Presentation: Roslagsvatten: Revolutionizing Water and Wastewater Next-Gen Digitalization

2024 - AVEVA World - Paris - Infrastructure (Water, Facilities, Transport, Marine, DC)

Roslagsvatten: Revolutionizing Water and Wastewater Next-Gen Digitalization

So first off, what is Roslakt Vatten? Probably not many of you knew what we do, but we're a water and wastewater company in the northern parts of Stockholm. We consist of five municipalities. And besides water and wastewater, we also have recycling centers and garbage collections. So we have a lot of assets, a lot of different types of assets, and this is our challenge that, previously, we worked one company, five areas, five ways of working. Every area has their own way of doing waste disposal, their own way of doing, garbage collection. So we're trying to digitize and form that. So when I started, four and a half years ago, our CEO was nice enough to give me a blank piece of paper, and he asked me, make sure that we are the best wastewater company in Sweden in five years. And I thought on that, for some time, and I thought why not aim higher? So I aimed for one of the best in the world, and I hope that's one of the reasons that we're here today that, we have aimed really high, but we have also succeeded, in many ways, as we intended. So why are we doing this? As I started talking about it, we need the information at the correct time. Our, employees, what information do they need to make a quick decision? As we were working when I started is something happens. What do you do? I start, oh, where's the manual? Where's the drawing? What's the budget? Nobody knew any, of these, answers, so they had to start searching. And that's where I started working with that. We need to structure our information, and we make need to make sure that it lives through our processes, through our company. So when we do a project, we don't want the information to stay, when the project is finished. We want it to survive to operations, and we want it to survive so we can do optimizations and then go back. So when we do a new project, we improve it even more. We have around three hundred stations or three hundred assets, of smaller sizes and twenty seven of mid to large. And we have around thirty five to seventy five ongoing projects all the time for as long as we can plan. We know that we need to take care of our assets forever. Water doesn't the requirements for water doesn't stop. And we also have one of the largest investments in the history of our time in our company. Usually, we invest around four hundred million euros per year in new assets. But when I started, we had some new projects, so we were four billion Swedish crowns. So it's a lot of money, and it's also a really great opportunity to make sure that we change everything for the better at once. So this is one of the reasons, why this project started. And my goal from the start of this is that we should build open solutions, we should build layered solutions, and we should not stick to one vendor or we shouldn't be locked in, as we call it, that when we decide on one vendor, we're stuck there. We don't know what they do to our information, how they do it. We need to know and own, what happens to this information. Yeah. So this is a picture to show us somewhat how our thought process were. We knew that we have a lot of different data sources, not just operational data. That's important for me that we have a lot of information that's connected to our assets that hasn't been validated before. So we needed to think about how do we want to do this. How do we want to make sure that when we look at the pump, we have the maintenance schedule, we have the operating cost, we have the investments cost. All of this affects this asset and needs to be taken into consideration when we do our renovation plans and when we plan our we have five to ten year plans that we need to plan ahead. And because we're owned by five different five different municipalities, they have their IDs, their expansions, and we need to be able to consider those in our project planning. So if they're planning to build four hundred new houses in an area, we need to know this, as soon as possible when we look at our assets. So when our engineers see, okay, this pump station doesn't work. Should I fix it? And then they know, okay, in five years, we will triple the capacity that we need to move through this pump station. We need that information then so we can take the financial decision. Let's go up already now so that we are prepared, for what's coming. So so before you start a project like this, you need to think about where you wanna go and how you want it to work so you don't, solve the problems as they come. So we started with that. We need to know what information we want to require from our vendors, how it should be look and how it should be structured. That's what we started with. Then we started, how do we wanna visualize this? How do our employees get benefit from this information? This we need to know before we'd make a procurement, before we purchase anything. How do we wanna visualize the information that's included in this project or if we're just buying something? Then we have our, upper OT environment. How do we want this to work? And we want it to work with all our control systems. We have three hundred to three fifty different control systems. We have huge amounts of IoT information if we're counting all our citizens. It's hundreds and thousands of IoT signals. How do we