the workshops is um documenting any requirements and acceptance criteria so when you're going through these workshops you might define you might figure out you need um this type of report that we can build in our pants and business intelligence intelligence module you might decide like bobby showed you you want the account maintenance screen to look and feel a certain way we would define all those requirements and not only what the requirement is but your acceptance criteria of the requirement the importance of the acceptance criteria obviously goes without saying but that helps us quickly once we get those development deliverables to you it helps you quickly approve what approve the change because the you readily have identified the acceptance criteria and then there's no back and forth on should have done this or should have done that so it makes the process quite seamless so as we develop those requirements and you approve those requirements and acceptance criteria development will begin um and deliverable will be um moved to your testing environment um as they are ready and they will be pre-validated against that acceptance criteria by hansen qa resource um before it gets to you so um then we would be looking for your initial testing um of each development deliverable ensuring that we are ready for a user acceptance test um in the kind of third quarter per se of the project so that kind of gets us to months seven and nine so we are going to be continuing um developments and we will make our way into user acceptance testing um so we can continue to the next slide so i wanted to point out um user acceptance testing because this is very important we do come out of the gate early like i said with um the workshop to get that kicked off because user acceptance testing is except is executing your business processes against the system so i know there's sometimes miss i guess some people think it's executing test cases and we want to point out that we think it's executing your business processes so we come out early because preparing for system test is also organizational change management is also setting you guys up for success for um maximizing the efficiencies of the system so we do have important things we want to capture with an acceptance test plan and that we will talk about during our workshop which is what is your interest correct entrance criteria your exit criteria um and then we talk through mapping business processes to cis modules coming up with a schedule coming up with the resources and then sequencing those business processes for applicable execution um and then we will execute the test so within that we will be applying fixes um and within when testing begins we will be making determination you know the timing will be around whether or not is hansing ready for the next quarterly release so we would time everything to make sure that you got you were you were testing on the latest and greatest as you would be going live on we report issues through hansen's um jira service desk application so um that will continue as well so now we're in the fourth quarter um so then you'll see that we go through mock go live one um mock go live two so prior to mock go live one we think we have a good deployment plan we're going to refine it after mock go live one and make sure everything executes exactly as we expect to go live with mock go live two um let's see so then we are live yay um and then i wanted to point out um you know the importance of our post their life support so it is 24 by seven uh sev one support um there is uh post incident reports of any sev one that you will be provided by our um operation support team um there will be um an annual review of the support hansen provides to you for your feedback and input um we deliver technical service bulletins um with each quarterly release there's extensive documentation available um on the lms um for any um any change included in a quarterly release that would impact an emu an end user that is not straightforward or is a new module then there would actually be a training video to go along with that um we obviously always have continual system monitoring um and so during this phase um we will be looking for you to approve and test quarterly deployments and keep yourself current on the latest and greatest and continue using the application and per your um latest request and in regards to this meeting um i did want to reiterate that this is the project team that we have proposed um i've worked with all of them um extensively and um which shows my age because so they all come with um decades of experience um and and so they are ready to support this implementation when you guys are i think that's all i have it is just just a couple of points i know we're about eight minutes until the end of our a lot of time but i just want to point out a few things in terms of go live success um this team with this application has a 100 success rate on go live once we have established a go live plan and we have worked with you on timing go live weekend what's going to occur we have we have never had a failed go live where we've had to reschedule or roll back or anything like that we take go live and preparing our customers for that transition extremely serious and and our entire track record over 30 years everybody has gone live when we've agreed to on and according to that schedule so it's something we're very proud of and it's something that i think is a one of our key uh accomplishments so then this next section which what i would like to do is i'm going to just go to a closing slide because i think this might be part of the q a we did put in a few slides on our um position on uh requested exceptions i'm i'm sorry sir um we've already gone through the exceptions with the county attorney's office so unless you are waiving all the exceptions that you've taken we cannot discuss this at this time that works for me we will just skip right over those slides and then we will just go to our my final slide and we will conclude in about two minutes so i just wanted to make a couple of key points that i think are very key uh the first off is brown county has been on i'll say my radar but it's been on the the banner team's radar ever since we joined hanson in 2014. i was the general manager of the group that came over when we were acquired one of my first questions to the hanson management team is why isn't broward county part of of our family here in the americas we've serviced customers that fit your profile for decades and i've been wanting to move you over to this application ever since 2014. understand where we've got to but i just want to reiterate that that you and your organization is a perfect fit for our user community and i think you'll see a lot of benefit from being part of this part of our uh the hanson family where you've been in a much different situation with the peace platform but your history with us with hanson will pay off i mean data conversion as jennifer we own the source system as well as the target system we will be able to quickly work through those data conversion iterations and address any data conversion related issues because we've got the expertise on both sides of the data conversion process business process configuration as we've mentioned highly configurable allocation we will be able to quickly reconfigure the the our application to meet your needs obviously through the workshop but we will come with a a significant amount of knowledge around the way for our accounting works today so that'll benefit us from a business process from a rate setup perspective and also understanding your regulatory requirements as we understand it in the peace platform today final points i just want to reiterate my key differentiators metadata driven configuration allows us to quickly uh implement change that you require either from a screen perspective or from a business process perspective without making coding changes would not affect deployment of future upgrades it's all compartmentalized outside of our core application through that metadata and does not result in any additional costs if we do reconfiguration our ai solution does not replace csrs we have a human in the loop mindset where we want to elevate your csr community we want to put them into a new strategic role within your organization and really start to change the way that they look at their role and change the way your community will look at you from a customer service perspective we think a hybrid human ai solution is going to be the preferred customer service deployment method going forward and we think that we are ahead of of all vendors in the market in this area integration layer it's an open ecosystem that allows you to connect all types of applications to our cis in a very quick and easy way through our restful api layer and we think that that's a key differentiator because not only do we have it but we use it in everything we do from screens reports dashboards and our additional modules that we provide as part of our overall solution utilities should focus on running utilities not enterprise it we know our application we know cyber security we provide all of these types of tools to allow you to refocus your organization on running your utility and allow us to be your partner and helping you with managing these very difficult large enterprise large ecosystem of applications and then the final one is around the risk and risk mitigation we are a proven partner we have maintained solid relationships with our customers for multiple decades and we continue to show that through our deployment people see a rapid return on their investment and they with a low risk partner as hansen that's financially stable and able to deliver on these types of deployments and with that i'm going to close our presentation thank you for your presentation are there any questions from the evaluation committee mr thomas this is ron thomas i have two questions for you is your system a premise based platform or account based our system is uh what we call an account base so what the way that it's organized our data layer is every customer has a unique customer identification and every premise has a unique premise identification the combination of those two creates the account number so it would be six digit before the dash six digit after the dash and that is the unique identifier where we marry a customer with a premise but a customer could be responsible for multiple premises so they could have multiple account numbers which again is that combination of the account side i'm saying the customer side and the premise side coming together all right thank you my last question is um with our customer classes on the wholesale side by contract those customers are provided 45 days before they have to pay on the retail side it's 21 to 22 days before they have to pay obviously it's it's the same uh delinquency charge but would that be a challenge for your system having two different time frames now not at all with all of our deployments i mean obviously every utility has different types of customers large cni you know standard residential small business that different rules apply through our rules and validation tables that again back to that configuration we can configure different types of business processes based on those account types and the system can support that not only from a payment time up payment perspective but also from a delinquency path we have the ability to configure multiple types of delinquency paths based on those customer types to support exactly that type of scenario that you just outlawed thank you are there other questions from the evaluation committee hi this is drew for a long time i have one question um on the learning management system is that something that will be available during if we chose you for the duration so as we onboarded new people and stuff like that they could use it or is that just during the implementation portion of yeah our platform is available day one from a from an implementation and that is how we we continue to deliver as we do those quarterly updates we deliver new lms modules for your team to learn the new capabilities that we delivered and it's always available to your staff it's integrated with our platform so they can click on a button in the upper right hand corner and it will launch the lms and we even go to the point that if you have specific courses just for broward county that you want as part of those learning paths for new employees we can host those learning paths for you and we can build specific broward county learning tracks within our lms that they can let that they can leverage not only our core content but content that you've developed that you want to incorporate into that overall learning path it comes standard with our deployment and there's no additional charge by user or no additional charge by module or anything like that it's all included in our our fees are there any other questions from the evaluation committee project manager do you have any questions thank you hansen banner llc for your presentation the second presenter hansen banner llc has now completed their presentation and answered all questions as the team is leaving the meeting would purchasing staff invite the third presenter sprypoint services inc to join the closed portion of the meeting for their presentation if um hansen banner could uh just uh make sure you stay diligent to your emails so you know when to join the open portion of the meeting and again thank you very much for your time thank you with the evaluation committee like to take a brief 10 minute break so that the time is 10 52 and we're in recess the time is 12 08 pm and we are back from recess sprite point services inc thank you for joining if you could review and ensure only your team members and county staff are in attendance we're displaying we will be displaying on the screen the list of county staff in attendance yes i uh i only see the three of us and then i'm not familiar with everybody's name but i believe those are your folks right so if you could compare the the list of the team's participants to the names that we're sharing on the screen and confirm that there's no other members in the meeting other than county staff and your team and as you do that which member of your team would be the designated presenter uh that will be me uh mike quinn okay we will make you presenter thank you um so i currently see jerry and jim those are members of your team that's correct okay and do you affirm that there's no other members in this team's meeting other than your team and broward county staff yes we do okay um your team will have five minutes to set up we will start the timer now sure then it's great your screen share system audio excellent and can i get a confirmation from the the team that the screen is coming through we can see your screen do you want to advance a few slides um to make sure that your deck's working excellent so just taking a peek here i advanced to the next slide and the slide after that okay we can see all of those all right that's always a great place to start okay let us know when you're ready to present and we'll start the 60 minute timer we're ready uh and i'll be uh doing the talking with mike displaying so um let's go to the next slide okay so all right excuse me one second so we're going to start the timer now you have 60 minutes sprite uh point for your presentation you may be thank you so yes uh good afternoon um we're very thankful and excited to be here uh i want to um you know take this opportunity to uh share a little bit about our company spry point i have the agenda up here that you're going to see which includes uh just a really quick introduction um some market and legacy challenges uh we'll move into why we feel that spry point is the uh best vendor to transition you in the the new future era of um utilities uh with our world-class software um furthermore we're going to talk a little bit about our client base uh our recent wins our florida specific clients and how we feel we stack up against uh the other vendors um the other competition um i'm going to then talk a little bit about our implementation methodology and our long-term client success team that's going to be with you every step of the way to support you for the duration that you would own our software then i'm going to turn things over to mike my colleague who's going to talk a little bit more detail about our specific software application and the differentiators that we feel make us uniquely qualified and then i'm going to come back and do a quick closing and final thoughts before transitioning into the q a session okay so uh with us here today you can see us on the screen um for the sake of time i'm going to do the introductions uh i've got um my uh jerry ran who is our director of field sales with us um mike