INTRANET TOUR | Highlights from Moody Nolan's Transition to Synthesis 6

My name is Susan Strum. I'm the Chief Client Officer at Knowledge Architecture, and with me today is Brian Alting, Director of Technology at Moody Nolan. We'll also be joined shortly by Nick Bauer, who's the Director of Design Technology at Moody Nolan. You're in a Synthesis Spotlight where we share stories of clients who are using synthesis to help evolve and grow their AEC firms. Today, Brian and Nick are going to give us a tour of Moody Nolan's recently deployed Synthesis 6 intranet. Share Highlights and lessons learned from their transition from synthesis 5 and answer your questions a little bit about Brian and Nick. Brian is a principal and he's the Director of Technology at Moody Nolan. He's been with the firm for 27 years. He recently celebrated a firm anniversary and has extensive experience in 3D modeling and renderings. He created and ran the 3D studio for 12 years before transitioning to Director of BIM and recently Director of Technology. In his current role, he provides overall direction for Moody Nolan on technology. And Nick, who will be joining us shortly, is the Director of Design Technology at Moody Nolan. He's been with the firm for 10 years and has extensive experience in BIM processes, implementation, workflows, presentation, mentoring, and management. Both are based in Columbus, Ohio, where Moody Nolan is headquartered. All right, Brian, I'd like to hand it over to you to tell us a little bit about Moody Nolan and show us the Mood.

