Prakash Panjwani. You get birthright to mutter other people's names because I've been living with it all day, all year, I mean all my life. So I realized this morning that I had two names that could trip me over on our speaker list. One I asked directly. And Alan said, mine is easy. Zeichick. Just say it like it is. I'm like, Allen Zeichick. I can get it. The next one is the tough one. So I asked Thorsten. I'm like Thorsten, I'm going to kill your name anyway. But I'm going to try. So I'm going to introduce Thorsten Gerdes. Is that close? Perfect. Oh, thank God. Can I ask you to say my name now? I'm just kidding. So Thorsten Gerdes is from Varian all the way from Switzerland here. So Rob kind of talked more about the automation and the whole [INAUDIBLE] and how they went about doing it. Thorsten is going to focus more on the packaging side and the pricing elements as well for their solution. Thanks, over to you. Thank you, Prakash. Thanks for the nice introduction. Thanks to the whole SafeNet team. Thanks to Michelle for inviting me to come over. So please bear with me. I just slept two hours. I might be a little tired. As Prakash mentioned, the topic of today is packaging. So you might think Varian Medical Systems, what is this? What is this company all about? What are we doing? So therefore, I first would like to look a little bit into our company. So what are we doing? What is the history of our company? What are we actually producing? What do we deliver to our customers? Before we actually start with the main topic of the second session in the afternoon. Packaging, the life cycle of this whole thing, how do we lift licensing in our company? So what are the steps required? Whose involved? What are the inputs? What are the outputs? And at the end of course, what are the benefits? So they're not only benefits for us. Of course, you want to make money out of it. But at the end, the main thing, what we really care about is we want to provide some good benefits to our customers. As Prakash said, please feel free to ask questions. At the end, there's going to be a Q&A session, of course. But if you have something that is really urgent or that you want to ask, feel free to ask. Shout, raise your hand. So Varian Medical System, what is our vision? As the name already says, it has something to do with medical. Our vision is to create a world without fear of cancer. So that means we are in the cancer and the life sciences area. So we are producing products for treating cancer. Varian Medical System is the world leader in creating hardware systems to treat cancer but as well as software. So we had a lot of examples early on this morning up here as well, which are particularly on the software side. We have the challenge we are mainly a hardware company. So we are not only producing software, we are producing both. The challenge we have is to offer a product portfolio to our customers, which combines the hardware and the software side in an optimal way. Later on in the presentation, you will see what I mean by this. Just a quick number that you understand the scale of our company, roughly more than 50 percent of all installed systems, globally, are coming from us. So we have roughly about $2.5 billion revenue, annually. And we are 5,500-- I think now it's almost 6,000 employees. So as you can see we are some kind of a mid-sized, almost big sized company. On the history, everything started in 1948. So the two brothers, the Varian brothers, founded Varian with an idea of creating something new, of creating something which wasn't there before. They wanted to try to use technology to treat cancer from the outside without surgery, without medication. Just with radiotherapy. So together with Stanford University, which is right around the corner, they doubled up to actually use the technology used in the RADAR business. So they used the cyclotron gun to generate electron gun, which is creating enough energy to destroy cells inside the body. So in the whole history-- as you can see, everything started in '56, '61. Computers were not really developed yet. So almost nothing was there. Everything was analog, almost nothing digital. So the first machines coming out on the market, '61, '68 as well. They were just putting a patient under a machine, trying to figure out where the cancer is, and then just shoot with these electrons on the body. That worked quite well in the past. But then, OK, technology developed. Computers came into the game. And everything became more precise. Later on, there was a need from our customers to as well understand OK, you're just shooting some electrons on the body. But where do we actually shoot them? So they wanted to get proof how much energy actually ended up on our customers, on the patients. And some image guided radiotherapy has been born. So the technology with computers, with software development as well, it was now possible to figure out now exactly how much energy has been released to the patients. And that made the whole treatment of patients, and at the end, cancer treatment much more efficient. 2002, 2005, software became one of our portfolio. We started to not only look at the hardware side. But we also looked at OK, there's not only treatment. There's planning. There's management of patient data. You want to see exactly in a 3D model based environment, you can. In 2002, there came something up like a 3D planning system, which is very similar to CAD. So you can see the body. You can see based on CT images where the cancer is inside the body. So we moved slightly from a purely hardware company to a hardware and software company. All of these systems are nicely integrated. So everything started from this life cycle of planning to treatment, delivering it, then analyzing it as well, and then of course storing all the information. 