connect them, and how do we do this in an open way? And that's where we discovered IEC six one four nine nine. That's an open standard, for PLCs that was really engaging to us. Because when we procure stuff, we prefer to say we want it to follow this standard, we want to follow with this structure rather than go buy from this vendor, please. And then we have, all the fun stuff. How do we get projects delivered to us? How do we manage our documents? We decided how we wanted it to do before the project started. Now we need the tools to make sure to check that what we got is what we asked for. We need to tell our suppliers what information do they need to deliver to us, how, what standards, what formats. And then we have our enterprise asset management tools surrounding our planning planning and strategy. How do we work around this? We have one hundred and fifty people working with taking care of our assets in five different areas. How do we get them to work and get the information when they need it? This is what it looked like when I started. We had one PLC from every vendor you can think of. We had too many different SCADA systems. We had case management systems in every system. We had dashboards in every system. We had our master data in every system. Nobody really knew what information was correct. Nobody really knew where information came from. It was, fun to start working with this. So where we're at now is that we have one PLC layer. We have one SCADA layer. We have one case management maintenance layer. We have one master data layer, and we have one place where we want to visualize stuff. And we have built this in layers so that we can replace one layer if we need to. So to conclude, what we've been working on and what we think has been the success of this project is that we at Roslagsvaten, we have owned what we want, our vision, how we wanted to do it. But we have no tools for this, and this is where Schneider and Daniel came in. They have the tools. They have the Schneider tools. They have the Aveva tools. But we also knew that we needed people on-site, on place to help us do this, and this is where our partnership with Roima came in. Mhmm. That they are there on-site every day together with us, evolving our vision, evolving how we do it, and helping us with the technology. Absolutely. So I'll hand over to Daniel. Thank you, Robin. Okay. Let's see. Yes. As Robin told told us about this journey started for nearly five years ago, and Schneider Electric has been a part of that since day one, more or less. So we started as a technology provider for, and also became a trusted partner and a trusted adviser during this many, many dialogues meeting we had during the years to go by. Sorry. But together with the Schneider Electric's digital transformation team and partners, colleagues from Abeva, we we worked with the this vision that we a strategy and building a roadmap for to to work together with the Russela Swatten as a trusted partner. We started also building this, what we call a pilot of a small area called Rydbu, making a digital twin and a digital road map on a brownfield wastewater plant together with underlying pumping station and, old devices as buildings and stuff. And once this pilot will be up and running, it will serve as a blueprint and, for new buildings, new greenfield buildings. So it could be a wastewater plant or a pumping station, and we will also scale up from that blueprint to when it comes to new technologies. And on the control layer, we started, as Robin mentioned, on a new open ECS standard six hundred and forty point nine nine, and it was developed during this dialogues meeting that we had, and it fitted well into the, what do you call it, the vision that Rostraaf Sarthen had. So from building on that is crucial for to be able to have data flowing through the system from the control layer up to the enterprise level in the end. And once this pilot is up and running, it will serve as a blueprint for new projects to come. And this means, as exactly as Robben told me told you as well, it will serve as open between controllers no matter which hardware that you use. It could be a Schneider hardware or a non Schneider hardware as well. By by using Schneider and Aviva technology for digital continuity for engineering, to operation is essential to make this happen. So in summary, we pay attention to all these important areas during our many dialogues meeting together with the consultant service that we have and together with Ruslan Swatten as an end user and a partner. But we also needed a strong local partner to be able to transform this just into to to work as well. So please, Prache, could you tell us a little bit more about your part of this journey? Thank you, Daniel. Thank you, Robin, my cohost, and, two smart visionaries, actually, I would say. So as I said, this is a collaboration, and Roima was a third partner. Roima comes and this is where our people excel actually to to enhance the vision that they have set and also to sometimes create the vision. So hello once again. This is Klaus here. I'm from Roima Intelligence in Sweden. So our people use the tech and the tools, which and and basically the inspired by the latest industry standards, which Daniel and Robin talked about, to show to the users the value that these tech and tools provide, which enabled us to make this change a little bit more easier. And then Robin also talked about, making this process simpler. So what we did is make the whole ways of working