Episode 432: Ten Tips for Transitioning from GP to Business Central

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Alright, welcome back everyone to another episode of
Dynamics Corner.
You know, brad, one thing I didrecently is got my LASIK done,
so I don't wear my glasses nomore.
No more reflection of thisepisode.
One thing I did notice, though,that it takes a lot of time.
I spent more time inpreparation leading up to the
LASIK and the whole thing wasonly, like you know, three

(00:24):
minutes max, and I was done outthe door.
But, which is very fitting,that we're going to talk about
things that you can do toprepare.
So I'm looking forward to thisconversation.
So I'm your co-host, chris.

Speaker 2 (00:37):
And this is Brad.
This episode was recorded onSeptember 5th 2025.
Chris, chris, chris LASIK, youhave to watch out for a little
while because you're going tohave those ghost glasses.
I didn't see you pushing up inthis episode.
I didn't notice it, buthopefully that goes away.
Hopefully your site.
You have some improvement withyour site there with the LASIK.

(00:59):
It's amazing what they can dowith technology and just like
that.
We have a lot of amazingindividuals in our community and
with us that.
We have a lot of amazingindividuals in our community and
with us today.
We had the opportunity to speakwith one and we also had the
opportunity to speak with thatindividual on an important topic
.
We had the opportunity to talkabout 10 tips for moving from GP
Great Plains to BusinessCentral and with us today we
were joined by Microsoft MVPDavid Laster you think so yeah,

(01:37):
I know something good afternoonyou know, I really like that
room.
It's his little american flagpainted on the wall.

Speaker 3 (01:47):
It is Actually, yeah, that's my door.
Yeah, here, this goes out tothe yard.

Speaker 2 (01:53):
That's my patio.

Speaker 3 (01:55):
I got a fire pit.
That's where I do all mythinking actually.

Speaker 2 (01:58):
It's sitting right there, but I like the wall
because I see the blue aroundthe window.

Speaker 3 (02:03):
Yeah, that's the plan .

Speaker 2 (02:05):
Is that new or was that on there last time and I
just didn't notice it?
I'm old, so it could be.

Speaker 3 (02:11):
You're getting there too, friend.
No, that's been there, oh mygosh, since I built the shed
probably 20, yeah, 21 years ago,maybe 22 years ago.

Speaker 2 (02:20):
You built it from scratch.

Speaker 3 (02:22):
Oh, the whole thing.
Oh, dude, even the trusses thatyou can't see up there, oh yeah
, yeah, this thing is storied.
I got to say.

Speaker 2 (02:32):
We have to sit down.
Well, when we get together,when I come up, it seems like we
always have hit or miss,because we hope nobody's
listening, but we try to get toomany people together at the
same time and we can never getanybody together.

Speaker 3 (02:45):
It to get too many people together at the same time
and you can never get anybodytogether.

Speaker 2 (02:47):
It can be hard, it can be hard.
Yeah, now we're.
Now I'm drawing a stake drawinga line uh putting a stake,
drawing a line in the sand,putting a stake in the ground
what do they say?

Speaker 3 (02:55):
we're getting together, we're gonna do it,
we're doing it.

Speaker 2 (02:58):
We're doing it next time.
Uh, next time, which is good.
No, it's great.
I like that little shed and Ididn't know that you were in a
shed, so we have to hear that.
I thought that it was a room,but I like that.

Speaker 1 (03:10):
I think he had mentioned that last time, when
we first, when we first had you,david, I think you and I was
like what did you look?
I think it was like duringwinter or something.
It was cold.

Speaker 2 (03:31):
You had like a, maybe a vest.
Think at that time, probablyyou look like you're at outside.

Speaker 3 (03:33):
That's not uncommon, though, for up north I used to
wear vests and sweatshirts, andstuff in the in the house as
well too.
Heat is expensive, um, and itgets cold, so it does.
I have an infrared heater thatI actually close this door off,
and I use this door right herein the in the winter time to go
in and out okay it's locked upright now because that's where
my car is.
But yeah, and then I got aninfrared heater and it heats it.
It's perfect in here, likeabout 62, even overnight.

Speaker 1 (03:57):
So the whole thing is 62 is perfect.
You know it's so funny ifyou're in the north, 62 is nice
and warm, that's perfect.

Speaker 2 (04:07):
I have my house set to 75 when I'm home.
And it's cold for you and 78when I'm not here.
And I can honestly say there'sbeen times that Do you have air
in there?

Speaker 3 (04:22):
There's been times that I've been cold at 75.

Speaker 2 (04:24):
But then when I go back north, like I was just up
there, I just came back it's 64degrees and I'm like, oh, this
is great, I come down here, 75is freezing.

Speaker 1 (04:34):
I think you get used to that right, because, like for
for us out here in the pacificnorthwest, anything above 80 is
too hot.
It's just too hot.
It has to be between 68 and 75,that is the sweetest spot, but
anything above that like gets to80, it's just too hot.
It has to be between 68 and 75,that is the sweetest spot, but
anything above that like gets to80, it's like everyone just
complains how hot it is the sadstate.

Speaker 3 (04:53):
We were all born to be outdoors, so exactly,
whatever the temperature is.

Speaker 2 (04:57):
You know, we really should be outdoors a lot, hence
my you know garden office.

Speaker 3 (05:01):
Honestly, is I really enjoy.

Speaker 2 (05:02):
Yeah, well, swings and temperature and of course,
rain, snow, all that good stuff,yeah yeah, yeah, I'll have a
new office set up up northpretty soon too, so hopefully
you know, maybe when I reveal itor unveil it, see, I can't even
talk.
It's.
It's.
We never do episodes on fridaysso here we are this is the why,
and we'll have a big reveal.

(05:25):
But with that, I've beenlooking forward to this
conversation and it's timely,it's relevant, it's all of the
above.
Before we jump into it, can youtell us a little bit about
yourself?

Speaker 3 (05:38):
Sure, thank you.
David Laster is my name.
I've been doing the MicrosoftDynamics ERP thing for over 25
years and love it.
As you can see, I do it from myshed here.
It comes from just about everyangle but I really put a lot of
my time and energy into helpingpeople set ERP up right,

(05:58):
ultimately to drive thereporting impact, the analytics
that are the end result of doingit all the right way, in a
clean way, you know, organizedfashion.
So I manage a team of folksthat are really smart most of
them way smarter than I am, thatare developers that are
functional, folks that span GP,power BI, business Central.