quinn who's our team lead of our solution engineers and i'm jim walters i'm the enterprise account executive um just a quick uh little deeper background on myself i uh i've been in the utilities industry for over 30 years i interned with a utility in college and it it stuck and uh happy to say that i spent my entire career uh in the utilities industry i've been really working as a consultant this entire time for large and small companies um doing these very cis utility billing implementations um i'm based in atlanta georgia um and uh again excited to to be here and share uh some of our um experiences and insights with you so i wanted to first open by recognizing some of the key challenges that broward um wws is likely facing because they're the same ones that we hear over and over again from basically all other utilities first uh you guys are likely facing a very aging population in your workforce um this includes many people who spent their entire careers at the utility they build up a lot of what we call tribal knowledge um and are going to soon be headed into a well-deserved retirement but uh that leads to a new set of workers who um they really no longer um have a decade of experience to rely on when issues arise and then in addition to that that workforce is younger and they grew up with a more digital background their expectations and experiences are such that they're going to be working with a modern current set of technologies this generation that is coming into your workforce grew up with applications like facebook and instagram and they expect their software to not only be similar in nature to that but also be ready for future ai enabled capabilities which are coming here and now similarly your customer base expects more as well those same modern technologies are being demanded um here as well as other vendors that interact with and provide those services um mike my colleague uses this example often the days of your cable provider saying hey i'll be there at some point between you know eight and five for an eight hour service window um where you have to skip work those are mostly a thing of the past you've got to be dynamic and able to be agile with your customers as well another key element today's world is the reliance of all your systems working collaboratively collaboratively together we call these data silos uh where due to technology constraints um that you had data in one system or department um but it's not readily available to everybody else and then we make copies of that data and then he got out they get out of sync so again modern software should be able to tackle um that issue for you um i mentioned i've worked in the utilities industry for over 30 years right or wrong we've been labeled as you know slow to move or behind the times at times when it comes to technology um however as i mentioned they're changing um and there's now expectations on the utilities to move at what we call the speed of business you need your software applications to support those uh new regulatory requirements that are coming in and quite frankly your customers are demanding it and then finally um i realize i'm preaching a little bit to the choir but uh there are also those regulatory requirements and reporting mandates uh that puts pressure on yourself as a utility to meet um you're expected to provide more and more data and clean data at that and you need to do it at a lower rate uh for your customers everybody's heard in the industry how utility rates keep rising and a lot of that could be tied to the cost of the software that we need in today's world to support that the good news is sprypoint was founded for um these reasons and we truly believe there's a better way of doing business and meet these challenges that legacy software solutions cannot i'm not going to talk about all of these uh what i call system and process challenges with legacy technology vendors but i'm going to highlight a couple and you can you can read the others yourself um the first one that i think is incredibly important is uh the second one on that list here disruptive upgrades nearly every vendor in the industry expects you to work on their platform for a period of several years and then they come along and they give you this famous uh notification that your current version is no longer going to be supported it's going to be you know sunsetted and their solution to that is um a new upgrade and they call it an upgrade but in reality these things are often like a brand new implementation first and foremost they're incredibly costly um and then second they impact other areas of your business um there's a massive amount of time needed to spawn that your team would need to spend testing and implementing these and then it also pulls your key staff from their day job it requires you to retrain the staff to learn the new business processes and changes that have come along now over like say the last three to four years since the last time you had a software upgrade again mike's going to talk a little bit about how sprypoint handles those differently um but what we do is very unique in the industry and uh we do uh bi-weekly updates and as i said mike will will mention that a little bit more uh another challenge that utilities face is um is meeting customer demands um it can mean many different things whether your customers are internal or external but to give you an example um this could be how your customers are very likely demanding what we call omni-channel communications uh that are fitting of today's broad customer base so i want to give you a personal example i've got an 86 year old mother and a 23 year old daughter they're both your customers they operate completely differently my mom literally plans her hair and grocery appointments around when she can drop the check off uh at the at the counter so that she doesn't have to pay the postage my 23 year old daughter she doesn't want to talk to anybody she wants her message um you know her bill excuse me uh texted to her and be able to pay online again both your customer base but um having that ability to communicate to your customers and meet them where they feel happy is very important i'll give you an example one of our um clients aurora colorado they've got about 96 000 uh water wastewater customers they saved uh over sixty thousand dollars uh over a two-year period just by eliminating mailing um from their collections group uh because they don't have to pay the postage they can email or text their customers another common challenge is uh limited technology interoper interoperability uh often utilities get caught in a situation where their legacy system has built in customizations uh to support how uniquely you do business and then you integrate with other critical applications and over time that rely that ends up being a less reliable less reliable um solution and often can expose you to security issues uh you're going to hear mike talk about how sprypoint is what we call api first vendor that is what technology experts say is the best in class approach for handling those integrations you may be looking at a new billing system but you're still going to need to integrate to other core areas of your utility um like your erp or financial system for example we've built uh reliable um integrations that are part of our support again mike's going to talk about that what we call productized uh integrations um and then finally on this slide i just wanted to mention that um should be probably the first thing i mentioned which are security risks often this is an afterthought but it really should be a primary focus um for any business today um where i live uh i'm working with our local utility and um they're um again a county water wastewater utility that's a little bit larger than yours and they unfortunately went through a ransomware um situation um they were an on-premises based solution their current platform got hacked uh they um now have a directive as executives that security is their number one priority um to help avoid um you know being susceptible to cyber attacks um that is their number one initiative and they are moving to move their uh current solution into the cloud and they've actually now started looking at alternatives uh such as sprite point to um you know help prevent that and lower that risk um we partner with amazon web services who are the leaders in the industry um in terms of security uptime redundancy they're ranked higher than microsoft um they're ranked higher than oracle and um our service level agreements are a 99.5 percent uptime with our service level agreement again uh but in reality uh over the last two to three years we've had over a 99.9 plus percent uptime essentially our systems are always available now that i've talked a little bit about um the challenges that you know other uh utilities and probably the county is facing i want to spend a little time talking now about who spry point is um how we got started and what makes us a true industry disruptor over the past five to six years so spry point was founded 15 years ago back in 2011 by four industry veterans who combined have over 90 years of experience in the industry they worked and talked to literally hundreds of utilities about these challenges that they face and they started spry point to tackle those very challenges back in 2011 after working um together at another uh utility they thought hey there's a better way of doing these things um they the founders saw a lot of uh mergers and acquisitions going on at that time and there really wasn't any new innovation involved it was just the same old platform um so they saw this opportunity to do things differently to go back in time just kind of refresh your memory uh back in 2011 is the year that the ipad uh first came out it's hard you know it's hard to believe that was 15 years ago but something as simple as the ipad really did change how utilities work day to day especially when it comes to out in the field the other big um i'll call a buzzword that was taking place at the time is cloud and cloud computing um and it really impacted the software business so following models of uh salesforce and our partner um on the erp side workday um they were getting a lot of traction um in disrupting their industries uh and really replacing that old client server software uh delivery model um so sprypoint uh believed right away that mobility and cloud were powerful drivers that would change how utilities operate and use software to manage their business business uh the goal was to provide a new platform of cloud solutions specifically designed to help utilities improve customer service and operations sprypoint only works in the utilities industry and we stay in our lane and try to be all things we can to utilities in that customer service and operations space we are the only cloud native sas solution in the industry you may hear other vendors who have moved their quote infrastructure to the cloud but that is very different than being uh cloud native we literally built our software for the current technology that all uh utilities are not even just utilities um technology companies are migrating to today um being cloud native brings efficiencies that can't be matched in terms of uh speed and security with modern technologies available um there's no reason utility uh deliver uh utility leaders have to settle for uh just okay technology one of the unique things frypoint did was between 2011 and 2018 they invested uh almost seven years and 80 000 hours building their own cis from scratch which is really unheard of um and that is really led to our tagline which you can see here which is expect more you should expect and demand more from your utility technology uh vendor partners and we also have another tagline that you might see throughout this presentation called smart solutions for smart utilities again focus on delivering modern solutions state-of-the-art technology that can keep up with today's ever-changing challenges and then finally one other key differentiator about our uh company that i definitely want to make sure that you are aware of sprypoint designs develops implements and supports our software with our own employees uh their purpose built um solutions that we developed ourselves from scratch so this looks like a simple slide again i've got a lot to say on it i'll be as brief as i can but why sprypoint i've touched a little bit about this already we are the only cloud native sas platform um it was built uh this way from scratch there's no painful upgrades we do these updates every two weeks so you're always on the most recent version of the software whether you're a electric utility in california or a water wastewater utility in florida you're using our platform think of it like a facebook when you go to facebook you're just using the current platform right and that's how our software is built um we take care of all performance disaster recovery and monitoring of your system for you the second key item here is our platform of solutions we believe that we have the most comprehensive platform under a single umbrella again we design design develop and support all of our software so you don't have to deal with any third party vendors um if you select sprypoint um and as mentioned uh we um did not acquire any portion of the solution that we uh you know presented to you uh in other words we didn't buy a field system rebranded as sprypoint we developed it so everything works cohesively together and everything is integrated um third uh key point here is our experience i mentioned about our executive team having about 90 uh combined years of experience um but we've also been very popular and a lot of great industry uh executives and um implementers have uh signed up to you know work with sprypoint so we bring a very deep knowledge base with us and we have that um expertise in utility uh billing so i apologize somebody walked into our room take it out my hall guys just um i apologize for that so our um the fourth uh item here is our functionality uh we're very fortunate to leverage all of our experience and build surprise cis as a new modern solution to address specific needs of the modern utility whether it's smart grid uh interval data water conservation customer engagement um being open to apis for etc that's what we built into our solution uh all of our applications were built um with today's utility in mind but it's flexible enough to let you evolve as the market continues to change we feel as though we offer the most functionality with the most configurable flexibility uh delivered at a reasonable cost creating value proposition that's unparalleled so again cost always uh should be a factor in this but you shouldn't have to give up a key functionality and flexibility as a result um fifth usability the feedback we receive from our customers is that our software is very easy to use and highly intuitive mike's going to talk about some of that and show you that um our applications were designed with a similar look and feel to commonly use applications just like facebook and linkedin which i mentioned no one out there needed to take training to learn how to use facebook or linkedin it's because they're intuitive and that's how we feel our software is uh that's an important consideration for the county when it comes to training and user adoption so a lot of situations happen where you get new software your team is trained they they the vendor leave and then you guys start hiring new employees how are those new employees supposed to get themselves up to speed um our software includes training built within the application it has search capabilities it's got written documentation um it also for visual learners uh it's got online videos embedded when the health functionality and as we roll out new um functionality that uh data is also updated so to give you an example and i apologize i don't know if this city use or the county uses liens but let's say i'm somebody that now is being asked to use liens and i don't remember my training on liens you know that sprite point gave me um you know nine months ago i can go out there use the help functionality and get a quick overview to get me up to speed and be able to um you know show how to use that um and then the last item six and we feel this is the most important um is our references uh very proud of our track record uh we're exceeding customer expectations um you know we highly recommend you you speak to those references um and and as you'll see here there's a lot of local references as well um but we're really excited to opportunity to partner with you and add uh you know broward county wws is another successful implementation um and then my last point and i just want to keep in mind that this should be a once in a career type of project for you guys um um you you should uh have a system like sprite point