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Great thanks very much. So good afternoon ladies and gentleman. I never know whether the slot after lunch is a better slot to have than the slot immediately before lunch, but I guess we'll find out. I hope you don't mind me presenting in my shirt sleeves. As you can tell from my accent and the introduction from Prakash, I'm from England and so therefore completely unused to the hot weather you guys are enjoying today. So first of all, I'd like to thank Prakash and the Safenet guys for inviting me over and giving me the opportunity to talk to you this afternoon about our experiences with introducing a licensing framework. I'm going to talk about the journey that we went on in implementing this licensing framework and hopefully try and bring out some improvements in customer experience and operational efficiency, as well as talk about software monetization and pick up on a lot of the themes that the presenters this morning talked to us about. So I'm taking the software monetization theme and I'm now turning that into a journey. So what I want to talk to about is the journey that I've led Opsview on, software monetization journey that's taken us from a purely trust-based licensing model through to a flexible enforceable model that is already starting to generate and protect Opsview revenue. So I'm going to start off by telling you a little bit about where Opsview were 12 months ago and a lot of the things that Michelle especially was talking about, I think we were suffering from at that point. I'm only going to go through the journey that we went on over the last 12 months in introducing the licensing framework and the benefits that that's actually provided to us. I'll talk a little bit about those. And then finally I'll just finish off with just a brief slide on what we intend to do in the future to build on the great framework that we've got in place. Before I actually get into the detail of the journey I'd just like take a few minutes to give you a little background about me and Opsview as an organization because you may or may not be aware of who Opsview are. So I'm head of delivery at Opsview. I think I've had a promotion since I sent the original buyer across so I was head of service, now head of delivery. So I lead our product engineering function, which we operate across two centers. We have a development team out in Mumbai in India and a development team based in the UK in Redding near London. I also have responsibility for all of the services that we deliver to our customers. So that includes all our product support, our consulting, and our training activities. And finally I also have responsibility for my sins for all of the internal IT within Opsview and all of our business processes. Prior to that I spent most of my professional career as a project manager focusing on leading large scale systems integration, software development projects, worked for a number of different consulting organizations, a few of which I've put up there. And I've also spent some time doing operational IT role leading, IT at the BAE Systems Detica. However, I think one of the most challenging leadership roles I have is coaching my son's football team. I think if you can get a bunch of 12 year olds built into a winning team that stands you in pretty good stead for building a team anywhere. So about Opsview. So we're a commercial open source product company and we produce a suite of award-winning network and system monitoring tools. We've currently got three streams of that suite. We've got a product called Core, which is our true open source freely available product to anybody. We've got a new product Opsview Pro introduced over the last few months which is aimed at the small to medium enterprise organizations that have less than 100 hosts to monitor. And finally, we've got our Enterprise product which scales up to tens of thousands of devices being monitored. So that provides us with an extensive network and application monitoring that goes from quite small organizations up to large complex and monitoring of distributed IT infrastructures. As I've already said, we've got a development center in the UK and India, sales presence in the US and UK, and we've got customers now across over 35 countries. So over the last 12 months we've had fairly extensive growth primarily in the US, now most of our customers, 60% of our customers are now based in the US. So now I'd like to start the journey. I'll take you back to where Opsview were 12 months ago. So we felt we had a good product. It was an award-winning product. However, we had some challenges that we needed to overcome. It was pretty much a single homogeneous product. We did have two versions. We had a community version and we have an enterprise motion version, but frankly the only difference between the two of them was that the enterprise version came with support and the community version didn't. Other than that they were pretty much the same product. And that gave us some issues in terms of differentiating the product itself to different market sectors, to different sized organizations, and it also gave us a challenge in terms of differentiating our enterprise product from our community product. Quite a few of our customers said to us, one of your biggest competitors is actually your own community product. It's so good, why would we bother to use the enterprise product? At that stage we were also completely open source so we had no way of actually protecting the software. I think Michelle touched on this earlier on, that we had no protection on the software, no protection of any IPR that we were developing within the software itself, which meant that we had to be quite protective of who we actually gave the software to. We had a whole bunch of manual fulfillment processes which gave us a lot of challenges in terms of delivering the software itself to our customers. It tended to take us several days to actually get the software to a customer after they'd finished with the commercials, which was obviously frustrating for them. I've also already alluded