2005, 2007, 2008, so all the years onwards, it was not only of figuring out what you were shooting on the customer, what you were shooting on the patient, it was as well very important to figure out that it was accurate. So it was not only to deliver the dose. It was not only figuring out OK, I did this. Was it good? Or was it bad? That was only possible to figure out at the end after the treatment. So new technologies appeared. But as well positioning the patient the right way. So we were able now to exactly figure out if the patient was moving while the treatment was going on. We could stop the treatment while he received the dose. And everything was then-- that was really everything under the name, accuracy. So it was now possible for us to A, plan everything. It was to deliver everything. While we were delivering the treatment, it was now possible to figure out was the patient in the right position or not. So the accuracy was improved. At the end, we were able to analyze everything. And we were also able, with our software products, to store the whole treatment history. We wanted the same portfolio. Later on, the technology developed. The systems even became more accurate. New modules came to the hardware piece as we call [INAUDIBLE]. So as you can see in 2010, he machine became a bit more complex. We have something here on top. We have something here on the left, and the right, and down here. Those are all modules, which are not needed but which are optional for our customers. So what we have at the end, we have a product portfolio, which has a lot of variety of hardware systems. And at the bottom, we have two software systems, which are nicely integrating and completing our portfolio with the term delivering the best solution to our customers for their patients to treat cancer in an optimum way. So what we have, we have hardware, which is feature licensed, as well. So we have modules. Not all modules are working the same way. And we have software down there, which is not just one software out of the box. We have multiple modules inside the software product, multiple features which needs to be added, purchased by the customer in order to enable it at the end to give them better, more complex software systems. Just so you get a little bit of the understanding of what we're dealing with on a daily basis, we have a global customer base. So as I already mentioned, we are almost active in every country of the world. So we have 5,550 internal employees, which are dealing, which are actively supporting 2,000 installed bases. So it's not just something we put into the market and then we can forget about it. It's really something, which needs care. We have to support them. We have to maintain them. So these are 2,000 customers, which need steady support from our organization. We have roughly 20 licensed products. So if you just memorize the slide before. We have the hardware piece. We have software, as well. So roughly about 20 products the customer can buy from us. And all of these products, if you just summarize everything together, all the features, it's about 200 features we're talking about. So if I just take Allen's presentation from the morning, the paradox of choice, it's not only what the customer can have, it's as well internally. So we have 200 features we can package into products. And as you can see later on, then, we have packages containing only two features up to packages of 50 features. So some of them are really quite independent from each other. So we can really use flexibility of fluffing them around. But some of them are really dependent on each other as well. So to keep track of this, and not just to look at 200 features separately, and then just put everything together, it's really also if you have too much choice as an internal company, from the marketing as well, it's getting highly complex of defining the best products to our customers. Another thing is we don't just put a product out to the market, and then we can forget about it. It's we have annual product releases. So every year, we start from the beginning. So we're looking at OK, what was done in the past didn't work out well. OK, we have to change something for the next release. So it's repeating annually. It's just an ongoing steady process. And as I already mentioned, it's not only a software company. It's both and the integration of both aspects, that's really the challenge for us so far. And to give you an example of what do I mean when I talk about features-- what do I mean when I talk about the hardware feature, and what do I mean when I talk about a software feature? So on the left-hand side, here's an example of a hardware feature. So I said Clinac, the our main product, was developing over time. So it became more fancy. We had a robot arm on the left. We had a robot arm on the right. We had one on the bottom, as well. All of these things are modules, which are not mandatory but are optional. So one of these products is called Portal Vision. And this is exactly used to figure out how much dose did it send to patient and where did it finally end up as well. So it's just the image based analyzing tool for our customers to figure out what has been delivered to our patients. This product is featured. That means the basic product comes with the resolution of 512. If you