that's built for the next 20 to 30 years and not one that you're going to have to change out or upgrade uh in you know three to five or seven years okay uh sprite point customer base so as a company we've really hit our stride in the last five years and that that's directly tied to when our spry cis utility billing application came out um we uh had our first client with spry cis in 2020 okay overall we've got uh almost 120 utility customers and 80 of those have spry cis the utility billing um application at the center of their solution about 80 percent of those clients are uh just like broward county water and wastewater and they are water-based customers um we've been identified uh as industry industry disruptors um when we get the opportunity to present and show our software and shortlist we've been extremely fortunate that we've been chosen over 75 percent of the time because the differences uh become obvious uh as utilities start thinking about their own future and where they envision their technology platform 5 10 15 20 years down the line the map that i'm showing here is actually outdated and the reason is we we just could not fit any more client logos on it um we are averaging over the last two years uh 25 new logos each year um the other vendors combined typically have about two to four new clients per year in this cis space okay next slide um this one i just wanted to highlight again florida clients um we've got 12 clients in the state seven of them um are using our surprise cis utility billing platform um nearby for you um just in case it's not legible uh fort lauderdale uh boynton beach uh plantation um those were uh plantation and fort lauderdale were full erp excuse me full uh rfp analysis um where spry point was selected um out of these 12 10 of them our recent clients so that means they were just evaluated um selected spry point over the last uh five years um furthermore some of these uh utilities like bonita springs or um fort lauderdale they purchased uh one of our applications um on their field application for example and then they uh liked it so much they went out and bought spry cis as well to continue uh integrating their platform um i did want to mention that we have two other florida-based uh uh client um potential clients that are in final contract negotiations so again we hope to be adding this uh to this list shortly all right uh i talked a little bit about our overall success in north america and the spry point platform um and how it resonates in the state of florida uh as i said most of these are utilities that went through a formal rfp rfi rli where we compete against the very best in the industry and we've been fortunate enough to have been selected by a wide variety of utilities um you saw that these entities um you know were chosen almost 120 times where we go ahead head to head against um the competition here itinerous hansen and oracle software platforms but i want to make sure to highlight a couple of these clients in particular that you can see on the screen where we are actually being selected to replace software um against the vendors that we're competing against so in other words uh for example dakota electric association had itinerous and they are now a spry point customer um you can see or here oracle there are five different utilities where we are replacing oracle um and then these three others with hansen again all of these are within the last uh two to three years okay and if you're not familiar with these by name they're really sizable utilities like dakota electric's 115 000 irvine ranch 140 000 planos 83 000 hamilton's 170 000 noxville utility board uh they're multi-service they've got 210 000 electric 80 000 water um and then kansas city waters up at 172 000 okay um i am not a project manager anymore but i did want to address what i feel is the other half of this important decision i've been talking a lot about our software and how great it is but it's important to understand the uh implementation itself and what i'll call our long-term support so we feel our methodology and execution are second to none we're getting even better and more refined and efficient as we continue to go through this with our many clients big picture wise our methodology blends uh traditional waterfall methodology but also brings in an iterative agile approach each of these phases are governed by measurable metrics where we have entry and exit criteria and you will not go to the next stage until that criteria has been met some of the areas that's baked into our methodology include proactive risk reduction project governance change management knowledge transfer i'll be very brief here to go through the the phases on the bottom the initiation phase that's where data conversion and foundations take place very early we actually start that before the analysis phase itself so we really realize that data conversion is a key aspect and it's important to start on that right away we then go through analysis workshops where we fall on our process driven approach to solution design we do a deep dive understand how your current utility works but then also listen to how the future state of your utility will be needed and we begin that through the initial configuration and then we get into that agile phase the assembly phase where again data conversion configuration testing the old methodology would have been all right well let's build it all out and then we test it now we go through multiple cycles and it's easier on your team our team to see errors catch them early on so oh this isn't configured quite the way i'd want it it's not giving the results i expect and then we've also got uh situations where um data conversion hey that data doesn't look right we'll eventually then move into the validation stage uh again role-based user acceptance testing end-to-end testing to confirm your option operational readiness we go into the deployment stage which includes end user testing a couple of mock go lives dress rehearsal go live planning and then a very smooth transition to our client success team uh which comes into that operate stage that operate stage for broward would be three months long where our project team stays with you but we also bring in our client success team to have that smooth handoff so key differentiators no assumption driven configuration real user feedback um it shapes the initial configuration as well as the ongoing configuration updates phase advancement based on measurement of uh fully defined entry and exit criteria and then these metrics provide clear data driven insight into the project health uh throughout the course of the project and then my last slide here before i turn over to mike just a couple more points about our ongoing client success team so excuse me uh this is the team that's going to be with you side by side supporting you uh for as long as you would own our software um you'll see uh when mike uh displays here how easy it is to open a support ticket those go directly to our team you're gonna be working with this team that'll have a client success manager assigned to you you'll meet with that person at least monthly to report on the status of all your tickets talk to any concerns but it's also an opportunity for you to share potential new enhancements um that could be built into our software again we're updating the software every two weeks the majority of those ideas come directly from our customers okay uh we also have the ability um each year to have our focus group our we call it sprite point connect where um we get our clients in um spend a week uh listen to them hear them um and then within this next year we're actually going to be rolling out what we call regional user groups so for example the state of florida all those customers that you saw um you're going to be connected with them to be able to share your experiences and ideas okay i'm going to transition over to mike um we're about 30 minutes in excellent and let you take it from here that sounds great all right so let's move into our next topic here and ultimately it's about our product suite and with our product suite it's sorry clicking a little too too fast there bear with me one moment and with our product suite ultimately it's from very very base back office side from us uh from an operations and in csrs and uh manager and everything else in between reaching all the way out to our utility customers now ultimately from our product side of things price is that is your core cis customer information system so everything from account management into running through billing over into collections management side liens processing and really any of those interactions that occur between your team your customers and also out into your field team now on top of that we have spry engage which is our customer self-service portal so as your customers they log into your website they ultimately have a link and they launch right into a nice branded image of exactly how they can log in do things like view their bills make payments and ultimately have it as a seamless experience that is as intuitive as possible for your customers to self-service and again really free up a lot of time again these different applications are all core spry point applications so whether it's your integrated payment processing if you want to use cybersource or spry wallets whether it is spry idm or interval data management uh side of the system spry mobile when it comes to mobile field service when it comes to meter reads meter replacements and trouble check is to investigate again one seamless product suite that goes through and it really connects all of your different portions of your operations and teams in one real-time platform in the cloud excuse me i'm sorry for the interruption yes um we did not see this slide in the presentation that you provided to us yesterday oh um you have it let me just double yeah let me just double check it um it should be slide number 13 in the presentation that was presented okay all right thank you very much sorry for the interruption we stopped we'll give you we'll give you additional time thank you no worries at all i think we'll we'll be just fine but yeah so ultimately with um with our different components here again one seamless system and all these products again built by sprite point we did not acquire other organizations and white label them and add them here to the systems again fully real-time systems all here in one place now from there we're going to start moving here towards how our solutions are ultimately built for how utilities should work so think of these as our different key takeaways key points on really how we provide value to not only your team members but also your customers and the first one here is our process centric design ultimately our process centric design we built it upon modern user interfaces and experiences that allow your team to quickly come in and ramp up if they're a new team member or if uh if you're an existing team member understanding the new system in intuitive ways uh jim talked about it a little bit earlier but the idea is be able to go through and navigate in the system even if you haven't you know haven't had a whole lot of exposure to it it is that intuitive in a way that again your users will be able to to collaborate and really drive a lot of value very quickly right off the bat now we took a lot of different design uh and um inspirations from the facebooks of the world the the sales forces and again just make it uh to the point that you know you were probably never taught how to use linkedin for example but it's an intuitive user design you know exactly where to go and add a at a new uh you know business partner or whatnot right there in one place what's the same idea from our solution that allows your team members to go through and open up an account to run through billing to run the collections process again from a very intuitive perspective uh to really ramp up your teams in a really great place from there we have our pre-built and seamless connections ultimately every process is built through within workflows right within our application so whether it is the process of billing we go through we start from the billing side of things we go soup to nuts very beginning to very end of how these processes are being uh being uh generated through with multiple teams and collaboration so from billing side of things we go through we import in those those meter reads so whether they're ami naval reads or your manual amr reads we go through review and consumption and then right from there it drives the process into the next step so going through and analyzing and reviewing the billing or the dollar amount perspective of exactly how that process works again making it as intuitive as possible rights in uh right in one place that also drives into a lot of our other types of processes so for example uh we talked about real time in uh interaction between yourselves and your customer base take the collections process for example as you start to go through and uh customers have fallen within uh different uh buckets of ultimately interactions the system can automatically do outreach to these customers so for example to jim's daughter she you can send her a text message on notification that she's not received uh that have not uh received payment for her her overdue balances we can generate letters we can also go through and automatically send along things like pre-recorded calls or or type 2 text to speech type of calls during that collections process the benefit for your teams that really frees up a lot of that time and non-value-added work of picking up the phone or manually trying to send along some mass communications through other applications we go through and streamline it in one place as part of the pre-built seamless processes to drill really drive the benefit right from one place the next topic here is the updates and uh updates not upgrades and this is a really big differentiator and something that i really want to to highlight a little bit more uh we there is not a such thing as an upgrade in our system uh so i've in the past i've used a number of different cis systems everything from your green screen as 400s all the way through saps and whatnot uh there are traditionally from a legacy cas perspective very lengthy very costly costly very time consuming uh upgrades to get new features into the system well that's not our philosophy on how we approach this we do bi-weekly updates within our application and ultimately what that means is every two weeks our team goes through and we collect a series of of uh new features and it's it's typically you know five to ten new features every two weeks and the idea is our team allows to go through and we focus on those features during that sprint of time as we're going through and rolling up these features so we do all the regression testing we do all the uh double checking the the q a side of things and we release small portions of of new functionality every two weeks now the in contrast if you had an upgrade you might have 50 new features that get rolled out every three years or every five years and again that's where that time and expense and a lot of resources on your end really start to tack up so a little bit of a difference in the philosophy between doing rolling updates as we do in very small small chunks versus a lengthy and costly upgrade with the updates they are disabled by default ultimately they are part of our configuration and we'll talk about configuration over customization customization next but the way we enable them uh in the system ultimately there are options that your team can review you gets uh emailed releases uh every two weeks on on what new features are pertinent and you run through those features say hey which of these do we want to enable these features are disabled by default so for example if we've rolled out a new feature for one of our uh electric uh utilities if it's not pertinent for for your team you can really read that release note and say you know what not interested in that don't have to worry about a thing the beauty of this is it allows our team to have a single code base we do not have branched customized versions of the system it is a single system that all of our customers use and they use the configuration tools to go through and drive and personalize exactly how they structure their business processes from a communication and engagement perspective again it's really empowering your team with data insights real-time interaction between the back office and your customers and even into your field into your field team so take for example you have a customer who has fallen into a the disconnection process well as soon as they are about the customer's about to fall into disconnection they can receive an automatic text or email or or notification to let them know