to this. We had a trust-based licensing model. So again, no protection on the software. We had to trust our end customers to use the product as they termed the contract to use. And we had no mechanisms to control or monitor the usage of that product. So once it was out there with a customer it was effectively free for them to do what they wanted to. Finally, we had a strong community. So we've got tens of thousands of users within our community. However, at that point we had very limited mechanisms to actually drive users from the community versions to the paid-for Enterprise version. So we had a real challenge in terms of trying to get some commercial benefit from our software. So that's where we were. So just to talk about some more specific challenges that we had, and again Michelle this should be fairly familiar grounds as Michelle can recall all of this earlier on, so I'll go through it fairly quickly. So I had a one size fits all product line, and as Michelle said earlier on, generally what that means is actually what you've got doesn't fit anybody. It's very, very difficult to differentiate and make that specific for any particular customer. We have very limited ability to provide trials of our products. So we couldn't get the product out there to our customers to give them early visibility of it, to let them try it before they bought it. Because once that product had been provided to the customer, because we had no protection, we had no time limiting on the usage of the software, they could just continue to use that as they saw fit. Similarly, we had no compelling event to drive a buying decision. So when we were talking to our community customers who are using the free version, there was no compelling event which meant they needed to upgrade to our Enterprise person. The community version would just continue to work for as long as they wanted do it, which made it very, very difficult, made the sales cycle particularly elongated, costing us time and effort in selling to those customers. So we had a subscription-based model which Amy was talking about earlier on. Coming from the open source community that's a fairly typical model for open source companies to use. So because we had no protection on the software the challenge that we had around the renewal process was quite difficult. So because the software wasn't going to stop working at the end of the subscription, again, there was no compelling event for the customer to review their subscription. We were finding that the renewal process was going on one to sometimes up to six months after the renewal was due and our customers still hadn't paid it, which was giving us a real cash forecasting problem. Again, tied to the fact that we had no control and protection mechanisms, we had an inkling that we were losing revenue because our customers were using more of the product than they were actually entitled to do that. And that was actually brought home to us quite dramatically when we went through a couple of renewals with customers. So a major game software producer when we went through the renewal process we discovered they had 10 copies of our software running across the world in various locations, only licensed for one. A similar challenge with a global broadcaster who we discovered had five copies of our software running, again, only licensed for a single copy. So there are two real examples of how we were losing out on revenue. If we multiply that across the business there was a lot of potential for additional revenue that we should have been receiving. So having described the position we were in 12 months ago, I'll now talk about the journey that we embarked on to try and meet those challenges. So those challenges were fairly obvious to us. Have we initially spent some time translating those challenges into some business drivers. We wanted to understand what it was we needed to do to meet those challenges from a business perspective. We focused on five key areas and these will be familiar to you now after the guys spoke about them this morning. So the first one was improving the customer experience. We also wanted to maximize and protect our revenue. We wanted to reduce or minimize our costs of sale. And finally we wanted to improve our product offering. So we wanted to move away from the one size fits all and have a much more extensive and flexible range of products. So looking at the first one. So I've already mentioned it was taking us several days to fulfill our customer once we'd reached the commercial. So a key one in improving the customer experience was trying to minimize and reduce that fulfillment time as much as we possibly could. We also wanted to give our customers more flexibility and more options around how they could download our software, how they could implement our software to make it much more quicker for them to realize the value of our software. So rather than having to wait to procure the hardware to deploy and install our software, we wanted to provide them with some more flexible offerings that allowed them to get it up and running much more quickly. And finally we had a goal around our new small to medium enterprise product Opsview Pro, that we wanted to introduce self-service for that. So we wanted to make it available through our website so that customers could just come and buy on our website and be automatically fulfilled and receive a license for that product. Second business driver is maximizing our revenue. So two first points around the product model, so we wanted to have more flexibility within the product model so we wanted to license per feature. We didn't want to give our customers absolutely everything because our customers weren't going to use absolutely everything. We only wanted to be able to focus certain features on certain customers where we knew they were going to gain some value out of that and therefore be happy to pay for those. We also wanted to introduce a host-limited model. So as you saw from the customers that we've got, we've got quite a range from relatively small organizations up to very, very large ones. So we wanted