want to have a more extended version, you have to buy this, of course. You get a resolution of 1,024. So this is one example of a hardware based feature. On the software side, if you look at the slide I showed before, with the two software products on the bottom, one of these products is called Eclipse. That's the planning tool we have. And one of the features in there is the contouring system, which is a fully automated solution or feature, which is based on the knowledge base and the background looking at images, X-ray images, and then figuring out what could be a potential cancer. So cancer cells do look different on an x-ray image. And this tool, or this feature, is actually a help to the doctor to figure out what could be a potential cancer inside the body. So that was a little bit on our company, how everything started, what kind of products we have. So some of the information might not be really related to this whole audience hear. But you will see it's kind of important to understand OK, we have hardware, we have software, we have 200 features. That will help you to understand the following slides, the main topic of this session actually. So packaging. I think it has been discussed already three or four times. Dave mentioned it. Michelle mentioned it, as well, multiple times here today. It's an ongoing process at Varian. Everything starts on an annual basis, by the way, with the planning phase. So we have marketing department. We have product management, which are working together with our customers. So we have strategic customers. We are working with contract customers, which are delivering, as well, inputs from our previous releases. So what was good? What was bad? What kind of additional features they need. So all of this will be thrown into one bucket. Marketing looks at it. Product management looks at it. The customers, as well, they prioritize a little bit what they really would like to have in the next releases. Something Prakash mentioned, as well, earlier this morning, what they did last year I think with this $100. And they can prioritize the features they want to see in the next release. So this is happening in the first phase. Marketing really looks at what packages might be required for the next release. Product management, of course, is on the other side and looking at hmm, we want to get as well some functionality into our product. We want to define our product as our customers want to have it. So it's not that you just look at the packages at the end of the release. We already start thinking about it, and we already take it into consideration as early as possible. Another aspect in the planning phase is-- and this is where we might be a little different than some of the pure software companies-- we are dealing with different regions. And in the life science industry, health care is not developed on the same standard, on the same level, everywhere the same. So we have the US market. We have Western Europe, which have relatively high standards. But then we have Africa, for instance. We have the Middle East. Se have the Asian countries, which are speeding up but which are not there on the same level as, for instance, the US and the Western Europe market are. So that's one thing. So how is the region developed at the moment? So that's one aspect we have to take care of. But as well different regions, different needs. So it's not only how they are developed at the moment. They are also dealing with different types of cancers in our business. So in the Western world, the breast cancer on the women's side is relatively high. It's the highest cancer. Then on the men's side, it's the prostate cancer. If you look, for instance, to the Asian side, there's the lung cancer as number one and not the prostate anymore. So we have different regions, different development standards, and different types of cancers, which are happening in these regions. That's the second aspect. Why am I talking about this right now? It's not every feature we're offering might be suitable for every country. So we have a feature, which is particularly made for this type of cancer. We have a feature, which is particular supporting the treatment of another type of cancer. So it doesn't help us to define one package for the Western world. It might work for the Eastern world, but maybe not. So really, that's a really careful thing we have to consider here already in the planning phase. So what do we come up with at the end? We come up with different packages. We do not only come up with different packages on the hardware side, delivering different portfolios, product packages to our customers on the hardware and software side. But we also define different software packages. So we have, for instance, the Eclipse EX, the planning tool, which is fully loaded, you could almost say like this, which contains almost every feature you can have in this product versus the Eclipse DX, which is-- low budget is maybe the wrong word. But it's the minimum feature required to operate the system. So of course, if you have two different packages in between the DX and the EX. There are multiple other ones as well. But offering lower or less features in one package to our customers helps us to play a little bit with the prices. So you have to have local cost on one side. Of course, we can't provide everybody with the Rolls Royce version of the Eclipse. So we have the lower budget version as well. Nevertheless, we keep up the flexibility. If the customer wants to buy, for instance, the DX version, he can add additional features to it. So you