All right, I'm going to go ahead and share my screen. Okay. As you heard, Moody Nolan is based out of Columbus, Ohio, but we've got 12 offices around the country. You can, you can see here on our locations page on the Mood where exactly those are located. And we are currently at 350 employees. We launched the the original mood in 2020. During that time till now, we have more than doubled in size as a firm through just traditional organic growth. So the Mood has been a great asset to us. So let's take a look at where we are now. So this is sort of the homepage and you can kind of see across the top what our structure is. I will say that we had two strategic initiatives at the beginning of this year and one actually goes back a little bit further, but one being learning, another being a company studio, organization, slash, practice alignment within the firm. And those had a direct impact on some of the information architecture and how we sort of reorganized as we transitioned from the first to the second. Sorry, had to move a bar there. So I'm going to go to the office community. We wanted to take a look at how we Handle office forms. Since we have several offices, what we did is we did utilize a guide for the documents and have broken this up into categories using the custom fields feature of guide. So it's easy for users to come in sort based on a category type of what they want and then based on which office that they are located in so they can get the, you know, the correct address that needs to be applied there and then quickly download. So that's one way that we've started using guides within the site. I also want to step into communication. So this is a community that we made some big changes to. We decided to take an approach with our communications and tie in our, our internal communications as well, with our external communications as well. For internal, I'm referring to, we do staff meetings. We rebranded them at the beginning of this year. No surprise, they're called Mood Check. And then we also have town halls which are two week intervals for our CEO to touch base with with staff. And then other important intervals would be our quarterly meetings which are obviously based quarterly. So this was kind of a structure of layered communication that we do. So you know, you couple all of this with regular posts on the mood and communication through email and other sorts and that's sort of the approach we take for that. But inside these, like with the Mood Check, we have all these set up. So and we've got an intake form here for users to submit information to be in the staff meeting. But this is set up as a guide so if they, they miss one of these, they could come in and watch the video of the month that they missed. So also want to take a look at a couple of the other areas here that like I said, were really affected by, you know, the initiatives that you had. So one of them is the practice area. So what we did is we reorganized practice area based on our national practices. And so different studios are utilizing these practices. And with the growth of the firm, we had to find a way to get this knowledge to everybody for these practices. So we set up these pages and you can see we've got housing, education, healthcare and soon coming sports and recreation. But inside these are different ways for if I click in here, you can see we've got housing drawings for reference for the studios. They can come inside here with the different areas. And if I click like on affordable, you can see we, we pulled in the drawing set for reference for the project teams, especially the newer members that are joining. They can reference the project that's been featured as well as the drawing set that was submitted for each One. So I need, you know, it covers a number of different housing types, different housing situations. So that's, that's just one of the areas. And then they've also got, you know, different references to, you know, housing codes, different social outings that they do and other reference material, onboarding material for the staff as they come on board. So you can kind of see inside here is different, different meetings and sessions that they've done and the contacts throughout the studios because they are a really large studio within Moody Nolan. And another area I was going to review is our learning community. This is a brand new community. In the previous iteration of the bood, learning was kind of spread throughout. We were just at the beginning of our sort of learning initiative adventure. And it's sort of grown to get quite large and extensive. And so we felt that it deserved its own community because it's going to continue to grow and involve more members within the firm. So we've got two sections right now, professional development that has two items that fall under. One's called the PD series, other one is summits. So if I go into the PD series, so if I click this, you can see a little better. This is what it is. It's basically, you know, topics that we are training staff on. But we're, you know, we're using internal staff to train staff on these topics. As you can see, it's good practice for staff to share their knowledge, us to collect it. It helps promote thought leadership within the firm. We've got a pretty structured time when we do this, so other events can be scheduled around it. And most events have AIA credits. So that's been kind of a big push and it's a really great feature to have for these. So it's a big draw for people. And then you can kind of see in this graphic, these are sort of the main topics that we typically hit. Several topics within each one, but that's our main zone. And so what this page does is it lays out the calendar for the year. We set it up ahead of time so they're all listed here, even the ones that haven't happened as they happen. I come in and turn the link to blue and put the video to it. You can see the credits get approved. They list them here and then there's just different types of sessions. So if they're a mentoring session or a lunch and learn that sort of thing, they're indicated. The other thing we do is of course people miss them. And so we record all the sessions and they are broken up. The Videos by the category that they fall under. So this is again utilizing the customized fields within the system and really attaching those to the videos, which is my favorite feature of the of synthesis 6. It's outstanding how that works. So if I go like into the all PD series because sometimes people want to search for the stuff themselves, but you can come inside, see them all loaded, they're color coded based on the year that they happened. But you can also quickly use our sort of drop down filter. So you know you can, you can sort base by year and you can sort by category. And what's nice with the PD series category is you can allow the videos to be multi category. So some of them fall in multiple categories. And we went ahead and set that up as well, just trying to meet the user wherever they might think something should fall. So with the summits, these are a little more structured around four large categories. So the execution summits like Design and Delivery Technology Summit and this is Design Technology and Regular Technology Leadership Summit and an Emerging Professional Summit which looks at these three, but through the lens of an emerging professional. So they're also set up very similar, they happen quarterly. So one of these per quarter, a little bit different rhythm there. And then finally would be our new learning area that has a training sequence to it which we have tied with a learning management system called Moodle. And so we've taken several, we've taken all of our technology onboarding and other revit items, other software and put them inside of Moodle. But we run all of your connection to it through the Mood. And from that, I mean, you know, you can kind of see if I click the technology onboarding. This is the course topics that they do for onboarding. It's quite extensive. It does actually quiz the individual because we don't. The Moodle actually tracks your progress through it. But we want to make sure that they're actually going through the session and gaining the knowledge that we need them to gain. And then as they get through these sections, they're able to take these other courses. But we tied it to a form where they've got to ask for supervisor permission so they know that they're able to have that time dedicated to it. So that's how we pull them in through the Mood and then push them into Moodle. Once that is completed, what we've done is tied that to something we called learning badges. So as you go through that and complete each task, we've got these learning badges that identify what classes you've gone through. You know, the hope Here is that as people are putting project teams together and looking for certain skill sets that these will be able to be a reference to them knowing that they, you know, they've got a certain skill set. The supervisors understand what those classes are about and it meets that objective for the project. And last. Yeah, now that's last year.

Thank you, Brian.

Sure.

I'd like to welcome Nick Bauer to the stage and ifaur, you can turn on your camera and hopefully we'll see you soon. There you are.