well first off hey you haven't made a payment on time please make sure you jump online and make a payment that way you know you don't continue through the collections process now with these tools again having that real-time communication and engagement to help drive further adoption further payments and and faster payment cycles for your team to go through and again just make that collections routine as as seamless as possible now the communication engagement is also important whenever you have your field team members out there for example they roll the trucks to go ahead and start to perform some some disconnects and uh disconnections out there well since the systems are all in real time if the customer comes into the office and makes a payment that will automatically trigger a cancellation of that service order for disconnection out there in the field no longer we have the customers calling in like hey why'd you disconnect my service i had made a payment uh and you still rolled the truck and and disconnected it again you eliminate that type of abrasion that you have between yourselves and your customer base by having that type of real-time communication and engagement uh bakes right into a single system the next item on here is configuration over customization i alluded to this a little bit earlier but the way we set up our entire system is with check boxes and drop down lists you do not need to be a developer guru whiz uh to go through and set up a brand new rate schedule you do not need to have a master's and whatever technology degree you need to go through and create a brand new charge the idea is we use check boxes drop down lists to enable different features or disable features through the entire application now something to keep in mind we do lock down who has access to do what different portions of uh system based on user roles and user permissions so again it is based on a user role and permission basis ultimately we call it a pessimistic security model if you're not granted permission to do a certain action or configure a certain type of record you will not be able to do so but ultimately it allows us to go through and have a configurable system which is a single platform across all of our customers and so that means all the other florida customers that are up and down the coast right around you they are all using the exact same application that we're proposing for the broward county team so the the nice thing is easy way to compare apples to apples you're not saying hey we're on version 6.34 uh can we talk about the building process a little bit oh no we're on version 2.4 uh again one version across all of our customers and again just provides a lot more community and a lot more more value driven right from one place and sharing d uh ideas benefits anything else in between with your uh with your neighbors just down the road a continuous committed uh committed collaboration ultimately the way that we get our best ideas from uh from our clients from our customers so as we're going through not only we go through and map out any type of potential enhancements uh for the broward county team we'll also go through and we're looking to further make our system better again our very first application that we built back in 2011 actually came from a conversation with our very first customer the idea was hey sprite point team can you build us a fillable pdf so we can send it out to our field team members so they can fill out this pdf and have a a digital record of the work that we're doing out there in the field our team said well actually no we are not going to do that but what we will do is we will build you a purpose-built application specifically for mobile field service use and then drive it from there and then ultimately from ideas and from that type of collaboration that's where we've really really continued our momentum not only moving from spry mobile as our first application then into spry engage again that's another customer request we built it based on these type of uh conversations and really this trust that we're building with our uh with our customers and how we can make this system better not only for for your team but for all teams because we share one code base the next item on here is productized integrations and ultimately productized integrations whether we're connecting into cybersource whether we're connecting into census from a metering side whether we're connecting into your financial system we have other customers that use census today we have other customers that use cybersource and the idea is we do not need to rebuild these integrations every single time we have a new customer who wants to utilize them we support basically every major metering system out there and again census is a very large one and so it didn't make sense for us to say you know we're trying to plug back into census analytics for example what we do is we've built that integration and then from your perspective we just collaborate on what are your different endpoints what are your credentials what are the different features that we can now add them into our already built integrations and it makes it a much more seamless process to onboard our customers again it's due to the fact that we are api first so we built all of the apis throughout the entire application before we even built the user interface and so that means uh when i was speaking with the power team a few weeks back every time i went through and updated an account or created the charge or did a mass upload of payments or any other type of of touch point within the application that was all triggering triggering the api and then being visualized right from within the user interface and so the idea is it allows a very extensible and flexible system to go through and again ultimately have these these integrations that we can productize with with all sorts of other applications the last point here on my list is my uh my security first approach and and jim alluded to this a little bit earlier this is a a one of the the hottest points these days on on to make sure that we are on top of it now from a product perspective we utilize everything from microsoft entra what used to be called microsoft azure from an active directory and user provisioning perspective we can utilize things like multi-factor authentication whether it's a device and a code that you have to enter in order to access the system we also use your different skim and saml methods from an identity management and also single sign-on perspective just different flavors on how we can go through and really maximize our security first approach and making sure those users who can access the system have an easy way to access it don't have to memorize multiple passwords but also provide a very rigid and no threats perspective from any other kind of threatening parties and from the outside so the idea is we really locked down had a very security first approach right from very get-go and again just make sure that the team can utilize again some of those tools that you might be using today and continue to have that type of protection rolled right into our our application all right so i think with with that i ran through let me just double check that i had that slide uh and can i do a quick time check with the team over there just to just to confirm that we are we're moving on a long time uh properly you currently have 14 minutes excellent thank you very much so with that i'm going to transition back to jim and jim has uh a few slides to uh to speak before we conclude for the day yeah i promise i'll be brief here uh camera jim all right sorry i forgot i went off there we go sorry folks so um just a quick summary here um what uh you know conclusion of what we were saying what makes brightpoint different first is our client first approach uh we use best practices collaboration uh with these utilities uh we've mentioned a couple times some of our best innovative ideas come directly from the utilities we work with um and that includes uh ever-changing uh regulatory and new requirements being placed on those utilities uh our implementation it's a proven method uh methodology of a mix of sdlc that service delivery life cycle as well as agile uh it's aimed at reducing risk uh experience data conversion um it's always a scary set of words right there uh data conversion um to make you feel more comfortable we just went live with a very large utility in the city of salem oregon who was on uh the hanson cis platform um productized integrations uh and the key with that is that makes them reliable integrations so whenever there's a change to your uh cis we ensure those integrations continue to work um our client success team uh provides you support when you need it uh we're always proactively monitoring your systems behind the scenes it's very often that we find errors uh um before uh the utility itself does um and then online user support uh and knowledge management resources right there at the tip of your fingers to help you with that ongoing training um as new resources are rolled in of course i say all this uh fully realizing i'm a sales guy uh and it's my job to tell you how great spypoint is um but instead of me saying something uh we've been working with our clients at our most recent spypoint connect and uh created a couple of videos which you can see on our website but i brought one of them here today and if technology works uh we're going to go ahead and play that it's a little less than two minutes to let you hear directly from our clients if the team can confirm that the audio was coming through that would be that would be fantastic hopes if i and for our work yes one of the things as we looked for a cis and for a portal and for our work management system was the need to be able to be agile spry point offered kind of a nice blend of they had a lot of the functionality and the core functionality for utility to really start and then it gives you a tool set there's not a lot of organizations that walk the walk they all say our customers are the most important part but you never see that and from the top down with spry you see that they're all taking notes no question is a dumb question they take your concerns and your ideas and they use it as fuel to improve the product i always lead it by saying there's no such thing as a perfect billing conversion it just doesn't happen this is my seventh one and um but it's been the best one and some of the ways that spry's system has it's going to enable us to change the way we we do our work has been enlightening for us and and very encouraging it's been very honest and and that's the part that i appreciate if the system can't do something that we want spry staff will tell us uh if it's coming up they'll tell us and you can sit next to them and you're talking to them and be like hey i noticed this problem or like hey how do you do this thing and they'll look at you and they'll work and then they'll pop up and be like oh i fixed it it'll be in the next release right you're like how did that's magic like i've spent months trying to get other companies to make a report for me but it's it's nice to have that interaction and that engagement with the developers in the community that's right our technology team their interest was highly piqued they really felt the confidence that this solution was secure safe and that can be implemented for now and into the future being the SaaS solution right um and i promised last slide so uh again i want to thank you for your time um i think you've heard us reiterate the same kind of um key points over and over uh we're cloud native of sas the only cloud native size uh utility software vendor that exists our platform uh our vast experience our deep functionality our uh easy to use uh systems and then our references so with that uh that concludes our formal portion of the presentation i know there's a q a part that uh we're happy to um answer any questions that come our way thank you thank you for your presentation are there any questions from the evaluation committee mr thomas this is ron thomas is your system a uh premise based or account based system it's based on an account now built within the account there's also a customer and a premise record underneath of it so ultimately a flexible way on how we can structure the account so for example if you have a uh account one two three over premise four five six if the customer moves out from that that premise that premise records still retains and then the new customer in will have a new account number for example so it provides a lot of flexibility to think about uh moving tenants or maybe you have a multi-premise uh commercial building with multiple service lines coming in with multiple meters attached to them it provides a kind of flexibility whether it's going from a deduct meter to a tenant uh situation to a multi building hospital that you'd like to go through and uh manage and track efficiently all right i have one other question uh our wholesale customers by contract have 45 days to pay before they're subject to a delinquency charge all the other customer classes have 21 to 22 days before they're subject to a delinquency charge how would your system deal with that yeah that's a great question so when it comes to our collections routines ultimately we have as many different types of routines as you would want so it sounds like in your case you would have one collection routine that would that would encompass most of your customer base but then you have a second customer customer's routine and whether it's based on the account type or other flavors on how you can can section that uh but the other uh collection sure team can ultimately have different steps so you can have your 45 days for that step uh in order to go through and have again more flexibility and proper outreach to the specific uh subsects of customers all right thank you you're very welcome are there other questions yes jonathan allen um thanks for your presentation um ernesto um for you three additional questions um prior to today's presentation could you respond to question number two related to financial capacity sure so um at the beginning i mentioned house fry point was founded by four individuals back in the year 2011. um the company spent a lot of time with r d and grew um up until the release of our surprise cis software in 2020 um and that set us off on a really rapid growth path so in february of 2023 uh we received private equity backing from norwest equity partners um and they have members that sit on our board and then we're super excited uh in late december early january to announce that insight global um has been brought on as a second private equity partner uh these two companies have extremely strong experience where growing startups um you know continue to grow and they also uh have positions on the board of directors um and then just my final thought on this to be clear these companies were brought on to enhance our financial position to keep up with that rapid growth and innovation that we've been seeing as an industry disruptor thank you you bet are there any other questions in the evaluation committee project manager do you have any questions yes um based on your presentation you did mention that your system is 99 uptime with the bi-weekly update how will that impact uh wws continuity business continuity yeah that's a that's a great question so the the first portion of it uh so it's contractually a 99.5 uptime i think the reality it's 99.999 i think that's about accurate uh but from a from an updates perspective uh so we do a seamless update ultimately if you have a we we release again features every two weeks since it's on wednesday evenings um if you had a a team member that was working a little bit late on a wednesday and they were for example on the count screen and then we roll out the updates as soon as they refresh that page they would be on the latest version of the system we have a zero downtime updates perspective and so we do not take the system down uh ultimately is a rolling uh zero downtime updates and ultimately that just gets rolled right into your your um the system configuration and like i said the updates are are disabled by default and there's also a triage we roll them out to a staging or a test environment a week ahead of time so if you do want to check or test anything in advance you do have that option as well uh one other flavor on that is i get the question every now and then like mike that's that's a lot of updates that's a lot of new features in a very um you know in a very fast-paced timeline what a number of our customers will do is they'll actually look at all the features over quarterly perspective and just consolidate them and so once a quarter they'll review and see if there's any of those features that they might want to enable or explore further and