I love seeing case studies of customer centricity in action. And of course, I've shared a bunch with you already, many of which were studies, real world, but I had nothing to do with them. So whether it's the Harrah's casino chain, whether it's Tesco and so on, it's nice to look at some of those studies, but sometimes they're a few years old. Sometimes things change a little bit as the conversation gets passed down from one person to another. So I'd like to talk about a couple of the case studies that I've had the chance to really see and, in some cases, to nudge along. One of the great cases that I love to talk about is Electronic Arts. So many of you are probably familiar with Electronic Arts, the big gaming company. And if you think about that kind of company or that industry in general, it tends to be very much a product-centric business. Very much it's all about blockbusters, it's all about what's going to be the next big game. Can we come up with that great idea? Can we get a lot of people to buy it and talk about it? And all of the things that I was talking about product centricity. And for some games, and for some companies, sometimes that works just fine. We come up with a great idea, we sell the hell out of it, we keep the volume up, we get the cost down, everything that we covered. But at the same time, we recognized that there's an opportunity to be customer-centric instead. So why don't we look at our customers? Let's look at the game players and try to figure out, who are the most valuable players we have out there? What kind of games do they like? And can we use that insight to help us develop new games? So in other words, we're really making it customer driven instead of purely product driven. And I love talking about and working with Electronic Arts, in this regard. Because yes, they're terrific on the creative side and coming up with games. But they're equally terrific when it comes to a lot of the customer oriented metrics and insights that I've been talking about, or at least hinting at in our time together. So for instance, I mentioned lots of time, customer lifetime value. And for a lot of companies, I'm saying, you gotta do it, you gotta do it. And for a lot of companies, it tends to be a barrier. Well, Electronic Arts is calculating customer lifetime value all the time. And in fact, they're updating those CLE estimates on a regular basis so they can understand who those best customers are. So they can understand what kinds of acquisition strategies are going to bring in the best kinds of customers. So they can understand what kinds of games or features within games are going to be most appealing to the most valuable customers. So I don't want to say it's completely transformed the organization. I don't want to say that they've given up on any product-centeric practises at all. That wouldn't be be true. But they're achieving just a much nicer balance. They're doing a lot of the customer-centric things to either inform, or clarify, or supplement a lot of the product oriented things that they're doing. And so it's just really nice to look at a big company, and not necessarily one that was born in the online space, like an Amazon. But one that really was born around product-centric practices and seeing them go through the pivot to find the better balance. I'm eager to see what the next few years will have in store for them.