(06:19):
Just really love what I doevery day working at Greylock up
here in the northeast north ofBoston.

Speaker 2 (06:29):
Excellent, excellent, and you're doing it right you
always surround yourself withpeople that are smarter than you
.
One, you can get things done andtwo, you can learn quite a bit.
I do believe you become whatyou surround yourself with.
You really do.
You become your environment.
So if you surround yourselfwith good people, you become a
good person.
If you surround yourself withbad people, you become a bad
person, and everyone can usethat definition.

(06:50):
But you have some greatexperience and I have some hopes
to discuss with you about atopic that surfaced years ago.
When we first spoke with you,it started to murmur quite a bit
, but now, over this past year,I've seen a lot of traction on

(07:11):
this topic and a lot more peoplepaying attention to the topic
and executing this topic, andthat is the GP to BC migration,
or the GP to BC to BC migrationor the GP to BC
re-implementation, or whateveryou'd like to phrase it.
But moving from GP to businesscentral is something that's been

(07:33):
quite popular and with it I washoping to get ready.
Can I say what it is?
David Laster's top 10 tips.
I always would say top 10, butit could be more, could be less.
But David Laster's top 10 tips?
I always say top 10, but itcould be more, could be less,
but David Laster's top 10 tipsNow setting the bar for you, for
my moving from GP to BusinessCentral.
But before we get into that,for those that may not be aware

(07:57):
what's going on with GP, GP.

Speaker 3 (08:02):
It works, it's a fantastic product.
It's widely used, it's trusted,it's stable um it's accessible.
But what's happening with greatplanes is that the um microsoft
has announced that their futureum dollars, investments and
focus is going to be incloud-based technologies, and

(08:23):
that's not what Great Plains is.
So they have announced the endof life for Dynamics GP in terms
of getting new stuff, likegetting new year-end updates to
help run your payroll right.
If you don't need certaincompliance-based functionality
like that, then you know what'sgoing on with GP.
You know could last you andyour business a little bit

(08:46):
longer and you can maybepotentially postpone, I think,
the inevitable of going to thecloud in some way, shape or form
with your ERP system or youraccounting system, whatever it
is you use.
But a lot of people are veryinterested because you know a
whole generation has passed in alot of ways from when Great
Plains was implemented, you know, for a lot of companies in the

(09:09):
90s, and it's not a replacement,it's a new journey.
It's a continuation of thejourney that your business may
have started back then, justusing much more modern
technologies and approaches toreally getting your business to
the most optimal place that youcan be.
So Great Plains will work.

(09:30):
It is working.
But there's a new thing in town, you know, from the Microsoft
side, and it's definitely worthtaking a look at and learning
about and, you know, not,getting, you know, bent out of
shape.
But there's change comingbecause the more we embrace that
change, the more we canactually do good, we can find
some efficiencies, you know, wecan maybe solve some problems

(09:53):
that are real headaches, and wejust look the other way when our
day-to-day is upon us.

Speaker 1 (09:59):
Is there a?

Speaker 2 (10:00):
date.

Speaker 1 (10:02):
Was there a date?
The end of life?

Speaker 3 (10:04):
Yeah, it's 12-31 of 2029.
So we're about four years out,a little over four years out
right now.

Speaker 2 (10:11):
So with that you hit a key point.
So GP or Great Planes all thesenames keep changing with
Microsoft, but it was originallyGreat Planes, now it's GP has
the end of life, which basicallymeans, as you had mentioned, it
ends the product support.
They're not going to make newupdates, you're not getting to
get enhancements, but it doesn'tmean that it will stop working

(10:32):
on that day.
So the panic that I've heardand had conversations with wow,
it's the 12 of 29,.
It will just stop working.
That's not going to be the case, just like I know individuals
using Division version 2009 andeven earlier still and that
stopped.
It went out of support.
What?
15 years ago?
I don't even remember how longago it went.

(10:54):
It was a very, very long timeago.
But those, as you had mentioned,are looking to do a new journey
.
They have to.
You know they're looking tomove.
It seems to be a goodprogression to move from GP to
Business Central and there aredifferences between the
applications and there's thingsto consider when you're moving
from one application to theother as well.

(11:15):
Like you said, you can get someimprovements.
You get a chance to reevaluateyour business process and also
maybe take advantage of somedifferent technologies that may
not be in the application thatyou're using.

Speaker 1 (11:27):
So with that, Like Copilot right Brad.

Speaker 2 (11:34):
Take advantage of Copilot.
Take advantage of Copilot.
I don't think GP will haveCopilot if it's on-premise.
We're waiting for that.

Speaker 3 (11:43):
SQL-based Cop-pilot studio object to light up, but
it keeps.
I think it disappeared.
Actually there was a whilewhere it was grayed out, you
know, because they were stillnot quite ready to do that
Interesting, and then they thinkit might have gone away.
So, yeah, we were trying.
On the GP side, you know wewere all interested in it
because you've got goodstructured data there that you
know Copilot with a littletraining could probably do some

(12:04):
good with.
But without the SQL connectorthat's where our data is.
So you know that would make ita little bit more difficult.
So the cloud-based technologyis clearly, you know, a
reflection of that.
Now we can use Copilot withinand around Business Central, not
something you're really goingto get out of GP.
So good comparison there.

Speaker 2 (12:27):
Okay, so if we could run down maybe some tips or
suggestions or things toconsider, you ready, you ready?

Speaker 3 (12:32):
Yeah, you know what?
Speaking of co-pilot, I wasgetting ready for our call today
thinking about what 10 tips totalk about, because there's a
lot.
You know you talk to anybodyelse that does what I do, which
is help people get there.
You know, from here they willtell you probably 10 different
tips that I'm going to give you.
So the reality is, you know,don't lock in your information

(12:54):
to just one source, although Iwill provide 10 helpful tips
don't get me wrong but talk toother people that may have gone
through the experience as well,just in case you're you know
they provide some perspective.
That's just a little outside ofwhat we have time to talk about
today.
So, and speaking of co-pilot, Itook my 10 tips, brad, and you
know all of us in our dynamicsmindset now we're kind of fed

(13:15):
this whole co-pilot thing and Itook my 10 tips and tried to to
to build a presentation withsome pretty cool graphics and
things.
I'll share it with you whenwe're all said and done, just in
case you end up finding thatinteresting.
Oh, definitely, please share,please share yes.
It took me hours and hours, andonce I really broke what I
needed Copilot to do down intosmaller steps, it was able to

(13:35):
digest it and work a lot moreefficiently for me.
So it's interesting, the moreyou play with some of that new
technology, how much easier itis to leverage to your favor.
So I'll send you those shots.