have the flexibility of not only having defining packages, but he can also buy a small package and add simply just one, two, three features he wants. So this full flexibility is given as long as they are working together, as long as the relationship between features is taken care of. If you go a little bit away from the life science industry, life science market, customers, it's looking at the different regions, the different needs of the regions. It's not only in our business that we have different markets to deal with, that we have to offer different packages, it's almost in every business. So you know this. A very good example is the car manufacturing industry. If you just compare two cars, exactly the same cars. One bought here in the US. One bought in Europe. At the end, you get a car which is driving, of course. But they're completely different from an aspect how you buy the car. So in the US market, you maybe have two engines you can choose from. You can choose between an almost fully loaded car with letter seats, with a nice sound system and a fully loaded car, which has every feature you can have in this car already integrated. If you buy a car in the European market it's a little different. You even have to pay for a radio. So leather is an optional. The radio is optional. The CD player might be optional. So you get a standard, empty car, I would say. It drives, of course. But everything additional you want to have needs to be added. It's only the customer need, which is driving this product, but we are also encountering and in our company we have two different sales departments. One is four the American market. And one is for the European market and the Asian market. So the US sales reps, they want to have just a big package. There you go. Take it. The customer's happy. On the European side, they like it more to offer small packages and then maybe give an additional feature as a goody for free that makes the customer more happy than just to offer a full package right from the beginning. So this is just a little example. So don't BMW as-- so I just made it up myself. It's just to show it's not only the life sciences industry, which is dealing with this challenge. It's almost every industry. The second phase of our packaging life cycle, licensing life cycle, is the development phase. So it's not that every customer's wish, or marketing wish, or product management wish will end up in new development. It might be OK, it goes frictionless into the new product release. It's the same feature. They almost don't have to change anything. But it might be if the customer requested a new feature, that it first has to be developed. So that goes then into our product development bucket. Engineering starts working on it. And then a very important aspect on the quality engineering side is we have 20 different products. We offer all of them to our customers. And we tell them everything works perfectly together. So we have to test everything, of course. Every single feature has to be tested with every possible other product we are selling them. So an entire portfolio platform test needs to be done with every single feature we are offering to our customers. At the end, of course, our customer gets a product, which is working for sure. And we are not losing our face that something is not working. We told them it's working. So we really pay a lot of attention to testing our products, making sure that the customer gets what he is looking for, what he actually paid for as well. On the commercialization side, as well, that's a little bit of thing I would like to change as well in future. At the moment, every new product release, that's quite a lot of administration work, which is needed on our end to really built the new packages into our software system, into our ERP system, into our new licensing system. So as we have 200 features, we define our packages, our products, annually. So the maintenance of building these packages into our ERP system ensuring that if the customer buys this package that he gets this, and this, and this feature. That's just administration work, which is a lot of manual work needs to be done at the moment. So we might have some opportunities in the future to automate this, to streamline this a little bit with some products or features, which are already-- so a product inside a product inside a product to make a little bit more flexibility there. So every new product offered, every new feature, of course, brings the whole tail of updating all the systems. So from the sales system, up to our ERP system, up to our licensing deployment system, everything needs to be updated and nicely tied into each other. The third phase of our life cycle, in terms of licensing and packaging, is the deployment phase. I didn't bring up such a nice chart as Rob did where a customer goes onto a website, buying it, he automatically gets an email. At the moment, unfortunately, that's not the case yet. So we really have sales representatives, which are going to our customers, telling them OK, this and this product we have. We can generate a sales order in our system. And at the end, the software needs to be installed. The license needs to be installed on site. So it may be an effort now if the sentence the customer is not able to install our product himself. So we really have a big service team, which is taking care of every installation due to various reasons. We want to ensure that it's probably working, that everything is properly tested as well, that we really deliver a product to our customers, which at the end