Hello.

Hello. Live. Live to you from the Columbus Moody Nolan office. So there you go.

I'm glad you could join us. So there have been a few questions that have come in about things that Brian just showed. And Nick, I'm glad you're here because I think some of them you might want to answer. That said, I also want to make sure we have time to talk about your process of Getting from synthesis 5 to synthesis 6 and some of these questions might get answered through that convers. So I encourage everyone who's here as an attendee to, you know, please look at the questions, upvote things that are interesting to you, add more questions there. And we're going to talk through the process a little bit and then we're going to save the last 15 minutes of this time for questions. So a lot of the writing questions that we got from attendees were about best practices, like what did you learn? How did you do it? So Nick, Brian and I put together a timeline of their transition to synthesis 6 and I'm just going to give you a overview of that timeline at a really high level. And then I'm going to invite Nick and Brian to like talk through each phase and share their highlights, their lessons learned. So the first thing we did was in mid October we kicked off the project that was kind of a meeting in a moment and then KA went into provisioning, which is a four week process, roughly where we're just getting the environment set up. And then we went into administrator onboarding where we got Nick and Brian in to get familiar with the environment. Once they were comfortable, we helped them migrate their content, brought everything over from SharePoint and then their work really began. They started moving around the information architecture and doing an initial content cleanup, which was about a month and a half of effort. Once they were done with that, they started bringing on content managers and engaging them in the process. And they spent about two months getting them involved, working with their content and then they cut over at the beginning of May and now we're in continuous improvement. So I Want to back up to provisioning and just share that you did kind of a lift and shift of your IA initially. So when you got into synthesis and the architecture looked more or less as it had, and then I think it was here in administrator onboarding that you started to tweak things and work with things. So I'd love to pick up here and just have you guys share a little bit about your initial time in the product, what you were doing, any lessons learned and any highlights that this audience might benefit from.

Yeah, we did a very much cast a wide net for the lift and shift part of it. A lot of the IA stayed the same, save for a few communities that Brian touched on. But we did basically have all of that information migrated to synthesis 6 and we figured that it would probably be easier to clean up and delete than it would be to miss something that had come over from S5. So that was kind of the strength strategy we took. Having that content outliner made that process so easy because not only can you kind of digest what had come over, but then you could start to play around with those changes that we were, that we were planning on for some of those communities. It did bring over literally everything, including pages that were never really fully formed in, in S5, which was fine. It's just something that, that people that have not migrated over will should be aware of. And then I don't know if we want to talk a little bit about the administrative, the administrator kind of onboarding section. Susan, is that kind of in the same thing or do we need to pause for a second for.

Yeah, let's talk a little bit about what you two did before you brought on your administrators. So if I remember correctly, you did all of the roughing in correct to get place.

So we decided that since it was more of a lift and shift as opposed to a complete rebuild, we decided that Brian and I decided to take a few weeks to kind of push and pull the data where it needed to go. And before we turned all the content managers loose and there was, it was more than just him and I, we had several other people helping us from the global admin prestage kind of side of things too. But one of the things that we felt would probably be more appropriate is to get a lot of that framework in order. And that way we can use that as an example on this. You know, obviously the new features, like the guides, like this is what a guide is, this is how it can look. And we wanted to pre populate a few examples of that before we opened it up to some of our content managers.

Yeah. And that seemed like it worked out pretty well. So you started onboarding content managers. That was like a roughly two month process. And I know from our conversations, one of the first things you did was just show them like, this is what, this is what's possible. Here's what I can do in a guide. We built this guide. Here's what you can do in a library. We built this library. I'd love it if you could talk us through kind of how you structured your time with the content managers, how you met with them, what the agendas looked like at the beginning of meeting with them, what the agendas were like in the middle, what the agendas were like at the end.