to introduce a host limiting model so that the larger customers who are using our software more to monitor more hosts were paying more for the software then the organizations who were only monitoring a 100 or 200 or 400 hosts. Finally, we also wanted to introduce time-limited trials because we wanted to provide the software to our customers earlier in the sales cycle. So that they got their hands on it, they understood how good it was, what they could do with the software, and that generally helps to drive the sales process and brings you to closure a little bit quicker quite often. And finally we wanted to launch a new product aimed at the small to medium enterprise market. So we'd done some research on our community users and what we'd discovered was that 80% of those guys were monitoring 100 hosts or less. So we saw a gap in the market for a product that was aimed at the small to medium enterprise, again that was going to be fulfilled automatically through our website. So onto protecting revenue. I've already talked about the challenges that we had around renewal so we needed to provide some kind of compelling event. And that event was going to be the software stopping working. So we wanted to introduce time limitation to the product so once somebody had bought it, when it came to renewal time there was a compelling event for them to come to the table with us and negotiate and to renew. I've already talked about feature locking so we wanted to introduce that to make sure that customers were just using the features that they'd paid for and were getting value for. And also wanted to introduce some flexibility so that if our customers decided they wanted a new feature it was very easy for us to add that on to their license for them. So minimizing cost of sales and delivery. So I've talked about wanting to have automated fulfillment of any products that were sold through our website, which was obviously a goal for us as well. And if we achieved that then that gives us the opportunity to be able to scale. So if we sell 20 through the website, 100, 1,000, the cost to us of that sales process doesn't really change to any great extent. The other thing we wanted to do was to try and utilize a similar set of processes to fulfill our enterprise product as well and I'll talk a little bit later on about how we managed to achieve that. Finally, we wanted to improve our future product offering. So we wanted to move away from the one size fits all model and introduce products that were differentiated between sizes of organizations and complexity of their IT environments. So once we'd identified the business drivers, it was then down to me to lead a change program to enable us to deliver against those business drivers. And that change program was all-encompassing and touched all areas of our business. Having been through it, I've identified four key success factors that I'd like to talk you through now which enabled us to succeed in our implementation. So the first one was selection of the licensing solution. So anyone who is in the software product business I'm sure has come across this situation in the past and will do in the future. So you've got a team of software engineers who are perfectly capable of building a licensing solution for you, so why not use those guys to actually build it for you? So we thought about that and we did a little bit of analysis, looked at how much it was going to cost, but at the end of the day it came down to one single question and that was about whether using my software engineering team to build a licensing solution was going to add significant differentiation into our product as opposed to using my software engineering guys to build new features into our product. And it came down to that. So we decided to then embark on a product selection process, the result of which is fairly obvious as I'm stood here today as we chose Safenet as the solution. So we went through all the normal factors of cost features, functionality, but for us it came down to three key selection criteria which is why we chose Safenet. The first one of those is cross-platform support. So our product works across a wide variety of platforms and we needed a licensing solution to work across a similar range of platforms. So that was the key factor number one. The second factor was ease of integration. So we wanted a product that was easy to integrate into our own product but also easy to integrate into our back office business systems and Safenet ticked the box in both of those. And finally we found the guys at Safenet to be very, very easy to do business with. So the whole sales process was very engaging, very helpful, and we just formed a partnership with Safenet pretty much from day one. So they were the three key factors in our products selection. The second key factor was the product launch strategy. So I think Michelle alluded earlier to the introduction of a licensing solution into our product as potentially being perceived by customers as locking it down and constraining. And we were quite worried about that in terms of migrating our existing customers from what was a fairly open licensing model through to one that was potentially going to be perceived as much more constraining. So what we did is that we actually bundled the introduction of licensing into a major new release that contained a whole bunch of great new features. So we kind of mixed the benefits of the great new features that we had in the new version along with a potential downside from the customer's perspective of a more constraining licensing solution. Third key success factor for us was entwined integration. So it was key for us that we automated as much as we possibly could, so the integration of Webstore into Salesforce, which was a CRM tool that we're using into our finance system and into Safenet EMS were absolutely critical to us. And we carried out a complete review and rationalization of all of our business processes across the entire business with a view to trying to drive out the maximum benefit of this integration. I'll talk a little bit more about that in a