works. So as we're in the life science industries, the life of our patients matters most. So we do not want to risk that the customer installs our products himself and then might make a mistake on this. But of course, there is some potential for the future to automate some of these steps, some of these required installation tasks from our side. How does everything work together? At the end, we have, I think, four or five different systems in place. So we have a sales tool, which our sales reps need to present to our customers what we have in our portfolio. This generates in a sales order in our ERP system, including the hardware, including the software as well, all the features. And this all moves into the install base so we exactly can track what our customers have. So we know what kind of hardware he has installed, what kind of software he has installed, how many licenses does he have for each individual system. And then this installed base information will be fed into the licensing server for later on entitlement. So to close the loop, the last phase of our life cycle is the analyzing phase. So what's really happening there is we want to get feedback. We want to get feedback from our customers. Does everything work? Did we actually plan it well in the beginning? Did we do the right job? Are they happy with us? So what we have there is we have-- before we roll it out to the entire market, we have some customers, which are participating in a so-called customer satisfaction phase, which means they are getting the new releases earlier than others are doing. So that means we are rolling it out to a few selected customers. They are looking at it. They're telling us OK, everything works nicely. You've made a great job. Hopefully, that's the feedback we get from them. If not, then we take this input into the next planning phase. So we have this of 360 degrees vision, look at our product, look at our customers as well. If something was great, we try to keep it. If something was not so good, we try to improve it in the next release. So the analyzing phase is really one of the key things as well to improve our product in the future, to make our customers even more happy than they are today. So what is also part of the analyzing phase is how did everything work? How did everything nicely tie into each other? Was the hardware working as planned to get over to software, vice versa? Did we forget a feature maybe into one product package? Did we generate packages wrongly? Was there a feature in it, which I never needed, but we are charging it for them? So it's really all of these inputs from our customers, marketing side, but as well from our sales guys are fed into the next planning phase. The main challenges we are facing today are understanding the regional needs. So it's not that one particular country has a need, which is engraved in stone. Every country, every society, every community is developing over time. So to analyze the regional needs is an ongoing process. So we have to look at the World Health Organization data. We have to talk to our representatives from these countries. We have to understand how is the country developing? Is the government of one particular country paying really attention to developing the health care inside this country? So all these aspects are just some parameters to understand what are the needs of these different type of regions and countries. It's not only given that Western Europe is the same. So France is different than Germany. And Germany is different from Spain. You just can't look at continents. You really have to sometimes look at countries. What is the right feature package? That's a good question. That's one thing we are asking ourselves all the time. We are asking, as well, our customers what do they consider as the right feature package? Is it more for the US market, a big one that just has one product with all features in it? Or is it something like a medium one in Europe where they want to start this the smaller one and just we add additional features to that? So what is the right package of features we can provide to our customers? There's no perfect answer to that because every customer is a little different. So you just can't offer one package to every customer. It might be that one customer A has a different need than customer B. And exactly to take care of this, we also have smaller packages where you can buy additional small features to it. So we offer our customers kind of the most flexibility they want, they need to do the best job to help the patients. I talked a little bit about the 200 features we have. Not all of them are fully independent from each other. One good example is looking at the product Eclipse, it's a 3D software. And just in the past, fortunately, we figured it out early on in the testing phase. But we defined a package, which had the 3D capability in it but without the 2D capability. So we are thinking OK, 3D works. But our 2D didn't. So the 2D capability and the 3D capability are dependent features. So if you want to have 3D modelling, you need the 2D as well. So these are small dependencies, which really make the life, our marketing product management really, really hard to define optimal packages. If you forget one feature, it might be that the whole product doesn't work because it's required in one particular self-module, one particular feature. And then if you forgot this, it might not be there. So that's really one big challenge we have to keep track of all the dependencies. As well as mandatory features and optional features. So