simpler, standardized, layered structure, layered platform, yet integrated and talking to each other. So they were they were interacting with each other. And, for example, there were diverse SCADA platforms. There were diverse SCADA systems. We used Aviva system platform as one SCADA, which connects with automation sorry. Yeah. Yeah. That I should have changed that. Which connects with Schneider Electric's automation, the automation EAE, and also talks to the multiple other layers in the system. And then, obviously, we use our template based components, which enables, you know, reusability and low maintenance cost and and all those advantage that you know for which comes from system platforms. Then other than that, we we Robin I've heard Robin say that the value is in the info that the people get. I I I think he refers to the data, and I hundred percent agree to that. Easier said than done. And, also, as John Pascal said today morning, it is about the right data. Be it small, but it is about the right data. So what we did and how we went about that is, we get into the details. Our people got into the details, and we know where the what is used basically from the tech point of view. So once we know all these things, it is easier for us to extract the right data and to maintain the right data. I would also like to quote, Rooslawatin's CEO, and he says that if the data is rightly condensed and maintained well, then their people take the better decisions. And they that also enables them to take, faster decisions and more often. And for this, for us, it was a new obvious choice. Aviva pipe PI Systems was the the platform which helped visualize the data for the users enabling informed decision making. One more thing which, we have talked about in this journey, we were not in five years into this, but few years, I would say, is about the best practices from other industry sectors. And this is where Roima, and I think we feel happy about this, that Roima has brought that kind of expertise and experience from other industry sectors outside water and wastewater. And may it it may be food and beverage industry or life sciences or steel manufacturing, but we brought those experiences on the platform, on the table when the design was being, you know, decided. So that has helped us transform the water wastewater industry together with Russa Swartan and these, tools from Standard Electric using the next gen digitalization. So that was also an important part. The last thing that I would like to emphasize is and I have heard this, Eduardo Swartan and Evan Schneider believes very strongly is about the humans. We cannot do this without the people involved in this whole transformation. As Casper said this morning, even the smartest of the AI would need would be better with the human intelligence, for example. So so it was very important for us to have all the people on board, the Rusa Swat and employees, the other stakeholders, the other suppliers. And what we are and how do our how do we enable that is that our guys are actually, explaining the vision to the people, the reason for the change, what is their role in the change, and very important part, what does not change. Because that what does not change gives them the comfort that that they they enjoy that comfort as well because every transformation brings in some disturbances among people. So that was also very important for us. So, overall, I would say that we have managed the change management very well, and I'm very glad to say that there has been a huge contribution from both the companies, Rose Ross Wharton and Standard Electric. And with that, we have been able to make some progress, some some, some good wins, I would say. And then I would like to invite back Robin to explain what we have achieved till date and some more to achieve later on. Thank you. Yeah. So as Prowshi said, we have done a lot during these five years. We have saved ridiculous amounts of time in our engineering processes because it used to be some engineering external consultant started a work on a new pump station. How should it work? And then it was handed over to another company who says, oh, we're gonna build this. We're gonna construct this. We're gonna program it. And then it needs to be handed over you most commonly with not enough information for operation and maintenance to do their job, and then the pump station would fall short too early. We have changed this to we own the code, we own the design of the pump station, we just ask someone, build this for us. We know how it we want it to work. You are allowed to put in your pumps and stuff, but we know how this pump should work no matter what brand it is from. And we have also learned that the tools are not the solution in this journey. The people, the change management, that's ninety nine percent of the work, to change how people think of their day and enabling and helping them understanding what information they can ask for, what information they can demand because they are used to, we don't get any information. I can't ask for this information. The suppliers say, we don't wanna give you this information because we have taken a huge part of their cut. They used to make a lot of money on our projects. Now they make a lot less. But in my opinion, they make they know what how much money they should make. And for me, that's a good deal for both of us that we have lowered the risk for our external parties by being super clear what we want and how we want it delivered.