little while. Finally, as any program manager who has managed a reasonably sizeable change is concerned, communication is always going to be key to the success and the stickiness of that change. So we had a pretty extensive communications plan across three different types of people of organizations. So the first one was our existing customers, which was arguably going to be most tricky in terms of the challenges of communication. However, we did that proactively and we backed that up with open and honest conversations with our existing customers where we decided that we would match their existing subscription levels to the new model that we had even if they didn't fit. So as an example we have subscriptions levels, bronze, silver, through to platinum, and each of those attracts a different level of hosts. So if we had a historical customer who was on a bronze subscription and we discovered that actually they were monitoring 1,000 hosts, we honored the bronze subscription. And due to the flexibility that we had within the Safenet EMS licensing tool, we were able very, very easily to just make a quick change in the configuration of the license to bump them up to 1,000 hosts even though they were actually on a bronze subscription. So by communicating to our customers, finding out where the difference were going to be between the new licensing model and how they'd historically been licensed enabled us to be pretty successful in migrating our customers across. The second group of people were the open source community. So again, we proactively communicated with these guys. There were going to be changes to the product model which was important that they were aware of which included changes to the open source model. We wanted to put a few features out of that to further differentiate the open source version with our enterprise product, so that had to be communicated at as well. The final group were potential new customers, so the market in general, which was the easiest group to talk to because there was no history or expectation in terms of licensing. So they were a new group of people that we could talk to. So all we needed to do was just a major on the new functionality that we were producing and the new release. And that all worked pretty well. So now I just want to talk to you a little bit about the integration and the benefits that that's provided to us. So as I mentioned on the previous slide, we've got four key systems here. We've got our website where we're selling the product. We've got Salesforce as our CRM system. Intacct is the system we use as our finance system. And finally, the introduction of the Safenet EMS licensing solution. So I'll describe this through a typical or hopefully a fairly typical customer interaction. So a customer comes to our website with a bag of cash or more likely a credit card, has a browse around, decides that Opsview Pro is a great product, he wants to purchase that. So he signs up for that, puts his credit card details in, he's purchased the product. So immediately that new customer's information is forwarded across to Salesforce and entered into Salesforce along with the sales data, the product that they've purchased. And that's then automatically fed into our finance system so we have that details of that transaction that's just taken place on our Webstore. The next thing that happens is that Salesforce triggers using the Salesforce connector into the EMS and automatically generates that entitlement from the information that is configured against the product that the customer has just bought on our website. Then standard functionality, the licensing entitlement is automatically emailed to the customer along with details in that email as to where they can go to download the software. And we've now got not just one option for them which is to download the software and install it on Premise, we've now got a virtual appliance. We've now got the ability to spin up an instance in EC2, all enabled by the fact that we've now protected our software and have a licensing entitlement that's going to work in those environments. So he's lost his money, but he's a very happy customer because he's been immediately fulfilled. So he's pressed a button on the website, two, three, four minutes later there's an email in his inbox with his entitlement and with all the details that he needs to go out and install the software. So the final thing that happens is that we then synchronize back details about entitlements and activation, so assuming the customer had gone and activated his software immediately, that information would go back into Salesforce. So that gives us a consistent and single view of our customer, what they've bought, what they're entitled to, and what they've activated. And that information is visible across all of our business, to both our sales reps, our support guys so we have a consistent view across our organization of our customer and that makes for higher quality conversations with our customer. So finally just to finish that off, the more conventional route to buying our enterprise product is a conversation with one of our sales reps, possibly a trial which we can now enable very easily. When we get to the end of the sales process and they sign up and they agree to that, that information gets put into Salesforce. And from that point onwards the process is exactly the same in terms of fulfillment. So regardless of whether somebody's bought Opsview Pro from our website or it's a sale of our enterprise version through a sales rep, the back end processes are exactly the same. So we've benefited from the automation that we put in primarily for the website, but is also used by all our other sales processes as well. Did you have a question? Oh, sorry. Yeah, just a quick question. Sure. In the event that the customer loses their email, is it easy for them to log in and get that entitlement from your system? Not currently. So that's a second phase of our project. So we will make that available. That should be a relatively straightforward thing to do. We're just thinking through the details of how we do that. It's