you might ask yourself, OK, if one is mandatory, why do you feature it? If you anyway need it, why do we make a feature out of it? Why do we issue a license for it? It's not only that we use features to sell something to our customers. We also use features to track functionality of our customers. So we want to understand what kind of software he has installed, what kind of feature he's able to execute. So a mandatory feature is just for us on the tracking side to understand OK, he has this and this software installed. Helps us on the traceability, closes the loop. You understand who has what installed. Helps the marketing department. Then later on as well to actively reach out to our customers and tell them OK, today I've installed this and this version. We have a new release out there. Might just be an option for you. So these are two things, mandatory and optional features, while also goes a little bit into the dependency topic. But a mandatory feature needs to be there. Otherwise, it doesn't work. Having this cycle in place at our company and looking at some of the presentations from earlier this morning and Rob's as well, I was quite happy to see that we are not that far off track. So we are almost doing the same as best practices. We look at our customers. We try to understand their needs. And we also provide them the ability of actively providing inputs. So on one hand, he gets what he wishes to get. So really, we are looking at to serve his needs, his wishes. But on the other hand, it also brings our product further. So it's not that we are only pleasing our customers, but we also improving our product with the help of our customers. Because everything comes out of one bucket, everything comes out of one company, the hardware and software sides nicely work together. I don't want to give the wrong impression here, so you could also use our software with other hardware operators. So you're not the only company which is producing a cancer treatment hardware, there are also others out there. But the customers have the flexibility of using our software to plan patients with other hardware. But as everything comes out of one company, we just ensure from our side that whatever software they get, it perfectly works together with our hardware. It's a little bit nicer integrated with our hardware than it might be with others because we have both sides in house. The regional needs, as I already mentioned on the roadmap chart, that's really one important thing. We have so many sales reps out there. We have so many offices around the world. I think I can say we understand the needs of different regions. So we really know that OK, a low budget market might not require all the features. Different types of cancer requires different hardware. So we already know from the beginning once we go out to our customers what they are looking for. So our proactive analyzing of the market helps already in the offering phase to our customers to offering them the best product. Training. Features are not only used to make money out of the software. But it's also protecting our customers, protecting at the end the patients, that our customers can use a feature they're, for instance, not trained on. So we want to ensure that if a customer buys a product, that he's properly trained on this product as well. Because we feature our software, our hardware, and we offer training of this software as well, as long as he doesn't have the training, he can't use the software, for instance. So we do not want to offer a full package to our customers without training beforehand. Otherwise, it might be that a doctor who's not properly trained on the system is treating the patient, and that might cause some other complications later on. So features are also used to track OK, did we deliver the proper, appropriate training to our customers. Traceability, I already mentioned that before. With having so many features, we can see quite surely what is installed at our customers. So we really can see OK, he has this product. He has this version of software installed. And with this, we can ensure, if there would be ever a recall on the software, on the hardware piece, we would know who to contact. We have everything in our installed base. We have the features. We have the versions of our products in the installed based. And all this information really helps us to make a good job on the traceability. Because we have 200 features, and the dependency is quite high, it might be that one feature is not working with one particular hardware. But the same feature could work with another hardware perfectly fine. So having all this information in the installed base, we are quite certain to figure out the right customers, which have this particular feature with this not working hardware, for instance. To wrap up the whole thing here, I already mentioned we have some room for improvements. I think everybody does. We are looking towards the future. We are asking ourselves about all the time, are 200 features still the right approach? Is it necessary to have 200 features? Can we go more to a higher level maybe? Just on the product level? Is it still the right way? I don't want to say yes or no now. It's just one term, which is constantly coming up every year. The next thing is hardware and software is still they could be used separately. There's all the time room to tie them close together, to offer even a better integrated solution to our customers. We are also thinking here about new licensing models, for instance. We are thinking about OK, today he is paying 