Speaker 2 (13:45):
That could be a good exercise as well as how to you
know that's a whole how to usecopilot.

Speaker 3 (13:52):
So many great people that are that are doing that
right now, and there's a lot tolearn from them.

Speaker 2 (13:57):
It is there is a lot to learn from them, and there's
a lot to learn in general withit, because it seems, with new
models, new technology ischanging by the minute.
So all right, all right.

Speaker 3 (14:10):
Are you ready for tip number one?

Speaker 2 (14:12):
Let's go.

Speaker 3 (14:14):
Tip number one I'd be curious what you guys think,
but I would bet you at least theshining quarter that you'll
probably agree.
Work with a partner whounderstands your business,
shares your goals.

Speaker 1 (14:36):
Work with a partner who understands your business,
shares your goals and has atrack record of delivering
successful Business Centralimplementations in your line of
business.
Yes, that's a very good one.

Speaker 2 (14:43):
You have to understand the industry as much
as you know, not just theapplication itself that's very
important and how the businessprocesses work within the
application, because BusinessCentral is full of features.
You can do quite a bit with itand with that you have many
different options not to thepoint where it's overwhelming or
it's not manageable, but thereare certain different options
that you have.
So if somebody can help andequate those options or the

(15:07):
functionality to your businessprocess so you can understand,
it is helpful.
That is a wonderful tip.

Speaker 3 (15:13):
Especially if you're industry, you don't want
somebody that's really good,maybe at not-for-profit
implementing your manufacturingfor the first time.
You know those kinds ofconsiderations are are, you know
, worth worth?
You know, answering thatquestion as you're going to go
and pick a partner or work witha partner, and maybe you're and
I hear other great folks in oursphere talk about this is maybe
your current partner isn't theright partner for Business

(15:34):
Central because of either askill set or a product support
match or something.
So, you know, don't be afraidif your current partner is
somebody that you know justisn't supporting Business
Central, but that happens to bethe path that you want to take.
So there are plenty of greatfolks out there that can pick up
that and help you make thatsmooth transition.

Speaker 1 (15:52):
Are you referencing to like?
If you're a GP and you want toupgrade and talk to your GP
partner, that GP partner may notbe the right partner for you.
That's a tough conversation tohave right, especially if
they've been your partner for solong.
It's entirely possible theymight not be doing.

Speaker 3 (16:09):
Business Central, though they might want to force
you into another ERP system interms of a different direction,
and that might not be where youwant to go.
So there's a variety of reasons.
Yeah, they can be uncomfortable, I'm sure, when it comes to it,
Because it's really aboutpicking the right partner To,
I'm sure you know when it comesto, because it's really about
picking the right partner youknow, to win the race, you need

(16:29):
to have the right team on thefield, and if you're going to
throw a lot of money atimplementing an ERP system, I
firmly believe the partner isprobably the number one
consideration.

Speaker 2 (16:37):
Yeah no, I think that is one of the things that's
often overlooked is making sureyou have someone that can go
through that journey with you.
Uh, it's not just.
You know, chris is a partner.
I'm gonna go with him becausehe's a good guy.

Speaker 1 (16:51):
Yeah, no, it's good, don't go.
Yeah, that's good.

Speaker 3 (16:53):
I can't implement gp you can't even buy, you can't,
you can't even buy great planes,uh, really that's true.
You can't buy licenses, no more, you can only really do a
subscription for just now, untilend of life, and even after
that you're supposed to juststop using it.
So, um, if your business isgrowing, you know, and you want
to try to borrow more licenses,you're really not in a position

(17:14):
to do that anymore with gp, soyou know another reason.

Speaker 1 (17:17):
So your hands are tied.
You really have to decide.
You really have to move.
Just the decision of whereyou're going is going to be an
important part, okay.

Speaker 2 (17:28):
So let's move over to tip number two.

Speaker 3 (17:32):
Tip two Audit your existing Dynamics GP environment
by surveying and reviewing allof your GP product usage Keyword
we know that in the businesscentral lingo not only usage yes
, your ISV or your third-partyadd-ins, customizations,

(17:53):
modifications and integrations.
Anything in or around your GreatPlains environment needs to be
reviewed, documented andsometimes you might be carrying
some technical debt from anumber of different products
that you set up and you mighthave used with GP years ago but

(18:14):
don't anymore.
So while you're taking thatsurvey, you're gathering
intelligence about what you havethat you need and what you have
that you don't need, and thenthat really informs and hones in
on some of the other tips rightin terms of you know, assessing
functionality in future state,what you need you know and how
you can take what you've got,map it over to Business Central,

(18:37):
but also let go.
There's probably plenty ofthings you might have set up and
started with and really justdon't need anymore.
So understanding, getting areally good baseline and having
the team also talk about andensure that the right features
that are really set up and beingused need to carry forward into
your business central.

Speaker 2 (18:55):
I like that and I'd like to talk about that a little
bit more, because I think thiscomes with even the
implementation.
So you're doing an audit andyou're talking about looking at
the functionality that you'reusing and evaluating what you're
using.
But I also like the point thatyou mentioned let go.
Sometimes it's that, oh, Ispent a lot of money on this
feature.
It has to move forward withouteven evaluating Do you still

(19:18):
need that feature?
And how could you do thatprocess in Business Central
without carrying that technicaldebt?
And how could you do thatprocess in Business Central
without carrying that technicaldebt?
So it's a combination ofevaluating why, to validate that
you need it and to see ifthat's still the same need for a
process in Business Central and, as part of the audit, what
about data?

(19:39):
Should they do anything withtheir data as part of doing
their audit?

Speaker 3 (19:43):
We have to get through a few more tips here,
brad oh.
I'm sorry, I like that analogy.

Speaker 1 (19:50):
I like that.
You know, don't bring it justbecause you spend a lot of money
.
It just made me think about theanalogy of a car.

Speaker 3 (20:00):
You know, remember back in the 90s where you could
buy the CD player, cassette andyou can remove the faceplate oh
yeah, Like it's so fancy and youhave like a 30 cd player.

Speaker 1 (20:07):
I swear right.
But then, like it's likesomeone saying like, hey, I'm
gonna get a modern car, but healready has a built-in car play
and all of a sudden I reallywant that, I want to take that
with me.
It doesn't fit anywhere, sothat's, it's another way to look
at it.
Uh, from that I was justthinking about a car the other
day yeah, no, no.