again it provides a lot a much more seamless experience as you're trying to go through into your testing uh but ultimately to fully answer your question um no uh no downtime from an updates perspective thank you you're very welcome are there any other questions sprite point services thank you for your presentation thank you for having it thank you everyone uh would the evaluation committee like to take a 30 minute lunch break okay yes okay okay the time is 1 10 p.m and we are in a lunch break recess for about 30 minutes 30 minutes we'd like to reconvene the evaluation committee meeting the time is 1 45 p.m and we are back from recess um trinity consulting are you in the meeting we are in the meeting okay i see two names beth and curran that is correct who will be presenting from your firm we we would switch if that's possible but if not then i will present we can make both of you presenters can you do that great okay if you could um please review review and ensure only your team members and county staff are in attendance we're displaying on the screen a list of county staff that may be in attendance if you could review that and compare that to the team's participants list and advise um if there's anyone else that you see that should not be in the room sure give me one second is no one in the meeting that is not on the list okay are people that are on the list not in the meeting is that okay yes yes thank you for affirming that um your team will now have five minutes to set up and we're starting the timer now i think we are ready um but we could wait for the full five minutes if you prefer no we don't need to uh but if you could advance a few slides to make sure your slide deck's working issue there no no issue okay all right so give us a moment to reset the timer purchasing agent please start the six minute timer okay you may begin great thank you all so very much for um allowing us to present to you today um i am going to go off camera in a few minutes but first let me get through a couple of just kind of the overview slides and then i will go off camera while i present if that's okay um so again good afternoon and thank you for the opportunity to be here i am beth kearns i'm the founder and president of trinity consulting i've spent over 20 years leading utility cis implementations and upgrades and as the sole owner of trinity i stay directly engaged in executive oversight strategy and delivery of all our projects when you partner with us accountability sits with me and i provide a thread that's common to all trinity projects to ensure knowledge is shared across those project teams and joining me on the call today is current rigs she is a managing consultant and she's the project manager for this proposed engagement she leads day-to-day execution of projects and she successfully managed many oracle utilities implementations and upgrades including complex multi-system projects and known she is known for discipline score scope control excuse me structured execution execution strong stakeholder alignments she's most recently been engaged at delco water overseeing our managed services and enhancement projects such as implementing an sftp integration related to billing pdfs updating their vee rules and overseeing and executing upgrade testing and automated testing implementation just before that she was the client side project manager for the city of richmond's ccs implementation and for reference while cror has other services in their cis like gas recycling etc they service about 76 000 water and wastewater customers so they are very similarly sized to wws she was also instrumental in overseeing bringing all of our project experience to date into our project accelerator called neo and she has a wealth of information to share together we bring both executive leadership and hands-on delivery experience to ensure that this project is stable structured and successful from the beginning until the end a quick overview of our agenda we're going to begin with obviously this brief welcome and then we're going to align on objectives and how we're structuring the discussion from there we'll continue to cover why you we think you should choose us how our model supports you guys specifically and then we'll move into our top three customer service capabilities that are most relevant to a water and wastewater utility environment next we'll walk through implementation approach current we'll walk through the implementation approach how we actively manage and reduce risk followed by proposed timeline key milestones major deliverables and you'll see how this progresses from kickoff through go live at the end of the core presentation we've included some slides to address the additional topics that were emailed i hope that that is appropriate specifically to cover our past experience our financial capacity our project management and training specifically and then we have one closing slide to to go through and then we'll that closing will be final remarks and we'll leave time for obviously additional and unlimited q a any questions before we continue great i'm gonna jump into our objective today so everything you'll see in here today ties back to these three ideas a platform that water and wastewater services can rely on long term functionality that fits your needs today without limiting your growth in the future and an implementation approach centered on partnership and outcomes our solutions a system that you can invest in with confidence knowing it's going to continue to evolve rather than need to be replaced within anytime soon or long term oracle's ongoing investment in the platform means that you stay current without major reinvention or reimplementation or any sort of big riff and replace efforts our goal and i think your goal is stability now and continuity continuity over long term what we're showing today reflects the functionality that you need today and the near future the platform does allow for additional capabilities to be enabled in the future or over time as your needs evolve without forcing change before you're ready this provides flexibility for the future without adding the burden of cost or time now to your implementation transition trinity's role is to design and implement the solution around your operations your staffing and your priorities and we focus on work what works best for you not focusing on default software patterns or what is necessarily best for the future of the software in and of itself as your partner we bring to the table experience from hundreds of clients around the world providing more consulting services than a software general a software vendor would generally offer and this approach is how we deliver solutions that hold up well beyond go live in other words our intention is to give you a durable cis platform that meets today's needs while allowing your flexibility to grow and evolve over time implemented by trinity with a wws first consulting approach and we'll come back to these items throughout the day it may feel like we're beating a bit of a dead horse but they they just really evolved as we put together our presentation and then most importantly is sure those are our objectives but what does this really mean for you and i really think that um it's important to translate those ideas into really how you define or look at success from your perspective so first operational stability from day one a controlled low risk cut over no revenue disruption billing cycles run accurately and on schedule the system's live the business keeps moving this is a non-negotiable um criteria for a utility of your size second confident customer service operations csrs have unified visibility across the customer premise meter and service history less swivel chair processing going between applications fewer manual workarounds faster resolution when customers call this is where your talent team feels the impact immediately third revenue and compliance confidence transparent rate management built-in financial controls accurate reporting and reconciliation finance and leadership can trust the numbers and audit exposure is reduced because controls are embedded in the workflow they're not layered on afterwards and then finally it's a platform as i've already mentioned that's going to evolve with you not a system that works for five years and then becomes a constraint a future ready architecture aligned with your road map roadmap and a solution that your internal team can competently operate and enhance over time and if we deliver these four outcomes then we have done more than implement software we have strengthened operations protected revenues enabled your staff and really positioned you for the future any questions and if not we're going to jump into why trinity moving on i jump into why trinity i am going to go off camera um if you could i'm sorry to interrupt if you could just just stay on camera please sure yes thank you um as we look at um why trinity let's or let's talk about who trinity is first so trinity consulted founded in 2014 with a single single focus oracle utilities implementations and upgrades we're a woman-owned consulting firm and intentionally small by design that means our clients work directly with senior leaders not layers of bureaucracy and we stay highly responsive throughout delivery we're not a staffing shop we are not chasing multiple industries we focus exclusively on utility meter to cash transformations exclusively on customer side transformations our team members come from utilities they come from oracle oracle product development oracle consulting other leading oracle utilities integrators and even our more most junior consultants they bring at least five years of relevant oracle utility specific implementation experience so collectively our team has worked with more than 100 utilities worldwide in spite of the fewer number of logos on this slide that represent trinity specific clients since inception we have deep experience not only in new implementations but also in stabilization cleanup automation and post guy live optimization that perspective allows us to design solutions that are sustainable and maintainable long term we also work closely with oracle across product management development and support not just the sales team which ensures we align the implementations to product roadmap and best practices and whatever their future looks like for them our partnership model is intentional our goal is enablement we work as one team with our clients so that after go live you truly own the system and finally we're value driven we let our core values guide us and set the tone for that partnership model we act with authenticity drive and humility we demonstrate character balance and joy in everything that we do and we believe in giving back to not only our own communities across the united states but the communities of our customers as well whether that can be volunteering charitable giving or other means of giving back we have grown steadily since inception and remain financially stable uh we will touch briefly on financial capacity later after the bulk of the presentation and some of the slides we've prepared for your q a how we approach projects and partnerships at trinity is not just about methodology we love methodology that's not all we talk about 抵r начал because this is a viable is a online strategy of the Model Model Model Model Model Model Model Model Model learning from the benefits 같은 경우 that we get into the Government of δ onto the点 for the work together in the inelegation and our employees that I don't want you to watch your username and tell us about theоб us, understands. Your team's engaged throughout the design, configuration, testing, decision-making, et cetera. And enablement is not an afterthought. It is built into delivery from day one so that by go-live, your team owns that solution. Enablement is just a huge word that we believe in very strongly. On staffing, we use a structured buddy system with highly experienced Oracle Utilities professionals. The fact that we have experience and we're bringing that to the table, we're not learning on the job. Therefore, that buddy system works because we're pairing someone who's new to Oracle Utilities from your organization with someone who's very experienced from Trinity's side to give that buddy system effectiveness. And this eliminates any single point of failure and ensures continuity. Knowledge is shared across our team and your team continuously and it's not concentrated in a single person. Flexibility, it's also very critical. We right-size projects intentionally. We do not oversell roles and we don't add unnecessary layers. When intensity increases during key phases like, say, data conversion, go-live, we scale appropriately. When it stabilizes, we scale back. That protects your cost and it keeps the project very focused. There are no layers between you and our decision makers. As I mentioned, all accountability for this entire project lies with me. And then overall, the approach is built around partnership. Partnership, transparency, accountability, and long-term capability. The goal is not just to implement a system. It's to leave you confident, enabled, and in control of this project and solution. In terms of the structure of our response, I don't feel like this was maybe communicated quite as clearly in our written response. So I wanted to create one very clear slide to communicate this to you. This is about partnership, but also about specifically accountability. You will have one accountable delivery partner, Trinity, us. We are not a software vendor implementing our own product. We are an independent implementation partner, and that means our role is to deliver the absolute best outcome for you, not just deploying software. And CCS is the core CIS platform from Oracle Utilities. And Meridian provides the customer portal and payments components. And both are strong best of breed solutions in their respective domains. Trinity sits in the middle as the prime implementation partner. We own delivery completely. We own it across integration, governance, testing, cutover, and transition to support. We manage the coordination with Oracle, as needed, and Meridian. We manage the integration touch points, and we manage the risk. From your perspective, there's one accountable partner focused entirely on successful delivery, not licensed sales, not product positioning, but implementation success. And because we are independent, we're also able to advise objectively. If something needs to be challenged, adjusted, or escalated for the good of the project, we do that. We handle that for you with our software vendor partners. Our incentive is long-term success for you. And this model gives you two things, best of breed platform and a true delivery partner accountable for your outcome. One hand to shake and one partner focused on results. This is my last slide in terms of why us. So if you have questions on this section, please, I invite you to interrupt and ask. But I did think it's important to talk about what that structure that I just went through really means in terms of how it impacts WWS. And the first, of course, is a single point of accountability. You've got one person who's responsible for delivery and one clear escalation path. There's no vendor silos, no blurred ownership between CIS, portal, payments, integrations. If something needs attention, you're not coordinating across multiple vendors to determine responsibility. It's going to remove friction. And friction is what derails complex programs. Second, best of breed without fragmentation. You receive an enterprise-grade CIS platform in Oracle Utility CCS combined with a purpose-built portal and payment solution from Meridian. This is not a loosely connected system. The components are delivered under unified oversight with integration designed intentionally from the start. It operates as one solution. It's very cohesive and not separate contracts stitched together. Third, we're an independent, WWS-focused governance, which I've already mentioned. So we're going to align all of this to your priorities, not product bias in any way. And finally, a long-term partnership model. So design decisions are driven by you and your priorities and long-term alignments, not short-term convenience, knowledge transfers embedded throughout the delivery so that you can own the system and go live and beyond. And the goal is to protect your investments and reduce technical debt over time. And in short, this is going to give you clarity and ownership, strength in platform selection, governance aligned to your priorities, and a partner focused on long-term success, not just getting you to go live. That is my last slide in this section. And I'm going to move into the top three customer service capabilities, unless you have any further questions about this. We