most likely we'll do that through our website and have that front ending the interaction back into the EMS systems. So it's on the roadmap and plan to do, but currently they're not able to do that. Thanks. Sorry, another quick question down here. You mentioned compelling event for the software renewal. I was curious about what that is and is there a timeline you give them so they can renew? Yes, so we've got a few different things in. So the compelling event is the time limit on the software. So at the end of their initial subscription it will stop working. Although given that the Opsview product is pretty mission critical to a lot of our customers, we don't just want it to completely stop because that might be a little bit self-limiting in terms of any future renewals. So the software itself carries on working, carries on monitoring, but what we do is we just disable the front end. So that's the worst case of what will happen if they don't renew before the end of their initial subscription. What we've also built into the product are a lot of visual clues to the fact that the subscription is going to end. So 45 days before the renewal is due, there's some triggers in the software itself that come up and say, you're due for renewal. Please contact your sales rep and we'll sort that out. As we get closer to the renewal date, those reminders get a little bit more invasive to remind that actually they really do need to sort something out. The other thing that we do is because we've got all this information back in our Salesforce customer relationship management system, we know when their renewal is due. So we've got a whole bunch of stuff in workflow that happens in Salesforce that helps the sales rep to communicate with the end customer. So in reality, what happens 90 days before the renewal, which is even before the software is starting to tell them they need to be reviewed, our sales rep is on the phone to them saying, your renewal is due in 90 days, can we start to talk about how we go through that process. So that's another big [INAUDIBLE]. Yes, absolutely. Do you identify the end customer at the point of sale? Do you have a way to do that if I'm a user who just kind of provides my credit card information, for me to come back and do a no-touch fulfillment on your site, do you identify me as belonging to so-and-so company? Sorry, so you're an existing customer who has purchased the product through the website and is coming back for renewal? Let's say I'm a new customer. Do you identify me as belonging to so-and-so company right at the point of sale? Or I'm just a user with a credit card? So we attempt to do that on the Salesforce side, so the website itself won't do that link-up. So if you're a customer with a credit card and you want to buy Opsview Pro, then we'll let you do that and we'll then tie that information up into a customer record in Salesforce if we match you up at that particular point. How do you do that? Is it automated or is it done by someone from the sales team? So we've got two mechanisms. We try to automate it. However, but we also do, have a regular view and review of all our customers. So if somebody comes to the website and for whatever reason puts in a company name that's spelt slightly different we won't be able to match that up, but the human eye is much more better and the human brain much better at matching those two things up, they'll filter out the spelling mistake. That's what we do at that point. OK, so I've talked through the integration that we've done and the processes that we've put in place around that. A couple of other things just to mention, so we worked very, very closely with the Safenet guys in terms of customization of the Salesforce connector, allowing that to actually generate the entitlements. And secondly, this whole infrastructure has now become absolutely mission critical to us. It's a sales end delivery engine, so you won't be surprised to know that we monitor the whole thing end to end with a world class monitoring tool called Opsview. So now I've talked about the implementation, I'll just quickly go back through the benefits, some of which we've covered already, looking at the main business drivers and how we actually performed against those. So in terms of customer experience, so our fulfillment time has been reduced from days down to minutes. We've also, as I said previously, introduced different deployment options so they now have a choice as to how they deploy our software, all of it made possible because we've now locked the software down and have that controlled with the licensing. And finally because we're synchronizing everything back into Salesforce, all our customer facing staff, our sales guys and our support guys, all have a consistent, up-to-date view of our customers, leading to better quality conversations that we can have with our customers. In terms of maximization of revenue, so the new product model, the locking down of features enables us to target products and variations of our enterprise product much better to different types of organizations and different sizes of organization. We've seen that trials has been very, very beneficial in terms of closing sales. What we found is that once we get our software in front of the IT operations and the technical guys, they just love it to bits. So they're then automatically putting some pressure on the procurement guys and our customer's saying, we need to get on with this. We've got a trial here. It's a fantastic product. This trial's going to stop working. We don't want the product to stop working. So get on and agree a sale. We've just done a comparison of our Q2 sales looking at 2012 to 2011 and what we've seen is that we've actually had 55% percent increase in sales comparing those two quarters. And some of that is just down to organic growth, but I think a lot of it can be put down to the fact that we are now able to provide with enterprise trials and we are better able to target our product to our customers. And finally, the new product, Opsview Pro in the small to medium enterprise market, so we have been selling