Speaker 2 (20:23):
It's true.
It's true.
It's that technical debt andthose sunken costs of what you
put into implementation.
You just need to let it go andnot get tied to it.
But doing a good audit of whatyou have and the features that
you need help you for a betterimplementation, but also help
you make the choice of whereyou're going to go with your
implementation.

(20:43):
Again, we're talking GP to BC,but it also just revalidates
your decision as well, just tomake sure that it's going to
support your business.
I like that.

Speaker 3 (20:51):
Yeah, One of the key things I do.
You know I mentioned the wordusage and you know how I'm a big
fan of telemetry.
For Business Central, which theyalso call usage, it's really
telling you in a Power BI styleof format what people are doing,
what they're actually using inBusiness Central.
Great Plains doesn't reallyhave that, but there is a script

(21:14):
that we use frequently thattells us what tables have data
in them and that allows us tosay if they're using sales
orders or purchase orders or ifthey're using analytical
accounting.
So we can empirically as GPexperience consultants or people
that are helping folksunderstand how to get to cloud
really extract what the customeris using.
They may not know, they mightnot know they're used to
clicking buttons in the userinterface, but when you get into

(21:35):
the architecture of the tablesand the views and you really see
what's really being utilized interms of how many records and
so forth, you get a good senselooking at the data.
It doesn't take that long to dothat from somebody that's got
some experience.
So no, it's good to bring thatexperience as you had mentioned,
just to.

Speaker 2 (21:50):
I always like to repeat it just in Brad's terms.
Again, it comes with age.
Someone who's using the systemmay not even know what they're
using.
In a sense, right, they knowhow to do a job or a function.
But somebody who's coming in towork with them, such as
yourself, if you say, hey,you're using this they may not
understand technically what thatmeans.
But they know, oh, I go here, Ienter my customer, my item, my

(22:11):
quantity, and I know businesscentral, we post it.
I'm not certain what you'redoing, gp, but having someone
come in to help you, absolutely,oh yeah.
Okay, I can honestly say Ithink I looked at GP once in my
career.

Speaker 3 (22:28):
Okay, don't look back , you just looked at it.
Just look ahead.
You're in a good spot, lookingat Business Central.
So, if you want to see whatGreat Plains looks like, brad
thedynamicsmindsetcom.
Right, I have been comparingGreat Plains to Business Central
for over a year now and I haveactual screenshots with
highlights and things.
So if people are really curiousand they want to see what GP

(22:50):
looks like on the sales invoicepage versus Business Central, I
have a place where you can go.

Speaker 2 (22:56):
So that is what is needed.
Is that guy that you have thedynamic mindset is where you can
go to see.
This is what I'm doing, this iswhat I would do, right, so
we'll go, uh, we'll go fromthere so yes, but it's also to
do that audit and have somebodyhelp you with that audit so that
you ensure that you cover asmuch as you can don't miss

(23:18):
anything.

Speaker 3 (23:18):
Don't miss anything.
That's.
Another important part is youknow it's good to have a couple
sets of eyes on it.
Make sure you document it, um,and then then move forward with
what you've learned.

Speaker 2 (23:27):
Okay, great, so let's head over to what are we on
three.

Speaker 3 (23:32):
We're up to three now , Brad.

Speaker 2 (23:33):
Let's go.

Speaker 3 (23:34):
All right.
Don't discount discovery.
Take the time to dig deep intoyour company's workflow
processes, inputs, outputs, painpoints and financial reporting
needs.
Talk to everyone, synthesizetheir input to build for a

(24:00):
better outcome.
I like that.
It's so important.

Speaker 1 (24:04):
Go ahead, Fred.
It's so important with thediscovery.

Speaker 2 (24:07):
No, that right there is so powerful it goes back with
.
Nobody has the time to do itthe first time, but they have
more than enough time to fix iton the tail end, and taking the
time to set this up and reviewit helps for a better
implementation.
Yeah, they need to budget.

Speaker 1 (24:28):
Yeah, that they need to budget that Cause a lot of
people a lot of you know SMPswere coming from a GP, not not
just GP in general, it could beanother ERP going to business
central is that they're relianton just subject matter experts
and knowing and but notrealizing that you do need to do
discovery.

(24:48):
You need to flesh it out andidentify.
Ok, do you want to bring thisover?
You don't.
Is this a process that we canget rid of?
And then can Business Centraldo something better and more
efficient?
And they tend to forget thatdiscovery is a preparation
method and so you don't do itsort of on the fly, which we we
tend to forget that discovery isa preparation method and so you

(25:08):
don't do it sort of on the fly,which we tend to see sometimes
at least when I was working atEnd User where they kind of roll
discovery during the setup andconfiguration, which kind of
defeats the purpose, and thenyou forget okay, which toggle
switches, did we make changesand what were the effects,
because you're discovering atthat point.
So, yeah, you take the time todiscover just about everything

(25:31):
that you do as a business andthen jump into the
implementation.

Speaker 3 (25:36):
Yeah, I'll throw a sub tip on that, if I can, as
you're talking you're helping me, yeah, 3a.
You're helping me remember somethings that have been helping me
help you, right Is somecustomers have 90% of their
businesses that think the samething over and over and if you
can, as the end user, recordyourself doing that video,

(25:59):
record yourself creating this orcreating an order and
fulfilling it and do like, ifyou can show what you do and
talk it through, that helpsanybody that's about to help you
.
You don't have to meet multipletimes.
You can share that video withmultiple people, right?
You have the chance to do maybea couple of videos to cover all
the real key pieces and thennot pull that person out of
their productivity loop.
So you know, as you're goingthrough this discovery tip 3A,

(26:24):
maybe have those high-intensity,really important functions
actually video and audiorecorded and saved as part of
that discovery process.

Speaker 1 (26:33):
That's a good call-out, but remember though,
because a lot of times peopledon't always watch the videos,
but it's a good opportunityduring the discovery.
I guess this would be.
3b is that you need to look atyour existing SOPs, or standard
operating procedures, and youknow, are they up to date?
Because sometimes you make onechange every two, three years,

(26:56):
but then there's a lot of thingsthat happen in the last two,
three years, but no one botheredto go and update those
documents, so that's veryhelpful.
By the way, as you transitionfrom GPp to business central,
you can look at some of this asa reference point when you move.