Roslagsvatten with 25 treatment plants in 5 municipalities, 226 pumping stations and 200.000 customers served are on a journey to digitalize its operations and create a company standard homogenizing the technology landscape. This session highlights the powerful collaboration formed in the ecostructure between Roslagsvatten, Schneider Electric, AVEVA and AVEVA endorsed System integrator Roima Intelligence to accelerate the initiaitve and take full advantage of the used products in combination with experts in digital transformation. Products in use: AVEVA System Platform, AVEVA PI System, AVEVA Asset Information Management, Schneider EcoStruxure Automation Expert. Link to video: https://youtu.be/-rVwvYSuUjA?si=_HT0urAhNU-csicF

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Industry

Water and Wastewater

Company

Roslagsvatten AB

Speaker

Robin Trankell

Company

Schneider Electric

Speaker

Daniel Ljungqvist

Experienced Technical Sales leader dedicated to driving the Process and Discrete manufacturing industry forward through digitization and sustainability initiatives. Proficient in Engineering, Control Systems Design, Process Automation, SCADA, and Electrical Engineering. Equipped with adept sales management skills and deep knowledge within the Swedish Industry. Committed to fostering innovation and sustainability in complex technical markets

Company

Roima Intelligence Inc.

Speaker

Proushi Rawat

Proushi is an experienced leader in international business, specializing in change management and commercial management with a strong drive for operating profitable and efficient business. With over 24 years of experience in diverse roles, including manufacturing operations, project management, digital transformation consultancy and Sales, he brings a wealth of expertise to Roima. His career spans over 15 years in the Food & Beverage Industry, and more recently (for over 8 years now), managing business for Industrial software development thus helping partners (customer) achieve their digital transformation goals.

Session Code

AW24-INF-D1-SESS-189

Transcript

So first off, what is Roslakt Vatten?

Probably not many of you knew what we do, but we're a water and wastewater company in the northern parts of Stockholm.

We consist of five municipalities.

And besides water and wastewater, we also have recycling centers and garbage collections.

So we have a lot of assets, a lot of different types of assets, and this is our challenge that, previously, we worked one company, five areas, five ways of working.

Every area has their own way of doing waste disposal, their own way of doing, garbage collection. So we're trying to digitize and form that.

So when I started, four and a half years ago, our CEO was nice enough to give me a blank piece of paper, and he asked me, make sure that we are the best wastewater company in Sweden in five years.

And I thought on that, for some time, and I thought why not aim higher? So I aimed for one of the best in the world, and I hope that's one of the reasons that we're here today that, we have aimed really high, but we have also succeeded, in many ways, as we intended.

So why are we doing this? As I started talking about it, we need the information at the correct time.

Our, employees, what information do they need to make a quick decision?

As we were working when I started is something happens. What do you do? I start, oh, where's the manual? Where's the drawing?

What's the budget? Nobody knew any, of these, answers, so they had to start searching.

And that's where I started working with that. We need to structure our information, and we make need to make sure that it lives through our processes, through our company. So when we do a project, we don't want the information to stay, when the project is finished. We want it to survive to operations, and we want it to survive so we can do optimizations and then go back. So when we do a new project, we improve it even more.

We have around three hundred stations or three hundred assets, of smaller sizes and twenty seven of mid to large.

And we have around thirty five to seventy five ongoing projects all the time for as long as we can plan.

We know that we need to take care of our assets forever.

Water doesn't the requirements for water doesn't stop.

And we also have one of the largest investments in the history of our time in our company.

Usually, we invest around four hundred million euros per year in new assets. But when I started, we had some new projects, so we were four billion Swedish crowns. So it's a lot of money, and it's also a really great opportunity to make sure that we change everything for the better at once.

So this is one of the reasons, why this project started.

And my goal from the start of this is that we should build open solutions, we should build layered solutions, and we should not stick to one vendor or we shouldn't be locked in, as we call it, that when we decide on one vendor, we're stuck there. We don't know what they do to our information, how they do it.

We need to know and own, what happens to this information.

Yeah.

So this is a picture to show us somewhat how our thought process were. We knew that we have a lot of different data sources, not just operational data. That's important for me that we have a lot of information that's connected to our assets that hasn't been validated before.

So we needed to think about how do we want to do this.

How do we want to make sure that when we look at the pump, we have the maintenance schedule, we have the operating cost, we have the investments cost. All of this affects this asset and needs to be taken into consideration when we do our renovation plans and when we plan our we have five to ten year plans that we need to plan ahead.

And because we're owned by five different five different municipalities, they have their IDs, their expansions, and we need to be able to consider those in our project planning. So if they're planning to build four hundred new houses in an area, we need to know this, as soon as possible when we look at our assets.

So when our engineers see, okay, this pump station doesn't work. Should I fix it? And then they know, okay, in five years, we will triple the capacity that we need to move through this pump station. We need that information then so we can take the financial decision. Let's go up already now so that we are prepared, for what's coming.

So so before you start a project like this, you need to think about where you wanna go and how you want it to work so you don't, solve the problems as they come.

So we started with that. We need to know what information we want to require from our vendors, how it should be look and how it should be structured.

That's what we started with.