will ask our questions after your presentation. Okay, great. And I'll stop asking if you have questions. Awesome. So moving into top three customer service capabilities. So you asked us to highlight the top three customer service capabilities relevant to a water and wastewater utility. And before I answer that, I really, I want to pause for just one second and ask, what does top three actually mean? Does it mean the most frequently used functions? Does it mean the most innovative functions? Does it mean the most technically complex or the capabilities that will matter most to you over the next five to 10 years? And because if the question is simply, what must the CIS support? The answer is really straightforward. It's here on the screen. It's usage to build traceability. Premise-based obligations are supported. Integration with build systems is supported and clean. And every serious vendor that was shortlisted has to meet these obligations. This is a no-brainer, table stakes, frankly. So I don't really think this is the question that you are asking me. So I think, really, what we're trying to talk about is not just the check functional boxes like these do, but the goal is to implement a long-term CIS and portal platform that you can rely on and evolve with, and one that meets today's needs without limiting future flexibility. And just as important as how it's implemented. So the capabilities are only create value for you if they're configured, governed, and aligned correctly. And that's where partnership matters. So the first capability that I think is in our top three is intelligence embedded in everyday customer interactions. CCS is not a static system. It's always evolving. It's an always evolving customer platform. Oracle invests heavily in R&D, and they listen closely when utilities are prioritizing communicating and prioritizing enhancements. The AI capabilities you're seeing today, or we're talking about today, are a direct result of that feedback loop. A practical example is generative AI for call summary wrap-up. Instead of a CSR manually typing detailed notes after every call, the system can generate a structured summary automatically based on the interaction. That reduces after-call work, improves documentation quality, increases consistency across representatives. And yes, AI is everywhere right now, but what matters here is that this isn't a generic overlay tool. The intelligence is embedded directly into the CIS, it's built on the utility data model, and it's designed for everyday business processes. It's not experimental and it's not operational, or it's not experimental, it is operational. We're currently discussing enabling this feature for Delco as soon as their upgrade is complete. And what a long-term SaaS platform looks like is this, is something that enables you to simply turn on these features and functions as part of your natural growth over time. So, you upgrade and the new capabilities become available without a rip and replace or a re-platform. And what I want to be explicit about why this matters is because one of the biggest concerns we hear from utilities is we don't want to rip and replace this system again in 10 to 15 years. A constantly evolving SaaS platform is exactly what mitigates that risk. Instead of falling behind and facing another large-scale replacement, the system continues to modernize with you. That aligns directly with one of our core themes, a CIS that WWS can rely on and involve with over time. Because this point isn't just about the features that exist, it's real, it's usable, and it's embedded in the platform that WWS would own. Azure implementation, our role is to help you adopt those capabilities like this one, thoughtfully and strategically, where they improve operations, not just turn them on because they're new. We also do have a short recorded demo available in the Q&A portion if you would like to see that after our presentation. Moving on to number two. The second capability is operational scalability without replatforming. What you're implementing here is a right-sized foundation. It's not overbuilt. It's not inflated with functionality you don't need. It's also not constrained in a way that forces another replacement when your needs evolve. CS is a consolidated meter-to-cash platform. That matters because instead of stitching together separate systems as complexity grows, you expand within the existing platform. So you're not just implementing what for what you look like today, you're ensuring you've got that foundation and that the system can support WWS in five years, 10 years, 15 years from now. And that could mean, for example, AMI growth, more advanced meter data usage, more sophisticated rate structures. It could mean advanced conservation programs, new regulatory requirements, expanded self-service capabilities, or future field automation. The key point is this. Those become configuration and enablement discussions and decisions, not system replacement decisions. And that's how you avoid a rip and replace cycle. This ties also back to our core theme. You're investing in a long-term CIS platform that evolves with you. As new capabilities become available through releases, you can adopt them systematically and strategically without replatforming. And Azure implementation, again, we help you design the foundation correctly so that that future growth is an extension and not a reinvention. Our third topic is complex handling complex field and metering processes without custom code. So let's take cross-installed meters. That's a really practical example that can be very complex to solve. And this is not an edge case. It's an operational reality for all utilities. Meters get swapped incorrectly and you could bill for months, years with cross-installed meters before you realize that there is a problem. And when those devices get associated with the wrong service point, it happens. The challenge isn't figuring it out that it's a problem. But once you've figured it out, the challenge is actually correcting it without corrupting billing history, usage calculations, or any of the downstream integrations. And in many environments, resolving a cross-installed meter means hours of manual investigation, calculations, and etc. Because somebody has to analyze effective dates, adjust usage, correct billing, reconcile across the systems. It's time-consuming, risky, and audit sensitive. CCS includes a formal cross-install correction process out of the box. So once identified, the system can automatically swap the device to service point relationships correctly, recalculate usage for the impacted period, automatically trigger any required rebilling based on your business process rules. It's fully effective dated, audit controlled, and there's no manual data manipulation, no backdoor fixes. And this is where platform architecture matters. CCS handles this well because of its strict effective dated asset and service point controls. The relationships are modeled accurately from the beginning, which makes structural correction possible later. Some CIS platforms simplify those relationships, and that can make swaps look easier at first, but it often pushes that reconciliation complexity downstream. And this ties back to two of our core themes. Long-term platform durability, when corrections are configuration-driven and workflow-based, they don't create any sort of upgrade barrier in the future. And then second, implementation discipline, our role is our partners to configure these processes correctly from the start so you don't rely on custom fixes that become technical debt. And if you would like, again, all three of these examples, I have pre-recorded demos in Q&A slides that you could view if you'd like to do in Q&A. And then again, I think it's important to realize the value isn't that these features exist. It's that it works in real operational scenarios. I have one other lens that I think that we have to talk about because that was all back office top three capabilities I just discussed. And so very quickly, there also could be customer-facing capabilities that you're concerned about. So we've really got three categories. We talked about the table stakes. Everybody's got to have it. The CIS back office ones. And now I'm talking about customer-facing capabilities. So for WWS, customer service doesn't live in the portal or the CIS. It lives across both. And first is the start-stop transfer service. It's in a muni water environment. It's a high volume and operationally sensitive. Structured intake through the portal feeds directly into CCS workflows, which reduces manual processing, improves move date accuracy, and stabilizes billing from the start. Second, payments and account management. Customers see real-time balances from CCS, and they make payments that post immediately. Payment plans are supported, which reduces revenue lag and call volumes while improving cash predictability. Third, usage transparency and leak awareness. Water customers call when bills spike. Providing consumption history, bill-to-bill comparison, optional proactive alerts reduces escalations, and supports AMI expectations. These are not flashy features. They're operational stabilizers. When designed correctly, they protect revenue, reduce avoidable calls, and improve your customer's confidence. And so stepping back, the goal wasn't just to list features. It's really to show how the platform includes and supports real operational stability in the back office and at the customer touch point. They work because the foundation is strong, the integrations are intentional, and the workflows are structured correctly from the start. Next, I'm going to turn this over to Curran to walk through how we implement this in a structured, disciplined way to ensure these capabilities are delivered successfully. Curran? Hi there, how are you? We can see your notes. Let me swap one second. Thank you very much. All right. Perfect. Thanks everybody for echoing Beth for letting us have the opportunity to speak with you today. We're excited to talk next about our implementation approach. NEO is Trinity's Accelerator. It stands for Nimble Express Offering and includes our hybrid methodology, product configuration. Excuse me. I'm sorry for the interruption. Can you turn your camera on please? Yes. One moment please. Thank you. Absolutely. All right. Can you see me okay? Let me, hold on. How's that? We can, there. Now we can see you. Okay. I don't know why there's such a glare. I apologize. Thank you. Absolutely. Happy to help. Okay. You see okay now? There is a glare on your, on your face. Okay. I'm not sure how to, trying to fix my display. So you see the right screen? Now we see the right screen. Okay. Thank you. Sorry about that. Okay. So I'll just start over again. What we're talking about here is our implementation methodology. And we're talking about NEO, which stands for Nimble Express offering. And it is our Accelerator fraternity that includes our hybrid methodology, products, pre-configuration and deliverables and tools. Those tools are more than just templates. The beginning of our projects are focused on establishing a common framework by reviewing our high level business flows that are not based on system flows or Oracle utility reference models, but on higher level business processes. Additionally, our Accelerator provides lots of documentation related to the requirements traceability matrix or RTM, test scenarios, training materials, and more. Next, I get to talk about one of my favorite areas, our implementation methodology. I know not everyone gets excited about implementation methodology, but I do. So hopefully this will be interesting for you all as well. Trinity team members have executed projects in both scaled agile and traditional waterfall. And in defining our methodology, we came up with this hybrid approach to take advantage of the best parts of each. Our beginning and end project pillars are similar to waterfall with the initiate, define, test, and deploy support phases, while our middle phases are closer to agile. These middle phases are called iterations and are repeated three times during the project to allow us to start with a firm foundation and build on functionality, increasing complexity through each iteration. Next, we want to talk about the iterations while all of the phases themselves and go into a little bit more detail. First, we start with the initiate stage. This establishes the integrated program plan and program goals, objectives, and approach. And here's where we establish a one team mentality. During define, we establish the foundation for how we're going to implement, as it's critical to get everyone on the same page on the how before we begin build. The primary activities are related to defining our strategies for things like data conversion, testing, and training, and establishing the high level end-to-end business process flows, which show the touch points between the systems and confirm scope alignment across iterations. These two stages put more structure around the how and the what, which is necessary due to the complexity of the implementation and helps lay the groundwork. Next, we get into our three iterations. Each iteration focuses on a set amount of scope defined as ability statements, building the foundation first, and growing in complexity each iteration. In refine, we're reviewing and updating the detailed scope, like detailed process flows and requirements. In design, we're documenting configuration and designing integrations, resulting in design docs. In build, we're configuring, building, and unit testing the solution for that iteration. In train, the project team is trained for the verify stage, again, focused on the iteration for on the scope for that iteration. And in verify, the team is component and regression testing the scope aligned to that specific iteration. Once those three iterations are complete, we move into the test phase, and that's where we verify the touch points work end-to-end, as well as confirm with user acceptance testing, or UAT. The last phase is deploy and support, and that's when the system cuts over to production and goes live and support begins with three months of support. Our methodology combines agile iteration with traditional governance to balance flexibility and control. We anchor everything in ability statements, meaning we define success from the perspective of what your end users must be able to do in the system, and deliver functionality and logical iterations so your team sees and validates progress early. This approach increases alignment to business needs, promotes cross-functional collaboration, and builds system ownership throughout the project, not just at GoLive. As I mentioned on the previous slide, ability statements describe what the end user is able to do in the system, and that's primarily how we define scope. These are the ability statements defined for WWS based on what was included in your RFP. These would be validated and sequence confirmed during the beginning of the project. The key here is that iteration one starts with foundational areas and increases in complexity with each iteration. This helps SMEs understand the system early and build on their knowledge and familiarity with the system throughout the project. For instance, let's talk through some of the specific ability statements thrown here and how they built in complexity. In iteration one, we include manage account and manage service agreement to establish the customer-to-premise relationship, rate assignment, and service point linkage. Here we're building the structure. In iteration two, we include manage rates residential and generate bill. This defines the rate billing logic, calculates charges and adjustments, and produces all the billing details. The structure becomes revenue. Last, in iteration three, we include process payments that builds on all the billing details and customer portal capabilities in iteration two, so that we can now apply payments to open items, which then updates account balances. Now we've identified what the ability statements that map to your requirements are for the current project that's been discussed. But as Beth mentioned earlier, one of the benefits to the CCS system and our solution is that this allows you to grow and move forward in the future. So it helps deliver the functionality that WWS needs today without limiting future flexibility and allowing you to evolve over time with the product. For instance, AMI is not included in the scope right now, but that's something that could be added if WWS wanted to in the future. You could have a load AMI usage ability statement, and you don't have to install new software to do that. The platform is there. You just have to enable those features and functions. So again, allowing the system to grow with you over time. As part of the scope of