What percentage of medium to big enterprise cases do you think had a value management team attached to it?

We had various levels of coverage, and we would try to cover 20% to 30% with a full business case. But oftentimes you don't get the full discovery, you don't get the stats, you're not brought in until the 11th hour when the CFO says they need a business case by three days from now. That's more of an outside-in analysis. We don't call that a business case because it didn't have discovery.

Can you give me some examples?

How much they're currently paying for Oracle, that's a big one. Sometimes on the downside, it would be what's the depreciation overhang on that, because if there's a big depreciation overhang, there's not a whole lot you can do. Sometimes there would be transformational plans that a customer would have that they may or may not share because it would reveal a lot of value. For example, if they were planning on consolidating into a service center, taking a lot of heads out of the field and putting it in one service center, a lot of customers did that. But if the customer put that out there too much, there's a lot of value there too. Most of the time it was the total cost of their current systems.