Speaker 2 (27:09):
I do like the video idea.
Uh, it's another thing and Ilike that because I think you
can do a lot with those videos.
Uh, maybe you could haveco-pilot.
Look at the video but,oftentimes when you're going
through discovery.
I think sometimes whensomeone's working through a
process, they often don'tconsciously know what they're

(27:31):
doing because they're so used todoing their job that they may
forget to point something out,whereas if they actually record
the process, you can physicallysee what they're doing and what
they're entering and wherethey're entering it.
And it's by no means sayingthat they don't know what
they're doing in a negative way.
It's just you have habits, yougo through, I fill in this, I
fill in that, and that's whywhen you go through, and
sometimes when individuals aregoing through testing, they say

(27:52):
oh, by the way, what about thisfield?
Because when you're doing thediscovery, if you didn't get to
physically see what they weredoing, they didn't mention it
because they didn't think it wasimportant or they overlooked it
because it's so natural.

Speaker 1 (28:04):
So I do like the video.

Speaker 2 (28:06):
I do like the video idea so that everybody can go
back and reference that andshare it with other team members
and make sure it gets relayedproperly.

Speaker 3 (28:13):
So I like this tip A trained eye will notice
sometimes if it's acustomization that they're
working through or if it's a ISVsolution that they're working
in.
So a user and then somebodyexperienced would be able to
tell if it's something that'sreally core or not core in terms
of GP.
So that helps them map that forthe future.

Speaker 2 (28:33):
Should I learn something new Every time we
speak, it happens.
I learn something new every day.
I learn something new every day.

Speaker 3 (28:41):
All right, you ready for four?

Speaker 2 (28:43):
I'm ready for four.

Speaker 3 (28:44):
We beat three to death, so let's move on to four.

Speaker 2 (28:45):
Yeah, it's four's turn for a rumble.

Speaker 3 (28:50):
All right.
So we just you know, we did ourGreat Plains discovery, we did
our workday everything discovery.
Now let's perform a thoroughevaluation of business central
functionality and then map yourbusiness to the application by
functional area right Sales andfinance and manufacturing and
purchasing to expose newefficiencies, right when things

(29:11):
are going to make things better.
Focus on that and then work onfilling any gaps along the way.
Like, take it as brand new, tryto make everything work and
then we'll worry about gaps.
So half glass full, not empty,when you're going through that
process of evaluating businesscentral for the first time.

Speaker 2 (29:30):
I'm stuck here.
I like this.
Four we're going to beat.
You thought we'd beat three todeath.
Four we're going to really beatto death because that's
something that always comes tomy mind when individuals are
working on ERP implementations.
I know everyone talks aboutwell, stay as out of the box as
possible, but I have a differentviewpoint on that.
Before you even think you needto make a modification, try to

(29:55):
process to see how it works, tosee what you can do.
Don't get into the it takes.
I'm sorry, I'm going to go on atangent.
I know this is your tip, butthis is going to set me off
because and I've gone throughimplementations where someone's
like, oh well, they're goingthrough and we need to do, oh,
it's too long, it takes too long, there's too many steps,
there's this going on and Ialways say give it some time.

(30:18):
This is your first time doingit.
It always takes more time,sometimes the first time you're
doing it because you're payingattention and you're doing it,
or once you get the process done.
There are some things that youmay be able to do to simplify it
, versus trying to make amodification out of something
before you even enter a salesorder, for example, and I'm glad

(30:40):
that you say evaluate BusinessCentral first.
But now it's going to get me tothe other question.

Speaker 3 (30:45):
Chris alluded to Chris.
If I steal it, Chris.

Speaker 1 (30:49):
I'm sorry, no, no, no , it's all good.
I got a comment on that too.
It's all good, Go ahead.

Speaker 2 (30:54):
Now you have a current partner that you're
working with with your GP orGreat Plains implementation.
Now we're saying let's evaluatethe functionality of Business
Central.
How do you do that If yourGreat Plains or GP partner

(31:20):
doesn't know Business, knowbusiness central, right, this
gets into that.
Having the tough conversation,yeah, um, and also the side note
to it I'll let chris say,because if he doesn't say, don't
follow up to it.
But how do you go through thatprocess of finding someone to
evaluate that process with youso you understand the
application?

Speaker 3 (31:31):
references are powerful.
Honestly, I start withreferences first.
Anybody in your network.
Ask if they're familiar withBusiness Central.
That's a good way to go interms of getting up close and
personal.
You might find some veryinteresting information when you
do.
The more people I go skiingwith or go to random places,
they're like oh yeah, I've heardof Business Central.
So don't be surprised ifsomebody in your network has

(31:51):
heard of it and they might makea recommendation about a partner
and they say, oh, my partnerwas great.
So you know, that's onepotential avenue we have.
We live in a day and an agewhere there are a good number of
really strong small, medium andeven large implementation
specialists in Business Central.
What is your firm need?

(32:12):
Ok, so when you want to go,look for that partner again.
Are they in your industry?
Do they have a track record?
Right?
You know what is it that youneed out of your partner?
Because some folks are going tocome in and need help with
everything.
Others are going to come in andthey're already going to have a
couple of dev people, orthey're going to have a Power BI
guy.
They're going to have a PowerBI guy.
They're going to have somethingthat the partner doesn't need

(32:32):
to bring.
So, you know, doing someresearch and then and talking, I
mean we're people I'd say, talk, talk to meet people, meet
potential partners.
You never know what you'll findwhen you make a new connection
out there.
And just because you talk tosomebody doesn't mean you're
breaking up right with your oldpartner.
It is worth gathering knowledgeat this phase because GP to BC

(32:52):
is a big move.
Moving ERP of any kind is a bigmove.
So, you know, while it mightfeel a little uncomfortable, you
know, sometimes we end uphaving to break up and need to
move on.
It's just the way that it worksand it's not necessarily that I
have hard feelings about GreatPlains.
It's just that that's not wheremy investment in the future is
coming.
It's going to be coming fromthe cloud-based solution.

(33:13):
So let me partner up withsomebody who's really going to
make, you know, give me somevitality in terms of that for my
business, you know, for thefuture.

Speaker 1 (33:22):
Yeah, no, that's true .
And just to go back to Brad'scomment about you know, just go
play with it or just go throughthe entire process.
It kind of reminds me of likeand I've shared this with others
too kind of an analogy right,you can fly a plane and set an
autopilot and it'll just fly foryou.