At the beginning it was very much show and tell. It was, it was very much a show and come, come look at the new features and you know, we connected them to the resources that KA provides as far as some of those new features and transitioning information, stuff like that. But it was very much a show and tell kind of thing. Is like, oh, look at how we can do X, Y and Z. And then we would kind of say, go take a look at your pages and go brainstorm on how you think you might want this to look within the framework that we've provided. And then we would come back every week or every week and a half, depending on availability, and have people come with questions and show how they manipulated their page or what worked and what didn't work. And some of it was a little bit more hands on. Some of it was very much just verbalizing questions. But one of the things that was the most impressive thing to me was everyone's willingness to get in and just start working on their page. There was a low barrier of entry, I believe, because the tools are very user friendly, they're very easy to use and very intuitive too.

Yeah, I would say in the previous version, I remember onboarding people and it with SharePoint, there was a bit of a barrier there just on how to use it. And so we got a lot of like, oh, okay, here's my, here's my content, can you put it on there for me? Sort of approach. And this time we really didn't have that because of sort of we, we. I remember going in and showing the blocks, like, it's really that easy. Click, place the block. And that low entry really has changed our content manager approach. This time around, almost every group that I was putting content in for, that's not happening anymore. They're doing their own Stuff. So Nick's right. It was a lot of show and tell at first. Then it was, that started transitioning towards the end of, you know, come with your questions on the specific stuff. We still had some people who, they were almost practically laying out a guide without using a guide. And, and we could say you're, you're basically doing a guide and show them and then they just took off, you know, with how to do that. So. And then by the time we got to the end, I can remember just a few weeks before we went live, we were just putting up sessions where we were just calling them work sessions, like I'm going to show up. If you've got questions, show up. Otherwise we're not doing new features. That's all we're doing is working through the issues you have. And those were great to target people who had a lot of content. So that's kind of how that structured through those months.

Yeah. Another interesting thing that we talked about happening was because everyone was more hands on, doing more work themselves than they had in the past. You also had like people doing things like building a, building pages that should be a guide but not knowing they should be a guide. You mentioned that. Yes, there was an instance of someone starting to use colors but not using the accent colors. So you guys are kind of keeping an eye on what people are doing behind the scenes and doing small interventions to help people stay consistent.

Yeah, we had to, we kind of had to nail down some, you know, branding slash graphic guidelines up front. This is what we're going to do. You know, when you come in here, we want to use, if you're going to use this icon, it's the medium size and we're going to do this color for these consistently that it took a couple go throughs because when people discovered stock icons, oh, I can change the color. You know, we, we got some craziness going at first and then we were able to sort of put that out there. So that, that was something we learned because of how, you know, the site is so easy to do that with now. Yeah, we got to get out in front of this. So we kind of picked that up. So yeah, that's a best practice for everybody on here if you're not at that point yet. Do know it's, it's very simple now to, to do those things and, and getting out in front of it and giving people direction because they would just go, oh, we didn't know, you know, we didn't know that that's what you wanted. Oh, that's what you want. Great. We'll. We'll follow it from here on out. So it was, that was a good point for us.

Yeah. That seems like those regular meetings gave you a nice way to. Yeah, something was happening. Address it. Shift.

Yeah, you know, exactly.

So you had people, you had your content managers. You started working with them at the beginning of March and at the beginning of April. So a month later you publicly announced to the firm that you would be going live at the beginning of May. And that gave a little bit of urgency, a little bit of accountability, a little pushing. It also, I think is speaks to your confidence in your content editors that like, after seeing what they did in a month, you felt like they could get what they needed done in this. In one more month.

Yeah. You know, another thing that helped too is the publish Unpublish. That is a great tool. So there was. We're going to push you, but don't be too nervous. You know, work on the part, you know, and if you can continue to build down the road and we can unpublish and you know, and, and then publish as needed. So. But Nick and I have done enough software implementations over the year to know you gotta set an end goal or you can just spin your wheels forever. So that was never what my saying.

Is, do not let perfection be the enemy of good. Right. So like if you just want it to all be perfect, you'll never roll it out. So I would much rather roll things out. We unpublished some pages that weren't quite there and they've subsequently been published since then. So I consider that a giant success as well.