this RFP, we establish these preliminary ability statements to define the expected capabilities of the system. And during the initiate stage, we validate and confirm overall scope alignment with stakeholders. What we want to show you with the next few slides are how we have traceability from the beginning of the project all the way through test validation. So again, we start with these ability statements. We have those in place now, and those would be confirmed at the beginning of the project. And then in the defined stage, we review and confirm high level process flows with each process supported by one or more of those mapped ability statements. So on the left-hand side of the screen here, you can see what the high-level process flows are, customer asset, pre-billing, billing, post-billing, et cetera. And on the right-hand side, though it's small, the very bottom of the screen has the ability statements that map to the processes that are outlined on the top of the slide. So that's something that we go through during the defined stage. During the refined stage, we ensure complete bi-directional traceability in our requirements traceability matrix, or RTM. Every requirement is mapped to the appropriate ability statement and high-level process flow, and every ability statement has defined requirements supporting it. Then as we get into the design and build phases, we ensure that our documentation tracks against requirements as well. Finally, we organize test cases that are directly mapped to requirements, which in turn are mapped to ability statements, creating full visibility from business need to system validation. This structure traceability ensures that all approved scope is accounted for, configured, and thoroughly tested, eliminating gaps and preventing unvalidated functionality from reaching production. Next, we want to cover the roles and responsibilities across teams. This is the other input that we use to define scope for the project. So just kind of highlighting what this page is, this represents a typical split of roles and responsibilities among our clients and how they may choose to have ownership of certain aspects of the system. Some of these could also move to Trinity's responsibilities as well. For instance, Trinity typically owns iteration and end-to-end testing preparation and client execution management. While many of our clients prefer to own user acceptance testing preparation and execution management, as well as mock, dress rehearsals, go-live management. However, those could be on Trinity's plate as well, if preferred. Are there any roles that you would like to dig into specifically, or is that something that we would do during the Q&A? That would be through the Q&A. Okay, thank you. Next, we want to talk about timelines, milestones, and deliverables. This slide shows how work progresses across the life cycle of our 12-month proposed timeline, plus support. We begin with the initiate and define stages to lock down governance, scope, and architecture and environments. From there, delivery occurs across three structured iterations, manage, build, and finalize. Each building additional functionality and business complexity. The data conversion effort runs in parallel with the build, allowing us to validate early and reduce risk progressively rather than at the end. The timeline reflects overlapping work streams designed to accelerate validation while maintaining control. While the previous slide showed how work flows over time, this slide shows the major milestones that govern progression. Each milestone is a checkpoint, ensuring we don't carry unresolved risk into the next phase, and that go-live happens because we're ready, not because the calendar says so. We begin and initiate and define by locking down governance, scope, process flows, and environment readiness. Before entering build, we ensure ability statements, designs, and test planning are approved. During build and train, we complete configuration, unit testing, and environment readiness with iteration training embedded so the team is prepared to validate iteration functionality. In verify and test, we complete iteration and regression testing, dress rehearsals, end-to-end testing, and UAT. The project concludes with conversion finalization, a formal go-no-go decision, and production deployment. Each phase has clear exit criteria, ensuring progress is controlled, measurable, and ready before advancing. Trinity operates as a true consulting partner, bringing a mature set of field-tested accelerators and templates developed across years of Oracle Utilities projects. Rather than starting from scratch, we tailor proven assets for WWS, accelerating delivery, reducing risk, and ensuring consistency. This slide outlines the structured deliverables we provide across each phase of the lifecycle, along with the accelerators and templates that help drive that consistency and speed. In initiate and define, we establish governance, scope, ability statements, architecture, and strategies, ensuring alignment before build begins. Through refine, design, and build, we produce iteration process flows, configuration workbooks, integration documentation, training materials, and validated unit test results, all aligned to the requirements traceability matrix. During train and verify, we embed iteration training, validate readiness, update cutover plans, and complete retrospectives to continuously improve. And in test and deploy, we finalize conversion, complete end-to-end training, execute cutover, and deliver full documentation, including configuration workbooks, process flows, and the RTM, that requirements traceability matrix, ensuring long-term sustainability. Next, we want to talk about a project approach for special topics. We're going to cover data conversion and integration, cutover control, testing, and support. Data conversion and integrations are typically the highest risk areas of any CIS implementation, which is why we approach them with structured discipline across three areas. First is structured conversion phases. We begin with data quality assessment to identify risks early, followed by data cleansing and detailed mapping to the CCS data model. We then execute multiple test conversion cycles, each one reconciled and validated with business stakeholders. This is not a single-shot conversion. We progressively refine and validate the data through repeated cycles so that by go-live, accuracy has already been proven. Second, we have our future state architecture. This is how we ensure integration stability and eliminate data silos. We begin with a future state architecture diagram that defines a single system of record for each state domain and clearly maps all inbound and outbound flows, eliminating mystery integration and intentionally distinguishing real-time versus batch interfaces. CCS and the portal are not standalone systems, and we always want to remember that. They are part of a larger utility ecosystem. Our disciplined approach ensures those connections are secure, supportable, and resilient. We reinforce this with clear integration documentation and standardized secure APIs and SFTP protocols that reduce brittle interfaces, prevent data corruption, and enable proactive monitoring. Third, we have our controlled cutover strategy. We conduct tabletop and technical walk go-lives, followed by dress rehearsals, before executing production cutover. Together, this approach reduces risk, protects revenue, and ensures a stable transition to production. Go-live is not a milestone that we rush towards. It's a controlled execution decision, executive decision, backed by measurable readiness criteria and multiple validated rehearsals. So, we'll go through several key areas here on what is included in our approach. First is mock go-live and dress rehearsals. These are completed to eliminate first-time execution risk and validate tasks, timing, sequencing, and resource coordination. Next, we have go-live readiness review. A formal checkpoint to review testing results, conversion reconciliation, integrations, training, and support. This could also be subject to your own operational readiness testing or your final testing as well. Executive go-no-go decision meeting is next, and that addresses executive governance, where leadership reviews those readiness metrics. Next, we have the cutover runbook. This is a detailed minute-by-minute plan that prevents confusion during the most critical window by defining sequencing, ownership, and rollback triggers. Last is the hypercare plan, and this is to protect the customer experience during transition. This is all to ensure that we don't go live because the calendar says so. We go live because the system, the data, and the organization are demonstrably ready. Next, we want to talk about our test approach. Similar to other concepts, each phase of our testing reinforces our traceability model. Requirements are mapped to ability statements, and those ability statements drive configuration and test case creation. I won't read every word on the screen to you here, but I'll give you a high-level view of this. Unit and smoke testing validate the build against design. Iteration testing confirms each ability statement works as intended and integrates with prior functionality. End-to-end testing validates all full process flows. And UAT, or user acceptance testing, confirms the system meets the original business requirements captured in the RTM. Because every test case traces back to a requirement and every requirement traces back to an ability statement, we maintain complete visibility from scope definition through final acceptance. Excuse me. Once the system is built and validated, our focus shifts to control deployment and structured stabilization. First, we have deploy. This is where we provide a detailed cut-over runbook with clear ownership, tested during at least two mock go-lives to validate timing and integrations. The team is on-site for a coordinated support during go-live weekend to minimize disruption. Next is the post-deploy phase. This is one week of high-touch stabilization, where we provide rapid issue response to protect business continuity. And last, we have the support phase. Three months of structured hypercare, where we provide ongoing tuning, issue resolution, and transition to steady state operations. This slide shows our managed services options. We won't get into all of the details of everything on this slide, but we want to highlight the services that Trinity offers for long-term support, post-go-live, and whitewater support. But our real goal will be to enable you, WWS, to own and run the application without us through our enablement services like training, knowledge transfer, and our buddy system. If you don't want to manage the application in-house, Trinity provides three levels of managed services designed to be flexible to fit any utility's needs. For example, Brazos Electric elected Run for their post-go-live managed services, and at Delco, we're providing Run and Evolve at present. When you combine the staffing model and the scope model, you see how Trinity is different. We don't just parachute in resources, and we don't stop at ticket resolution. We structure the right people the right way and deliver across the Run, Evolve, and transform lifecycle. That's what makes us a true partner, not just another vendor. All right. Beth, I'll pass it over to you. All right. Great. Since we do have actually 10 minutes on the clock, I am going to go, Curran, a little off-script, and I'm going to cover some of the project management material, just about five minutes of it, so that maybe we address it, and then we can come back to it in more Q&A if you need additional time. And then I will go to the closing when we have about five minutes left, four or five minutes left. So, Curran, I'm going to present your content. I hope that's okay. Absolutely. Good work. Yeah. So, this slide really represents kind of how we keep a project on track and ensure that there's no surprises whatsoever for leadership. First, there are status reports. First, we provide structured, consistent reporting that clearly communicates schedule, scope, budget, testing progress, and overall project health. The goal is transparency, and leadership always knows where we stand and what decisions, if any, are needed. And then second, rate management. Obviously, we're going to actively manage risks, action items, issues, and decisions, not just document them. But all items are prioritized, assigned to owners, and tracked to resolution. This prevents small issues from becoming scheduled impacts. Third, agreed upon milestones and deliverables. We've already presented some, our standard kind of starting point or what we expect for those to be milestones. We've presented also every single deliverable we plan to include. But at the very beginning of the project, we'll align on those and make sure that we have everything kind of locked in for each phase of the project. And then project is measured against those so that we don't go to a next stage without completing the appropriate deliverables. And then finally, our iterative methodology. So rather than waiting until the end to validate success, we demonstrate continuous progress through incremental builds, configuration reviews, and working sessions. It reduces risks and ensures alignment before moving forward. And the result is predictable delivery, proactive risk management, and clear communication with WWS, and leadership throughout the lifecycle of the project. In terms of the project management team, you are looking at it. I myself would serve as the project director to provide executive oversight, ensure alignment with strategic objectives, clearly and actively manage risk, monitor costs, serve as a highest escalation point, and maintain, I'll maintain direct communication with WWS leadership to keep the project transparent and controlled. Curran is the person proposed for the role of project manager, go-live, and test lead managing your day-to-day execution that includes coordinating across all the work streams, delivering status updates, overseeing testing, ensure it reflects real business processes, and managing deployment and go-live readiness in close partnership with you guys. And together, this provides both executive control and disciplined operational execution, which minimizes risks and maintains forward momentum as we go through the projects. In terms of our governance and accountability structure, this is what keeps the project controlled, transparent, and predictable. At the center of project control, everything we do is designed to protect scope, schedule, budget, and risk. Around that are the five mechanisms that ensure this disciplined execution. The first is a clear leadership model from day one, no ambiguity about who owns what. We are going to make that absolutely and perfectly clear through detailed races and high-level roles and responsibilities, et cetera, as you've already seen. Next, we have a defined escalation and decision path. When issues arise, and they always do, this will not, we will not be slowed down. We will have a predefined escalation and decision structure that ensures the right people are engaged quickly and decisions are made without impacting schedule or scope. With our RACI and transparency, we remove all ambiguity early. Scope and accountability are documented and visible through our defined roles and responsibilities, the RACI and our RAID log. Change control, this ensures we never drift unintentionally. Every requested change is evaluated for impact before we move forward, protecting both budget and schedule. And then finally, we have executive oversight and reporting cadence. Obviously, we provide structured, predictable visibility, so leadership is never surprised. Risks are surfaced early, decisions are made at the right level and at the right time. Overall, this prevents scope creep, prevents decision bottlenecks, and protects the timeline and budget, and while maintaining leadership and alignment. And then I have two other quick slides I want to go through, and then I'll move into our closing, and that is our formal training by stage. It really kind of shows, as we go through the project, when and where each type of training occurs. In the beginning, we'll do a quick project overview to align with the project team on system capabilities. During each iteration, we conduct focused iteration training on that iteration's scope or set of ability statements. And then in parallel, our knowledge transfer box buddy model ensures team members are hands-on during configuration and development building capability throughout the project. And as we move forward through deployment, we provide normal train-the-trainer sessions for system admin training to prepare your technical team and end-user team to ensure end-user