Then we started, how do we wanna visualize this? How do our employees get benefit from this information?

This we need to know before we'd make a procurement, before we purchase anything.

How do we wanna visualize the information that's included in this project or if we're just buying something?

Then we have our, upper OT environment.

How do we want this to work? And we want it to work with all our control systems. We have three hundred to three fifty different control systems.

We have huge amounts of IoT information if we're counting all our citizens. It's hundreds and thousands of IoT signals.

How do we connect them, and how do we do this in an open way? And that's where we discovered IEC six one four nine nine. That's an open standard, for PLCs that was really engaging to us.

Because when we procure stuff, we prefer to say we want it to follow this standard, we want to follow with this structure rather than go buy from this vendor, please.

And then we have, all the fun stuff. How do we get projects delivered to us?

How do we manage our documents?

We decided how we wanted it to do before the project started. Now we need the tools to make sure to check that what we got is what we asked for. We need to tell our suppliers what information do they need to deliver to us, how, what standards, what formats.

And then we have our enterprise asset management tools surrounding our planning planning and strategy. How do we work around this? We have one hundred and fifty people working with taking care of our assets in five different areas. How do we get them to work and get the information when they need it?

This is what it looked like when I started. We had one PLC from every vendor you can think of. We had too many different SCADA systems.

We had case management systems in every system. We had dashboards in every system. We had our master data in every system. Nobody really knew what information was correct. Nobody really knew where information came from.

It was, fun to start working with this.

So where we're at now is that we have one PLC layer.

We have one SCADA layer. We have one case management maintenance layer. We have one master data layer, and we have one place where we want to visualize stuff. And we have built this in layers so that we can replace one layer if we need to.

So to conclude, what we've been working on and what we think has been the success of this project is that we at Roslagsvaten, we have owned what we want, our vision, how we wanted to do it.

But we have no tools for this, and this is where Schneider and Daniel came in. They have the tools. They have the Schneider tools. They have the Aveva tools.

But we also knew that we needed people on-site, on place to help us do this, and this is where our partnership with Roima came in. Mhmm. That they are there on-site every day together with us, evolving our vision, evolving how we do it, and helping us with the technology.

Absolutely.

So I'll hand over to Daniel.

Thank you, Robin.

Okay. Let's see.

Yes. As Robin told told us about this journey started for nearly five years ago, and Schneider Electric has been a part of that since day one, more or less. So we started as a technology provider for, and also became a trusted partner and a trusted adviser during this many, many dialogues meeting we had during the years to go by.

Sorry.

But together with the Schneider Electric's digital transformation team and partners, colleagues from Abeva, we we worked with the this vision that we a strategy and building a roadmap for to to work together with the Russela Swatten as a trusted partner.

We started also building this, what we call a pilot of a small area called Rydbu, making a digital twin and a digital road map on a brownfield wastewater plant together with underlying pumping station and, old devices as buildings and stuff.

And once this pilot will be up and running, it will serve as a blueprint and, for new buildings, new greenfield buildings. So it could be a wastewater plant or a pumping station, and we will also scale up from that blueprint to when it comes to new technologies.

And on the control layer, we started, as Robin mentioned, on a new open ECS standard six hundred and forty point nine nine, and it was developed during this dialogues meeting that we had, and it fitted well into the, what do you call it, the vision that Rostraaf Sarthen had. So from building on that is crucial for to be able to have data flowing through the system from the control layer up to the enterprise level in the end.

And once this pilot is up and running, it will serve as a blueprint for new projects to come.

And this means, as exactly as Robben told me told you as well, it will serve as open between controllers no matter which hardware that you use. It could be a Schneider hardware or a non Schneider hardware as well.

By by using Schneider and Aviva technology for digital continuity for engineering, to operation is essential to make this happen.

So in summary, we pay attention to all these important areas during our many dialogues meeting together with the consultant service that we have and together with Ruslan Swatten as an end user and a partner. But we also needed a strong local partner to be able to transform this just into to to work as well.

So please, Prache, could you tell us a little bit more about your part of this journey?

Thank you, Daniel. Thank you, Robin, my cohost, and, two smart visionaries, actually, I would say. So as I said, this is a collaboration, and Roima was a third partner. Roima comes and this is where our people excel actually to to enhance the vision that they have set and also to sometimes create the vision. So hello once again. This is Klaus here. I'm from Roima Intelligence in Sweden.