(33:43):
But if that doesn't work, youneed to be able to understand
how to do it manually.
So if, for some reason,automation doesn't work for you,
automation is not available foryou, you should be able to go
through how to do it if none ofthose work, or if none of those,
it doesn't exist yet.
So you should be able to gothrough that, not so much of a
manual process, but just to gothrough the steps to get to the

(34:06):
results you're looking for, Inthis case, being able to just
post and see what that lookslike.
But yeah, you're right, Brad, Alot of people overlook that
they immediately want to justlike hey, I want to automate
everything.
But like hey, what if theautomate doesn't work?
Right, the job queue stoppedworking or power automate
doesn't work, Do you just stopbusiness?
No, you have to understand.
Okay, this is if that doesn'twork, I should be able to go

(34:28):
through the process without that.

Speaker 2 (34:31):
And as they learn the functionality.
Chris, those are great pointsto understand why you're doing
something or what you're doingas well, but is that also a
point to evaluate why you'redoing something or if you can
improve?
I mean, it's the take of do youneed to do it the same way and

(34:53):
how can you extract if youshould change the process that
you're executing or change theapplication?

Speaker 3 (35:06):
Or is that another tip?
It's actually part of thejourney.
Honestly, we might start offdoing it the way we used to,
just to get going, just becausewe we need to and knowing that
maybe there's a phase two orthere's a, there's a new way
that we want to start tointegrate how we do things, but
we have to wait until we switchsystems like the payables agent,
the sales order agent, likethat's an example of where you

(35:28):
kind of have to wait untilyou're in business central
before you can take advantage ofthe new workflow.
So, yeah, understand, you'regathering information, you're
gathering what you have, you'reseeing what Business Central
offers.
Right before you get into tipnumber five.

Speaker 2 (35:43):
And then is with that is it go ahead.
I don't know if I'm going tojump into tip number five.
It seems to be a naturalprogression, so I'll pause going
to jump into tip number five.

Speaker 3 (35:53):
It seems to be a natural progression so I'll
pause.
I think it's like getting yourdata.
It's evaluate, analyze andprepare your GP master record
data.
At that point, cleaner isbetter at that point in time.
So you've evaluated, you knowwhat you're going to keep,
harness the good, you know whatBusiness Central mostly is going
to need.
So now let's start to clean upour item list, our vendor list.
Knowing what we can takeadvantage of, we can

(36:15):
automatically number ourcustomers and vendors and items.
That's not something GreatPlains has.
So your learning process upuntil you go clean your data
will then help you clean yourdata more effectively.

Speaker 2 (36:31):
GP doesn't have customer numbers gp.

Speaker 3 (36:37):
Gp doesn't have customer numbers, it has ids.
But a lot of people use thisfun thing called the, the
logical alpha numeric namingconvention.
Right, it's called americanlocksmith.
It's a m e r, zero, zero one.
And then when the americandelivery company comes by, they,
they're A-M-E-R-O-O-2.
Somebody's keying those inevery time.
Brad, there's no just tabthrough.

(36:58):
Get next.
Can you imagine?

Speaker 1 (37:03):
Just to talk about the data migration, because I
remember having to deal with theGP to BC.
One thing I noticed is that inGP the phone number even the
phone number as simple as that,has pads at the very end.
So I've seen someone where justlike import it and then there's
like a bunch of like spaces atthe very end and no one realizes

(37:24):
like hey, that's why it'sfailing.
Right, because there's spaces.
But from from just a humanlooking, and it's like no,
there's no, it looks fine, thisphone number is correct.
No, but there's like sevenspaces.

Speaker 3 (37:34):
So or it's all zeros like why load all zeros into
business central you?
Know, so that's that's the kindof fine eye you need to go
clean when I say clean your datayou know, don't put letters in
the phone number.

Speaker 2 (37:47):
You know little things like that.
Can I add one to that or alittle bit to it?

Speaker 3 (37:53):
this is a big, big, big topic, brad, so I know this
is actually a make it or breakit, for a lot of people is
starting with clean data.
We're starting with dirty data,data is the foundation of it.

Speaker 2 (38:05):
And well, there's a couple things to it.
One, you don't need to bringeverything over, because you're
just bringing junk over.
I have to use my simple terms.
I'm sorry and never say I'llfix it after.
These are things I hear.
It's like, oh, let's get intoit and we'll clean it up later.

(38:26):
Later never comes.
As I say over and over again,there's nothing more permanent
than a temporary solution andpeople forget.
If you need to referencesomething, you still can look at
your old system.
Gp is not going away.
So if you need to referencehistorical information for a
period of time, you don't needto bring over everything.

(38:47):
You need to bring overminimally, what you need to run
your business and to be able todo your analysis.
It's just um, exactly, exactly.
And with business central, withpower BI, you can now run
combined power BI reports thatlook across both of those data
sets and have one report.

(39:09):
So it does give you theopportunity not to bring it over
, but in data, in my opinion,I'm glad you brought this up.

Speaker 3 (39:18):
See, these are your tips, but I just have to say it
can make a breakingimplementation in my opinion.

Speaker 2 (39:22):
I really believe that what people would call a failed
implementation versussuccessful implementation,
outside of a lot of these tipssometimes can come across of the
data that they have.
Because why is it doing this?
Why is it calculating my salesprices incorrectly?
Well, let's take a look at thedata.
Oh, the system's wrong.
No, it's not.
It's your data.

Speaker 3 (39:41):
So I use I take this part one of the things that I
did on the Dynamics Mindsetwebsite last year when I had my
broken foot remember I was goingthrough table by table, field
by field and comparing GreatPlains to Business Central at
the master record level Vendors,vendor addresses, vendor
banking, all the little nooksand crannies and recording the

(40:03):
differences.
The item character length isdifferent it's 30 in GP but it's
20 in Business Central.
That can hang some people up.
Address codes are 10 versus 15.
So there's some significantdifferences there and one of the
things I enjoyed doing wasbuilding a free for download
Power BI report that you canpoint with the parameters to
your GP environment and you canrefresh it and you can look at a

(40:26):
lot of the master record datathat you might want to dump to
Excel and start cleaning.
You can dial it in with like atime span you know what
customers have we sold to in thelast four years, six years, 10
years, you know to get a senseof how many records you're going
to want to need to clean orbring up.
So Power BI is a great way tolook at some of your existing
data and get a sense of whatmaybe Lyft might be in front of

(40:50):
you on that, but I agree, youknow, once you got clean data,
you will have a much betterchance of having a successful
project on time and on budget.