readiness at GoLive. And the result is progressive learning for a stronger ownership and longer-term sustainability. Next, we have our box buddies. We haven't dug into those very deeply, but I will quickly. This is where we answer the question, how do we ensure that you guys are enabled? And this is, in addition, in concert with our training, official training classes or courses, we do this. And throughout the project, as you see, we're going through the project. What the buddy is doing is kind of building throughout the project. So, they are working alongside our team to ensure that they are fulfilling this role so that by the time we get to test, they are supporting defect remediation. And in support, they are the front line for support issues. And the benefits to this are really integrated project team throughout the implementation. That just means continuous knowledge transfer throughout, learning reinforcement, hands-on learning. You're touching the system way earlier than in most implementations, and it facilitates a deep understanding of the system. So, I'll move into closing. And first of all, I will thank you for your time today. Our objective was simple. Demonstrate CIS and portal platforms we're proposing are a long-term solution, one that you will not have to replace again in 5 or 10 or 15 years. A platform that evolves and not just one that ages out. Second, to show that the functionality you need today, meter-to-cash, stability, water-specific billing integrations, and customer transparency can be delivered without compromising your future flexibility. And third, to be very clear about who we are in this partnership. Trinity is not a software vendor. We're not selling a product and stepping away. We implement as a true partner to you. Our reputation depends on every client being willing to provide a positive reference. As a focused firm, we do not have the luxury of hidden failures. We only succeed when our clients succeed. That's why we emphasize discipline, scope control, rehearsed data conversion, embedded enablement, governance that drives decisions, and revenue protection at cutover. We understand that this decision is about protecting revenue, minimizing that disruption, and selecting a partner who can carry the accountability throughout GoLive and beyond. If selected, we're fully prepared to guide you guys through that transformation with that structure, accountability, and partnership required for true long-term success. I had a minute for questions, too, but I think we've got some uninterrupted time for questions, and so I'd like to turn it over to you guys, as needed, to tackle any sort of questions we may have. Thank you for your presentation. Are there any questions from the evaluation committee members? Mr. Thomas? Hi, this is Ron Thomas. I have two questions for you. The first one is, is your platform a premise-based system or account-based? It is. Sorry, I thought I was on mute. It is account-based, but it does support those premise-based obligations. For example, liens or whatever you may have in terms of making sure that that debt stays with the premise. Thank you. Second question is, we have a weird setup with our wholesale customers where, by contract, they have 45 days to pay before they're subject to a delinquency fee. All the other customer classes are subject to a delinquency fee after 21 or 22 days. Would your system have any difficulty accommodating? Absolutely not. That is a very simple configuration setting. Thank you. And, in fact, sorry to take it one step further, you could, if for any reason this were to change in the future, you could set it to 45 days now and effective date it so that it changes in the future with no technical skill required to make that configuration change. Are there any other questions from the evaluation committee? Yes. This is Drew for long. I have two. One on, for slide 20 at the bottom, I saw that it was highlighted that there was some customization needed. Can you elaborate a little bit more on what customization is versus the big debt would need to be done? And I guess my other question is, does that make our version different than everybody else's? That's a great question. Where we talk about customization at this point, that's really just talking about if there are any integrations. So we're not talking about customizing the system because we understand that you all are moving forward with a plan to not customize the system, which we think is a great goal to have and good guidance to have throughout your project. So this is only talking about integrations that are appearing in orange. And further, if I may jump in on that, Oracle has designed their system so that you can actually add, we tend to use the word enhancement as opposed to customization. Because you're not changing any code structure within the application, but there are natural points within the application where you can add some scripting enhancements or logic that still maintains upgradability in their SaaS platform. Okay. That's good to know. Don't necessarily want to do it, but good to know. Absolutely. We agree. The other question, when you showed your customer list or that map, it showed a lot of electrical customers. Can you talk about how many water customers you've done? Absolutely. I have a couple of slides that are specifically related to advanced topics or the extra topics. Would you like to talk about that one a little bit about like this past experience? Sure. Is that what you're asking me? I think. Well, yeah. I mean, everything I saw there, from what I could read, there's a few I couldn't read, looked like they were electric. Okay. I know they're similar. I mean, I've worked for the power company as well. I know they're similar, but we have different nuances as well. So I just want to get a feel for how many water customers you've implemented and supported. Yes. Okay. Let me. I don't want to not answer your question very directly. Is it, may I ask, is it okay if I address that specific ask about similarity or similar customers before I say specifically how many water customers? Sure. Okay. Okay. Thank you. Okay. So if you will tolerate me very briefly backing up one second, then what I would, before we answer the question directly, I'd really kind of like to dig into what similar size and complexity means. So all water and wastewater utilities share core meter to cash functionality, but as, in fact, the premise versus account question that came up highlighted is that their municipalities often have premise-based obligations that IOUs or other types of utilities don't necessarily have. Um, so yes, you have kind of the core meter to cash functionality, um, that is the same, but the differentiator isn't simply account, account, count, um, it's really scope integrations, governance structure, delivery ownership, and internal capacity that makes a utility similar to another one in terms of implementing these systems. Um, so if I may, uh, a brief kind of deeper definition of those four, and then I have a slide that shows all of our logos broken up this way, and I will highlight what our specific water customers within that slide. Um, so if we talk about functional scope alignment, um, we are talking about end-to-end and meter-to-cash processes, complex rate structures, billing, collections, adjustments, service orders, field coordination, case management, that type of stuff. Um, and as an example, um, a premise-based billing and service point integrity are just as operationally critical at 60,000, um, accounts as it is at 500,000 accounts. The rules do not get simpler at a smaller scale. They're, they're literally the same. Um, and then second is integration ecosystem. So, um, um, the types of systems that you're integrating with, the complexity of those integration patterns, the, um, types of data you're sending back and forth, the amount of automation you have versus less, more manual processes, all of those things kind of fall into your integration ecosystem. Um, and as a specific example, your integrations to Maximo and your financial systems, um, define part of your transformation, um, we have delivered those same integration patterns for many, many of our customers. Um, and in fact, a majority of our customers have Maximo, whether they're water or 60,000 or 5 million customers, right? Um, and then third, we had delivery role and transformation scope. So here we're talking more about like what kind of role and how did Trinity have accountability and delivery ownership for a given customer, because that too can, can change based on customer, isn't really relevant to customer size or, um, whether they're water, electric or gas. Um, and so, so any project where we serve as the prime, uh, to the utility carries the same accountability structure and the scope of ownership doesn't shrink because the account base does or grow because there's more accounts. And then finally is operational capacity. Um, and so lean IT teams, uh, lean functional SMEs, basically this is how much your organization has the capacity to support this transformation. Um, and so as the example there, city of Richmond, I mentioned earlier has 76,000, uh, water and wastewater accounts, but they have a much larger IT organization to support CIS post-gola. And then, um, um, our customer Delco water, which only has 60,000 or 60,000 accounts, which is about the same size. They've literally are supporting their implementation with one IT SME and one functional SME. So those two, even though they're similarly sized, wildly different support capacities. Um, so yes, size is one lens, but I think that thinking about all the other lens is also very important. I believe in the question that you're ultimately asking a vendor like us. And so now I will very directly answer your question. Um, and I will show you all of our utilities that are kind of, um, broken down and you'll see there are repeats because for example, city of Richmond might have the same, very similar functional scope, premise-based, all of those types of things. Water about the same size, water about the same size, they aren't in the org capability, as I just mentioned, because they have a much, a very large IT organization. And, um, uh, honestly, I don't necessarily know this for certain, but I, uh, I, I have a certain assumption around the scale of your IT organization size compared to theirs or say an Ameren's or, um, uh, a Fayetteville, uh, public works commission. So there are some differences, right? Um, in terms of, uh, how I believe each of our customers align to your functional scope and your integration scope and the role that we have put ourselves in for this proposal to yours and org capability, this is how all of our, our logos kind of align in that perspective. Um, and I will highlight specific water customers here. So Fathom was a water customer. They actually don't exist anymore. They, um, were a company that basically went around and offered CIS, um, and bigger customer service, like actual outsourcing their customer service operations and meter reading capabilities and, and, and, um, functions to very small. So they would go out and go to munis that had like 1,000 or 2,000 or 5,000 customers and aggregate them and, and we worked with them before they, um, their business eventually did go out of business. Uh, Delco water is a water customer city of Richmond is the upper right, uh, round logo on the screen. Pasadena, um, has water and electricity. Um, looking at the slide very closely, JEA also has water. Um, SWLMP is one of the elite companies. Elite is comprised of Minnesota power and, um, superior water, light, and power. And they also have water. Um, water is in the superior, um, in Wisconsin entity. Uh, Fayetteville public works commission also has water, um, as well. And now I've answered your question and, and half answered this slide, but I, I'm happy to talk about it more if you would like. I'm good. Thank you. Are there any other questions from the evaluation committee? Okay. Project manager. Do you have any questions? The fourth presenter Trinity consulting LLC has now completed their presentation and answered all questions. Thank you. I'm sorry. Thank you. Trinity consulting LLC for your presentation. You may stay in the, in the, um, teams meeting because we're going to open it back up. This concludes all vendor presentations. Would the purchasing staff invite all vendors and members of the public back up? Back into the open portion of the meeting. Again, Trinity, thank you for your presentation and you may stay in the meeting. Thank you. We did not cover the financial capacity. Did we want to talk about that? No, not. No, thank you. We're going to wait for the vendors to come back into the open portion of the meeting. So it'll be silent for about two minutes. Thank you. Trinity consulting. There's, um, no additional, um, reason to share your screen at this time. Your face. Welcome back to the open portion of the meeting. The next order of business is the ranking of the vendors. A ballot was provided to each committee member. Committee members shall complete their ballots by placing number one next to their first choice vendor, number two next to their second choice vendor, number three next to their third choice vendor, and a number four next to the fourth placed vendor. The first ranked vendor will be the vendor that receives the lowest total on the ballot. The second ranked vendor will be the vendor that receives the second lowest total of the ballots. The third ranked vendor will be the vendor that receives the third lowest total on the ballots. And the fourth ranked vendor will be the vendor that receives the fourth lowest total of the ballots. When all committee members have submitted their ballots, I will recess the meeting to allow time tabulate the ballots when the tabulation is complete i will then reconvene the meeting to have the results read are there any questions from the evaluation committee members are we submitting via email yes everyone cc and everyone on the email yes so there was an email that i sent to all of you between 7 30 and 7 35 a.m this morning everyone in that email you can reply to it was all sent to you individually thank you committee members you may begin your ranking the purchasing division will notify me when they have received all the ballots and are ready to tabulate all the ballots have been received we will now take a short recess to tabulate the ballot ballots the time is 3 10 p.m okay excuse me excuse me please mute your microphone i would like to reconvene the meeting the time is 3 21 pm and the ballots have been tallied before the results are announced i would like to thank all the vendors for your participation in this solicitation process we appreciate your time and interest in working with broward county purchasing when you're ready please share and announce the ranking ernesto perez purchasing division anson banner received a ranking total of 10 itinerous na inc received a ranking total of 7 sprite point services inc received a ranking total of 14 and trinity consulting llc received a ranking total of 19 hanson banner llc is the second ranked firm itinerous na inc is the first ranked firm sprite point services inc is the third ranked firm and trinity consulting llc is the fourth ranked firm the next order of business is accepting the ranking may i have a motion to accept the evaluation committee's results and recommendation of ranking for approval jonathan allen i move that we accept the evaluation committee's results and rankings may i have a second all in favor say aye aye mr allen did you say aye oh yes okay aye aye okay any opposed motion passes unanimously the evaluation committee recommendation will be posted on the purchasing division website for three business days as a proposed recommendation of ranking following this three-day period if no objections to the proposed ranking have been received in writing by the director of purchasing a final recommendation of ranking will be posted for five business days if no vendor timely objects or protests the ranking shall be final provided that no county commissioner objects within five business days after receiving notice from the purchasing division on the final ranking once a ranking is deemed final the county shall commence contract negotiations with the number one ranked vendor as a reminder all information reviewed by the evaluation committee is posted on the purchasing division website repository including the closed portion of this meeting can committee members are there is there any other business that needs to be discussed again i would like to thank all the vendors that responded and their presentations today and i'd also like to thank all the evaluation committee members for their participation and time the final evaluation committee meeting is adjourned and the time is 3 24 pm thank you