So our people use the tech and the tools, which and and basically the inspired by the latest industry standards, which Daniel and Robin talked about, to show to the users the value that these tech and tools provide, which enabled us to make this change a little bit more easier.

And then Robin also talked about, making this process simpler. So what we did is make the whole ways of working simpler, standardized, layered structure, layered platform, yet integrated and talking to each other. So they were they were interacting with each other.

And, for example, there were diverse SCADA platforms. There were diverse SCADA systems. We used Aviva system platform as one SCADA, which connects with automation sorry. Yeah. Yeah. That I should have changed that.

Which connects with Schneider Electric's automation, the automation EAE, and also talks to the multiple other layers in the system.

And then, obviously, we use our template based components, which enables, you know, reusability and low maintenance cost and and all those advantage that you know for which comes from system platforms.

Then other than that, we we Robin I've heard Robin say that the value is in the info that the people get. I I I think he refers to the data, and I hundred percent agree to that. Easier said than done. And, also, as John Pascal said today morning, it is about the right data. Be it small, but it is about the right data. So what we did and how we went about that is, we get into the details. Our people got into the details, and we know where the what is used basically from the tech point of view.

So once we know all these things, it is easier for us to extract the right data and to maintain the right data. I would also like to quote, Rooslawatin's CEO, and he says that if the data is rightly condensed and maintained well, then their people take the better decisions. And they that also enables them to take, faster decisions and more often.

And for this, for us, it was a new obvious choice. Aviva pipe PI Systems was the the platform which helped visualize the data for the users enabling informed decision making.

One more thing which, we have talked about in this journey, we were not in five years into this, but few years, I would say, is about the best practices from other industry sectors.

And this is where Roima, and I think we feel happy about this, that Roima has brought that kind of expertise and experience from other industry sectors outside water and wastewater.

And may it it may be food and beverage industry or life sciences or steel manufacturing, but we brought those experiences on the platform, on the table when the design was being, you know, decided.

So that has helped us transform the water wastewater industry together with Russa Swartan and these, tools from Standard Electric using the next gen digitalization. So that was also an important part.

The last thing that I would like to emphasize is and I have heard this, Eduardo Swartan and Evan Schneider believes very strongly is about the humans.

We cannot do this without the people involved in this whole transformation.

As Casper said this morning, even the smartest of the AI would need would be better with the human intelligence, for example.

So so it was very important for us to have all the people on board, the Rusa Swat and employees, the other stakeholders, the other suppliers.

And what we are and how do our how do we enable that is that our guys are actually, explaining the vision to the people, the reason for the change, what is their role in the change, and very important part, what does not change.

Because that what does not change gives them the comfort that that they they enjoy that comfort as well because every transformation brings in some disturbances among people. So that was also very important for us.

So, overall, I would say that we have managed the change management very well, and I'm very glad to say that there has been a huge contribution from both the companies, Rose Ross Wharton and Standard Electric.

And with that, we have been able to make some progress, some some, some good wins, I would say.

And then I would like to invite back Robin to explain what we have achieved till date and some more to achieve later on.

Thank you. Yeah. So as Prowshi said, we have done a lot during these five years.

We have saved ridiculous amounts of time in our engineering processes because it used to be some engineering external consultant started a work on a new pump station. How should it work? And then it was handed over to another company who says, oh, we're gonna build this. We're gonna construct this. We're gonna program it. And then it needs to be handed over you most commonly with not enough information for operation and maintenance to do their job, and then the pump station would fall short too early.

We have changed this to we own the code, we own the design of the pump station, we just ask someone, build this for us. We know how it we want it to work. You are allowed to put in your pumps and stuff, but we know how this pump should work no matter what brand it is from.

And we have also learned that the tools are not the solution in this journey.

The people, the change management, that's ninety nine percent of the work, to change how people think of their day and enabling and helping them understanding what information they can ask for, what information they can demand because they are used to, we don't get any information.

I can't ask for this information. The suppliers say, we don't wanna give you this information because we have taken a huge part of their cut. They used to make a lot of money on our projects. Now they make a lot less.

But in my opinion, they make they know what how much money they should make. And for me, that's a good deal for both of us that we have lowered the risk for our external parties by being super clear what we want and how we want it delivered.