Speaker 2 (41:00):
I like it and don't bring anything with you.

Speaker 3 (41:03):
All right, yeah Right , all right, you want number six
?
I'm ready, let's go.
Okay, prototype the newbusiness central environment in
a sandbox.
Perform functional areawalkthroughs with the key people
.
Evaluate configuration optionsdiligently.

(41:25):
There could be choices to bemade, not by the partner but by
the customer, to ensure thatbest methods and practices are
developed and the users and andand.
That gets users to use the newsystem.
So set up the sandbox withclean data.
Perform walkthroughs withpeople so they can get a sense

(41:45):
of what it's like to do nowversus then.
Draw parallels so they can getfamiliar with it in a sandbox
environment, and anything that'sthat's a gap or that you know
that doesn't fit will be a topicof discussion chris, you're
laughing, go ahead no, I, Ithink it's a uh, you know, going

(42:08):
through that one-to-one, uh, itis very important to you, you
know, get them comfortable right.

Speaker 1 (42:13):
So I think a lot of people, at least in
implementation, the verybeginning, again, my experience
is that we, you know, I wouldstand up an environment, a
sandbox environment in this caseDavid had mentioned and get
them to log in, get them tostart navigating, get them to
start comfortable, to becomfortable in how to go get

(42:35):
around Business Central Because,again, it's a brand new
application.
And I'm going to go back to theanalogy of driving a car.
When you're going from one oldcar, you know where all the
buttons are right, so quick, andthen you go to a new car.
For example, when I got into aTesla, I was like, ah, I don't

(42:55):
know how to get it, like, wheredo I find this?
And it gets so frustrating,right.
But it only took me a few days,no different than Business
Central.
Once you get in there and getcomfortable, you can navigate
and then you can learn how tofind things.
And then, to your point, david,I want to be able to turn on my

(43:16):
ac and you should be able tonavigate in business central.
I want to go to my sales orderand create one.
Simple as that, to get to getcomfortable with that, though.

Speaker 2 (43:25):
When is it appropriate?
Well, we have to first classifythe types of users you'd have
in an implementation, right, butnow the users that you're
talking about.
Get the users into the system,is what we're saying it gets
them to use the system.

Speaker 3 (43:40):
People with the key key decide.

Speaker 2 (43:43):
This is what I'm saying is when is the
appropriate time and that was mysort of the prelude to this of
there are different types ofusers and we should classify the
types of users, because when doyou get users into using the
system?
Because I can look at it towhere, if somebody can get into
it, it can bring frustration ifit's a new system, if they feel

(44:06):
lost and they can't performtheir functions and there's not
a way through it and and it'slike a stop go, stop, go.
So when is it appropriate tobring the users in to do their
functions?
And what do you mean by keyusers?

Speaker 3 (44:23):
Every project is a little different, as you well
know.
Right, there can be some very,very small ones, very few people
, sometimes a one or two or athree user environment.
Those are I don't want to callthem slam dunks, but those are
fairly straightforward when itcomes to these types of
discussions.
The more modules that you use,the more people that you have,

(44:44):
the more locations and the morecomplexity that you include in
the business.
Central environment means thatyou probably don't want
everybody in the discussion thatfirst pass through.
You want to proof the concept,to make sure that, okay, let me
do a warehouse shipment and zapit with my scanner and make sure
that it works.
Does this look right?
Did it go to the shippingstation?

(45:05):
There's some familiarity thatwill help the key decision
makers understand that they'vegot their supply chain nailed.
There's a tight end time.
That comes later, shortlythereafter later, because you
will have greased the wheelsright.
You set it up.
You discussed the modulespecific behavior.

(45:25):
That's a big thing in GreatPlains.
There's a lot of options andall the modules.
In Great Plains, you want to dothis or turn that off, or allow
this or don't allow that.
That's true in Great Plains.
You want to do this or turnthat off or allow this or don't
allow that.
That's true in Business Centraltoo, and while we want to get
there quickly, I think those areimportant decision points that
need to be kind of pondered.
As you're doing, do you likethis, do you like that?
As you coach and work with thecustomer to get them to buy in

(45:46):
on some of the decisions andit's the reasoning why you set
it up to only show debits andcredits, not both, in the
general ledger, like there's avariety of things that you know
want to get the buy-in, get thecustomer to own it, and those
walkthroughs with key people.
Then that information willdisseminate down through that
training.
Well, here's why it looks thatway, here's why we do it this
way.
And if they sense somethingcoming from a user even later on

(46:08):
that doesn't quite fit, youknow, with what they had mocked
up or walked through, they knowthey have a toolkit now to call
upon to maybe help work that out, resolve that, or to raise a
flag and say you know, we have anew issue, let's put that on
the issues list and track down asolution for that.

Speaker 2 (46:28):
I like it, that's it's important to get them, as
you had mentioned, to get theusers in there and get them in
there at the right time.

Speaker 3 (46:35):
It's like getting in the shallow end of the pool and
then you eventually can swim andthere's nothing to stand on in
the deep end.
Um, and that's very great.
It's gradual.
Um, for more complexenvironments, because a lot of
it has to come together.
A manufacturing environmentyou've got a lot of bits and
pieces just to get one thing togo through.
So you know that could take alittle bit longer, require more

(46:55):
people.
But you know I see a lot ofcore financials.

Speaker 1 (46:59):
If I can throw in something in there and again,
this is just based upon theexperience that I've dealt with
in the past where sometimes froma partner's perspective
sometimes a client coming froman ERP system going to Business
Central, they don't know whatthey don't know right, they know
their business process but theydon't know ways to improve.

(47:20):
So sometimes it gets prettydangerous when a consultant says
, hey, let's toggle this, do youlike it?
So you don't, and then we say,oh, I like it, but is it the
right thing for them justbecause they like it right?
We have to remember, even froma client's perspective, you have
to find a good partner, as younoted, david, at the very

(47:41):
beginning.
You have to find the rightpartner that knows the industry,
because you don't want apartner that just we're kind of
going backwards here, Iapologize.
You don't want a partner tojust say, yes, yeah, you like
this.
You want a partner that willtell you no, that's not what you
do, you don't need to do that.
You need to do it this way.
Clients should.