Yeah.

And you made your goal. You wanted to do.

Yes.

Live before the next like all town, all moody and old meeting. You did it. Yes, it did.

We, we made it by a day. Yeah, it was a quarterly meeting on the fifth, we, we launched on the fourth. And it was, it was really good. It was received really well. And just the navigation. I think people really appreciated how easy it was to get around on the site and nobody yelled at us about the renaming of Community, so we must have done something correct there. It seems to be working out pretty good as far as that stuff. So yeah, it was a good, it was a good launch and it went well. We did a, a teams live event to sort of announce the whole site. We walked people through several key areas, things that we really knew they're they're looking for. So yeah, that's kind of how we handled the, the launch of it.

So you've been live or live on the new version cut over for a month and a half now, and you're now kind of going into continuous improvement. I know a few things that have been on your mind as you go into continuous improvement are keeping things consistent, working through unpublished content, which you mentioned, and building up the practice areas, which we saw a little bit on the tour. We have the housing practice area, a few others, and it sounds like there's going to be potentially more coming.

It never ends. I just built a new projects landing page yesterday morning. So, like, it just. It never. It's always find a better way to do something right. And the more. More ideas you get and the more ideas you see from these Internet tours, that sparks the creativity to keep making them better. That's why I think these are so valuable, these tours.

Yeah.

Thank you for the overview and for the. The tour itself. In the last 15 minutes, I want to go to questions which I think will probably take us back into the Internet to look at things. So I'm just going to cut over there. So there were some questions about the learning area. The first was how do. How did you connect Moodle, your learning management system, to the intranet?

Yeah, so that, that was definitely something we had to think through because, you know, we would want to sort of centralize stuff. At first it was, let's put all the learning stuff on here, One Stop Shop. The thing that was good about Moodle being a learning management system is just, it's a nice framework for all that stuff, structuring courses. I mean, it's built for learning environments and teachers. So it has that obviously. So the way to connect it back was that, you know, your access, sort of permission, if you will, is through those forms. So the users aren't granted access to the courses until they fill out the form and get approval. Because, you know, obviously everybody has a day job and they have roles on projects that they've got to do. So it's all about making sure that that supervisor would say, yeah, you've got time for that. And then at that point you're granted access to the site through there. So you go in through that area, you can see the list of everything we have. Everything has got a description inside that. And then it's just a simple form that's submitted. And then there's just some automation behind that, that as you answer it, it sends it off to the right, the right people for approval. And then one of our design technology managers is able to. She kind of heads up our. All of our learning initiatives and she just connects them at that point to the. The class that is on Moodle.

That's great. Thank you. There is another question about in live learning events or in person? Live synchronous. And if you have a way for people to sign up for them and if so, what that workflow looks like. Like, how does. Like how do they. Do they get a calendar invite? Like whatever.

Yeah, I do that. So there are teams live events. So you saw earlier the list inside the learning page that had the calendar. So those are kind of mapped out at the end of the year for the next year, we do a survey. We get topics, we get what people are interested in. And then of course we usually have to fill in about half of them with stuff that we see people should be learning about code, all that sort of stuff. Once that's mapped out and we know the presenters are basically about two weeks before each timed event, I send out the invite, it goes to the whole firm. So everyone is invited. They all know. Everybody's pretty used to it now that that's how that functions. And then when they come inside there they can. There's usually posted a Google Docs with you enter your information. That's how you can get AIA credit, that sort of thing. So, yeah, that's how they are. And we always open up the Q and A panel in there. The presenters usually present 45 minutes or so and then open it up for Q and A for the topics. And we really try to get a wider range of people, but presenting. But we've got our sort of regular specialists that have really, you know, gravitated to this. So. And you know, we get pretty good attendance, usually 100, 125 people per session, depending on what the topic is.

That's awesome. I've seen a couple questions come through and Nick has been answering in the chat and text, which has been great. About your community managers, how they're selected, what's asked of them. So maybe Nick, you could summarize what you've been sharing in the chat for everybody. That would be great.