50 perpetual licenses, network licenses, to access one software. And then he can use this software 50 times, or 50 different users can use this software, regardless of how many hardware he has installed. Another licensing model we are thinking of is OK, if he's buying one hardware from us, we don't care how many times he's using software. But he can only use the software with our hardware. So these are all strategies, model changes we are thinking of right now. Every year, we are thinking OK, is the current packaging feature, model approach still the right one or do we want to change it? The third item here-- I mentioned this before-- our customers are not able-- they would be maybe able, but we don't let them do it-- to install the software at the moment. So we still send an installation person to the customer who installs everything in the hardware into software side, as well as the licensing entitlement will be done by us and not by the customer. So as you can think, this brings a whole tale of issues or challenges that if he wants, for instance, to upgrade his current license or extend his current license, he has to ask a sales guy first. So he can't just go to a website, click I want to have ten additional licenses, purchase it, download it, entitle it, and that's it. At the moment, it doesn't work. So this is still one thing, of course, we are working towards to enable this. The force point is the cloud. It's really hosted systems. At the moment, everything is done, operated locally at customers. There is a need from our customers to have hosted systems, that we provide them with the ability to OK, they want to store the patient data on a hosted system. And it's not yet the case. We don't have a product yet. But it will be there for sure in the future. And I know that SafeNet has a product which perfectly supports this, the cloud solution. That might be an option for us in the future. So these are just four aspects for us in the future, many of them more so-- tons of them, our marketing department has a lot of ideas, product management as well. It's just that you have to stay focused. You all the time have to look at what does our customer need? Different regional needs. You just can't put a Rolls Royce into the African desert. It doesn't make sense. So this is also something we have to consider all the time. With this, I want to end my presentation for today. So if there are some questions out there, please? Does your software capture usage information so you can see which functions are being used and by a time based usage, what the footprint looks like? What we have is we have a server client based architecture on our software. We have one server, which contains all the licenses. And every client, so every doctor, is using a client then. He's using the workstation. And this workstation makes a call on the server, which is then checking out the license. There is a record in the background how many times it has been checked out. And what has been used. But we do not have the visibility on this. So this is really something on our customer side. There's no interaction from the hospital to us. Even some customers they do not even have an outbound network connection. So it might be that your hospital has a network for its own. And we do not have the possibility of interacting directly with these systems. But if a service engineer goes on site, he has the ability of reading out what has been used actually. But that might be a thing for the future, as well, to improve, to improve the analyzing phase. Thanks, Thorsten. I think why don't we wrap up here a little bit. And then we appreciate all the effort put into the presentation. Thanks. Actually, I think, at lunch, I was just talking to some folks from Riverbed. And I was telling them that one of her pleasures is to work with companies that are-- and it's amazing the use cases are horizontal. But the companies range everything from telecom solutions, enterprise software, to desk top, to something that you just saw here today on the medical side as well. And it's just amazing to see how the use cases translate. Sometimes tough to create the right products that fit all the needs, but certainly it's amazing how that works. The other thing I thought was interesting was tying a lot of the themes in the morning together here. We saw that usage is not just about sometimes billing for purposes, it's also for tracking purposes, to get better and smarter at how you package your products. So the things that Michelle and the team lead earlier today kind of do link with each other very well. So we're going to take, I think, about a 10 minute break, just a quick break. I know I heard that David promises a video later. So some entertainment coming our way. I'm not sure what the video includes. It could be dangerous. I don't know. [INAUDIBLE]. And then we're going to wrap up with some of the same things that we just talked about today at on premise to kind of really look into cloud as well with Aspera. So I think it will be interesting couple of speakers coming up. So 10 minutes. If you could be back here, that'd be great. Thank you.
Thorsten Gerdes, Business Project Leader from Varian Medical Systems, presents at LicensingLive! on the topic of "The License Packaging Life-Cycle: Deliver the Best Value to Our Customers".
Did you ever imagine that licensing could actually save lives? View this video recorded at LicensingLive in 2012 featuring Varian Medical System's Thorsten Gerdes, and see how license packaging not only delivers value to customers, but it saves lives.