that through our website so that has driven revenue up. But I think probably what's been more important to us is that we've actually proved that that mechanism works. So we've proved to ourselves that we can sell products through our website and automatically fulfill those, which now opens up a whole new mechanism for us to target other variations of our product at slightly different users and customers and be able to sell those through the website as well. In terms of protection of revenue, so adoption of the new version has been pretty good considering that what we are selling is an enterprise level product, mission critical to a lot of our customers. They don't just upgrade on a whim. So it takes them a period of time to plan a new upgrade and move across to a new version. So we've actually transferred 60% of our customers across in the last five months since we launched a new version, which I think is a pretty good effort. And we're discussing and planning with the rest of our customers to be able to move 100% across in the next six months. Any new customers that have bought the product since we introduced licensing obviously have all those locks and controls in place already, so come to renewal time we have that compelling event for all of our new customers as well as the existing ones that we've already moved across. In terms of reducing our cost of sale and delivery of, I've already said, the cost of our Opsview Pro product selling it through the website is virtually zero. And we have some scalability, if we sell 20 it's going to be pretty much the same cost as selling 200 or 2000. We've also seen some benefits in terms of our other processes. So I talked about the enterprise process, post-Salesforce now being exactly the same and that's automatically fulfilled as well. So there have been benefits for us there. Finally, improving our future product offering, so we've now got a much better idea of exactly what our customers are using. A lot of that information is fed back into Salesforce so we're now analyzing that, looking at market research and will be introducing further product variations based on information and intelligence that we're gaining from that. So a new licensing strategy is now a real business enabler for us rather than a constraint and it's going to allow us to make rapid product changes based on other changing market conditions or changing strategies or changing demands from our customers. And our time to market for new products is not dictated by our ability to do the research, to work out what new features we need to build into our product, and the time taken to develop that, rather than any time taken to packaging the product. We still think quite carefully about packaging the product, but it doesn't take very long. It's now something that we can just configure. It's not an engineering job. It's a configuration job and one that we can leave to the marketing guys. So in terms of the future, I just thought I'd bring out a few things that we're thinking about now and contemplating doing. I already talked about augmenting our product range. Not strictly to do with the licensing framework, but we're going to introduce the electronic signing of enterprise licensing agreements so that further automates the sales process and takes that automation a little bit further up the line. The new licensing framework is also going to allow us to market test new features. So because we've got the licensing controlling access to the software, we're quite happy for the whole of the product of activity to be given to our customers because they can only use the features that the license allows them to, which means that providing access to other features for a particular customer is as easy as sending them a new licensing entitlement and them activating it. And we can do that and sell them new features or we can just provide them with a month trial so they can do a trial before you buy on a new feature on their existing implementation. So there's a whole bunch of flexibility around that. And as I've alluded to before, now we've proven the mechanism of salience selling the product through our website and the automated fulfilments. We will continue to enhance our range of products for the small to medium enterprise. So I hope I've provided you with an interesting and useful insight into our experiences, hopefully referenced some of the things that the guys were talking about this morning and giving them some context in the real world. But I think that we've had a real quantum leap in terms of monetizing our product by introducing a licensing solution. And we've moved from a single homogeneous product actually to a quite extensive suite of products. The Pro and the Enterprise being differentiated and then we have further differentiation in the Enterprise product itself based both on features, but also on the number of hosts that are going to be monitoring. So that journey is really just the beginning for us. I think we've now got in place an extensive and flexible infrastructure that is going to allow us to reap even further benefits in the future and to provide the product that our customers want with a flexibility and efficiency that our business desires. So thank you very much for listening. Any other questions that we didn't pick up along the way? One aspect that you could expand on I think is how the nexus of decision was reached within your organization. A lot of companies I think today may be facing some of the same kinds of issues, but they may not respond to it in the same way that yours did. So the decision around the buy or build? First of all, you identified what you thought was a key business challenge. Secondly, you obviously worked together to define how you wanted to approach this. You came up with an approach that everybody apparently agreed to and then you monitored your progress through it. I mean, that sounds very simple and straightforward, but in a lot of organizations it doesn't work quite that's smoothly. Yeah, you made it sound so easy. Yeah, so obviously it wasn't that easy. Right? So I don't know, I've got