I will say, and I will be completely honest with this between regardless of the version, S5 or S6, the content managers are one of the biggest challenges and assets when working on an intranet. Because it feels like there's a gazillion content managers. Because, I mean, Brian, I've been saying we have upwards of 20 at least, right? Yeah, there's a lot. And it took a while for Brian and I to get used to that fact, right. That there are a lot of hands involved with making this. But it is necessary because different people contain different expertise and different information without in the firm. And you need to identify those people and then also identifying the people that will actively work to make sure the Internet and the information on the intranet is up to date and regularly updated. Because it may. The correct content manager may not just be the person that has that information because there are lots of people that work at Moody Nolan that have certain bits and pieces of information, but we know that those people are not necessarily the right people to work. And it could be workload, it could be position within the firm, it could be any number of variables. But that's just my take on content managers. I'll let Brian add if he wants to.

Yeah, you guys have, I think like 20 plus content managers.

Yeah, yeah. And Nick brought up a good point. We've had a couple that you would almost call them guest contributors. They, they gave us info early on. They're those specialized people that maybe they're a studio director. They run that studio. Housing studios in particular. There's a lady that runs the whole studio. We got kind of a brain dump from her on information. But then there are other individuals who really do the part that Nick said now is key. Like we, we couldn't just say, yeah, you need to, you're good, you're going to do this all. It wasn't feasible. She's got an entire studio to run. It's, it's, you know, it's multi office studio. It's big. So having the key individuals and putting that out there. And it also gives other people within the firm an opportunity to work on something that's different than just projects. It's, you know, to get out there and do something and be a part of creating this. So that's another thing. And you know, within the practices page, you know, we, we did the housing page was the first one. And I tell you what, it lit a fire under the other national practices because they saw it. We actually highlighted it at a quarterly event in front of everyone and showed and kind of spotlighted it. And they were like, you know, those directors of those practices are like, we want one of those. I want one of those. I want our information on here. And it was exactly what we were hoping to get out of it, was to get that spark. And it's just about finding the right person. And yeah, that's where we're at now. So getting more content on there all the time. Love it.

Yeah, yeah, that's helpful. There's a question that just came through that I'll take a first stab at, which was you guys did kind of a lift and shift. And the question was, how do you decide if a lift and shift approach is right for you or a transformation or something in between? So I'll just make a pitch for anyone who's. Who's asking that question of themselves to reach out to Sarah Major, Jordan Thurmond on our team, or myself, our client success managers. This is something that we're guiding clients through. We have some structured ways to think about it. We can give you some qualitative ways to think about it, but it's a pretty important question and is about what you. What you want to achieve from the transition, the resources you have available to execute the transition, and your timeline. So multiple factors in there. I'll also throw this out to Nick and Brian to get your sense and thought about, like, how did you decide that doing kind of a lift and shift up your architecture initially and just bringing over all your content initially and then doing any. Any adjustments just doing those in the site once it was there. Like, why you chose that. Anything you have to share that might be helpful for people at that same point?

Well, I mean, you're gonna have to do lift and shift is. Correct me if I'm wrong on the Susan, but when you migrate the content, it all comes in a. A quarantined holding area. Is that correct? It's not gonna. Is that correct? I. I'm trying. This has been months since we did this, right?

Yeah. So that. That was how. That is how your content came in. It went in contact community and that's standard. But for some clients that are keeping their structure, AKA team members, doing some rough in for them to get stuff like generally in the right place. So it depends a little bit on organization.

Organization Content Outliner is the best thing that. Like it. It just made everything easy. Right? Like it. It just does. And regardless of how that content gets there and is migrated, like, for the people that have not gone through that process, just rest easy knowing that you can move this stuff wherever you need to move it and you can move it again and again and again. That was one of the things that we. It was the fear of the unknown for Brian. And I was like, what is this gonna look like when it comes in? And then it was like, oh, you just drag and drop. Okay, that's easy. So.