lot of experience of managing projects and I hope that one of the reasons that it seems so easy was the fact that I was leading and bringing on a lot of the experiences that I've had in the past both good and bad. So I've also led projects that have failed, as I'm sure you all have. And you learn a whole bunch more from projects that fail than you do from projects that succeed. Yeah, so it was challenging. We were doing a lot in a very short period of time. One of the great things about Opsview as an organization is that we're very, very focused on the product, building a better product, and satisfying our customers. And they were the things that we all got behind which made it a whole bunch easier. Yeah, there was politics and arguments over small stuff, but the goal of what we wanted to do was agreed by everybody and we just stood behind that and made it work. Can you tell us what was the total duration and maybe split that. How long did it took to define that new licensing model which didn't exist and how much did it took to define the operational model? And how much it took to actually execute both the licensing and the-- Yeah, OK. So that's a good question. So in terms of the definition of the new model, we had a day Dave came in and helped us. We has a day's workshop. I think it was sort of September time last year. So that was really the kicking off of the project and the definition of the new model. So we then worked on that model over it was probably several months and we decided the model probably by Christmas to all intents and purposes. The one thing that we did do though was we tried to, even at that point, to build in flexibility. So we knew that we'd change our minds. So we tried to build that flexibility in, but we had points where over the coming months we said, OK, well we've reached a point now where we're going to launch on this date. We can make no further changes. And that at that point was probably about February. We launched the new product in April. So in terms of time scale, we had the first workshop with Dave and the Safenet guys in September and we launched in April. And throughout-- All of that was done? Sorry? All of that was done? Yeah. Yeah, so it was fairly hectic. Yeah, so especially if I tell you the other things we did. So we've rebranded ourselves in that period of time, launched a new website with new branding, and just for good measure we moved office in March as well. So again, I've been put on a lot of experience of risk management, so we had a lot of mitigation processes going around the whole project. So if any of those things had failed, then we had mitigation plans in place. So we were in pretty good shape in March which meant that we could go ahead with the office move. If we hadn't been, we would have postponed the office move until after the launch of the product. It was absolutely critical for us to get the product out in April. It really was very, very important to us. I have a question. As part of your soon to be Enterprise license agreements, are you going to enable activations on demand consistent with those enterprise agreements? And are your enterprise agreements going to be customer specific with pricing so they'll feedback in those happenings? So no, not yet. So at the moment we have a specific product model for our enterprise products and specific pricing around that. And our sales guys negotiate with our customers around pricing and to an extent features. So because we've got the flexibility to actually customize and provide a bespoke license for our customer. We can actually do that mix and match based on who the customer is, the level of their subscription, and whether we want to transact without that level of customization. One last question and then we'll-- Just a quick question. Just to follow up on that last question, so what license model metric do you use when the user comes online to sign up? Is there a stand? Is there a single license metric that you're imposing on the clients or does it vary based on the type of license? So we've got two models. So the Opsview Pro product sold through the website is a standard product and the features that are in that are static so the customer gets what they pay for on the website. As far as our Enterprise product is concerned, we have a standard set of features that are delivered through the bronze, silver, gold, and platinum along with their set number of hosts that are monitored. So that is our current product offering plus the ability to also buy optional modules. So that sort of negotiated through our sales rep and that information is put into Salesforce and off the back of that an entitlement will be generated for the customer. It's then emailed to the customer. They then activate based on that entitlement. Does that answer the question? I want a little bit more granular than that because-- Maybe we can take that offline. Is it term license based? What creates the compelling event for them to come back? How do you know when they've gone beyond the Safenet license management tools? How do you know they've gone beyond that? For example, what is the license management tools protecting you from? When does the customer violate those terms? Yeah, so it's a subscription model. So we sell at 12 month or two year period and the licensing entitlement is time-limited. So at the end of that period is when the software will stop working. I'm not sure I've answer your question, but I'm happy to talk to you offline later if you want to go into more detail. Great, thank you Rob. Thanks very much. OK, thank you.

Rob May from Opsview presents "Licensing for Customer Experience and Operational Efficiency" at LicensingLive! in Cupertino.

Most industry experts agree that the less customers see of the software licensing experience, the better. How can you improve customer experience in your software environment while maximizing operational efficiency? View this video recorded at LicensingLive where Rob May from Opsview shares best practices for optimizing your software licensing environment.

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