Yeah, yeah, I remember. I actually remember the moment when we were talking this through with Shout out to Sarah Davies. She's helped us through this whole process. She's awesome. So I can remember we were, we were talking about it, got all this content and we were saying like, well, we're gonna redo some communities. And I remember I said, nick, let's fire this up at Marrow. Let's take some snippets and let's do it. And Sarah goes, why don't you just use the content outliner? And that was the light bulb moment of how much better this was going to be. It really was because Nick just started dragging stuff and it's like, okay, this is too easy. It was really simple to change the name of communities, play around with it, see what we liked, you know, play with the order. I mean just, you know, in minutes on a call with Sarah, it was simple. So yeah, it felt like we at that point made the right decision. Like, yeah, just bring everything over and we still changed some communities and move things around. And I'm glad we had everything with us because I did feel it was easier to shed off what we didn't want versus going like, ah, we gotta hop over here and go, you know, get this. And so it worked out good.

Yeah. So more inclusive migration of content worked.

Well for you and then it did for us. Yeah, I'm sure for others it, like you had said, you named off a number of variables. Yeah, you gotta weigh those things.

Yeah, there's a question here that's a perennial interesting one. How do you determine where content lives? Example, a studio has process that is similar to a project management process that also uses a software which would be under technology. How do you determine where that thing goes? Technology, does it go project management? Does it go with the studio, put.

It someplace and cross reference it everywhere else? It's really easy to share links across. The linking is so easy. Obviously that's the age old question is where does this stuff live? You kind of just have to take a stab. Maybe it's based on a cultural aspect of your firm that maybe there's something to that. Right. Because you think Vantage point or Deltec is one of those things where it crosses over into multiple areas.

Yeah, we have two, two areas. Vantage point shows up in an accounting area, shows up in a technology area, so.

And project management too?

Sure.

Would it be asking too much to have you show us that, like show us where link lives and then maybe where it's cross referenced.

Yeah, I can share while he's pulling that up.

The linking aspect of it is very nice. Especially being able to linking of it is really nice. But being able to move the data across communities too. Is really nice too because even if you make a mistake and you realize that it needs to live in a different location, you just go to the content outliner and Brian should probably just open the content outliner too because I know there was a question about that. And, and just you can just see like it literally is dragging and dropping stuff. Right. So like you could just move things. You just pull it and do whatever you want.

Drag and move stuff around if I wanted to. But yeah. Back to the office area. So they have an accounting and they have a vantage point area that's got a number of of things in here about, you know, some training, some expense reports stuff. But then it also shows up.

This is the home, this is where the page lives in the content outliner. It's under office accounting.

Yep. And you've also got other areas. We've got an information technology general resources which we build out as a guide for people to go through. And then there's a Deltec vantage point here. This gets a little bit more into like the app and how it's used. So but there is some cross reference there because also inside technology is an onboarding page and the onboarding page is all about cross referencing for new employees. So this is actually sent out into an email. As a person is onboarded at Moody on day one from the IT team, they give them this. It's just access to everywhere, all over the site. It's just extra places to it. And then as Nick stated, under process is our project management and they have a guide as well. And that guide walks through the process of a process. And then inside there is some things like client invoicing, consultant invoicing. These all point back to how tos for vantage point. So because we had all those areas, it's almost impossible to say you only live in one area. So we just said, well, let's just create what we want to create and then make the ties across where it's appropriate. That's why we love libraries because then we only have to update in one location all those connections. So the libraries is another. If you're not utilizing those, you should really think about it. Video and document like really critical to keep your sanity about where all your videos and documents are. So that that is one example of how we cross reference stuff all over.

Great, thank you Brian. That brings us to our 45 minute mark. Brian and Nick, I just want to thank you again for not only sharing this work with the community and being so open and transparent with what worked for you and what you learned but also doing the work, because that's a big part of this, is putting the heart and the effort into it to make Moody Nolan stronger and better.