(48:01):
From my experience, clients lovethat because it's like, okay,
yeah, because, yeah, you'reright, I don't know how this
application works.
I need you to tell me, am Idoing it right?
Is's the right thing to do?
Because you are the expert.
You're the expert of theindustry in the application.
I'm the expert of my business.
You know I need to be moreefficient.
I just want to put that outthere because it can get.
It can get uh wonky if theclient, if the end user is just

(48:26):
like yeah, I like it, but itmight not be the right thing.
Sure, yeah, it's a great point.

Speaker 3 (48:31):
The beauty is that there's so many ways to do so
many different things inBusiness Central and you have to
have that sandbox.
You have to do thosewalkthroughs to really
understand what it is thatyou're going to, what's going to
be your standard operatingprocedure moving forward,
because it could very well bedifferent in BC than it is in GP
, because the platform's alittle bit different.
All forms a little bitdifferent.

Speaker 2 (48:51):
All right, I'm ready for the next one.

Speaker 3 (48:53):
We're up.
All right, let's do numberseven Develop a clear cutover
plan for all of the opentransactions for master records,
such as AP, AR, bank, rec, butalso those residing in the sub
ledger, such as projects, salesorders that still need to be

(49:14):
fulfilled or manufacturing andproduction orders that are like
halfway started or not evenfully completed yet.
That has to find its waythrough a successful cutover as
part of the process.
The devil's in the details andsometimes a practice run and
some good advanced SQL scriptpreparation.
Dumping your data from GreatPlains before go live can impact

(49:36):
a clean cutover.
Right Practice dumping OpenAR,practice dumping BankRack and
getting into the templates forBusiness Central so that then
you can go into what will be tip.
Number eight, which is somewhatof it, is training.
Sometimes you can train on thatpractice run data.
Sometimes you're going topractice on real key it in data.

(49:58):
There's a couple of differentways to look at that, but you
know a clean cut over, with allthe nooks and crannies, is going
to be really important.
Don't wait till the last minuteto dump out.
You know your quantities fromall of your locations with the
cost layers and the serialnumbers.
You need to do that a month ortwo at least, maybe three months

(50:18):
, before you target a go live toget the right data.

Speaker 2 (50:23):
And to realize you have everything, because those
open things are missing.
So a cutover is when you'reswitching from.
You're going to basically shutoff your old system and turn on
your new system.
I have two questions for you.
One, when is the best time todo a cutover?
Because I hear a lot of peoplewho have suggestions on do's and

(50:44):
don'ts.
And two, what are your thoughtson running both systems
simultaneously like parallelsystems?

Speaker 3 (50:55):
I answer number two.
First, it's hard to runparallel systems.
In some organizations it's just, it can be virtually impossible
to run parallel systems.
You might do a sample, you know, a day, a week, a month in the
life, and just kind of comparenotes.
You know, make sure that youcan do here what you do there.
But I don't see too many peopledoing a full parallel these
days.
We don't have time.
Honestly, it's really hard todo that and we only have so much

(51:16):
energy in a day and as somebodywho guides and coaches people
on implementations, I say let'schannel the energy into making
it go right.
Okay, so that's just my theory,all right.

Speaker 2 (51:28):
So I like that theory .
I do like that theory becauseif you have two systems, one
thing to think about is ifthere's a mismatch or something
that somebody feels is anincorrectness, which system's
right, which system's wrong, anddid the person do it the same
in both systems?

Speaker 1 (51:43):
If fast-paced, it wouldn't work.

Speaker 2 (51:44):
Or did the process run the same in both systems?

Speaker 1 (51:46):
Yeah, fast-paced environment wouldn't work for
parallels.
Now I have seen where, ifthey're just using business
central for finance, right, youcould, technically, just it's
pretty straightforward, right,you, just, you're just using
finance at that point.
So, yeah I, I get that youcould probably do that.
But when it comes to like fullwarehousing and you know you're
shipping a bunch of stuff, yeah,you're right, there's nobody

(52:08):
has time for that.
It doesn't make sense.
You, you're, you're technicallydriving two cars at the same
time.
It's just impossible, it's not,it's not, it's not good for you
.
So, yeah, I, I would notencourage that for parallel
testing in terms of like yeah interms of cutting over.

Speaker 3 (52:25):
When is the best time to do it?
When you're ready.
Don't do it before you're ready.
Uh, there's one.
One does not have any magic toit to to be honest with you.
We can load year-to-date in anysystem at any given time, even
if it's payroll.
A lot of challenge happensaround 1.1, but it's also a
fantastic opportunity at 1.1.
So I've seen every month of theyear be a go-live.

(52:50):
But I would say never do amid-month conversion.
Pick the first of the month orthe first of your period if
you're doing a 4-4-5 kind ofcalendar, so that it's a start
of something that's importantand not midway through.
It's just too difficult toreconcile and try to just get it
right when you're doingmid-anything really so that 1-1

(53:11):
is not that magic date?
anything really.
So that one one is not thatmagic date.
The magic is in the cutoverplan and, having been through
all the other steps to make surepeople are, you know it's set
up, it's working right, peopleare trained, they know what
they're doing, and then the planhelps get them to cut over
without having to do everythingtwice.

Speaker 1 (53:30):
So yeah, it's just one one.
That just brings me back tolike ptsd, where right after
holidays and I think brad and Ihad we had conversations about
this where it's a.
In my opinion, it's a terribledate to choose in the new year,
uh, and first of all, everyone'son vacation and by the time
everyone gets back on vacation,they had forgotten a lot of

(53:52):
stuff that you would havetrained them.
On top of that, you have totravel in New Year's.
I missed three birthdaysbecause it was January.
My birthday's in January.
So it's not fun.
Everyone's high stress becauseeveryone's coming from a holiday
.
Because everyone's coming froma holiday, the best time to do a

(54:14):
go live is, in my opinion, inmy experience, is usually the
slowest time of the year and,yeah, you pick the beginning or
end of the month, whatever fitsyou, but slow times are good.

Speaker 3 (54:29):
I'll dovetail onto that with number eight, chris,
because number eight wastraining.
Right, you need to make surepeople are fully loaded and
trained and ready to go at thecutover date, and December, like
the holidays, is a tough timeto get that to get people in the
classroom right To having themvalidate that they've got their
test scripts done, that thecustomizations work, that the
integrations work.

(54:49):
Like consultants, like everybody, is like a little crazy in
December.
So maybe avoid that month if atall possible, just knowing that
there can be a lot of movingpieces to corral if you really
want to do a one-one.

Speaker 2 (55:02):
Lots of vacations, lots of holidays, lots of people
concerned about where they'regoing for the holiday, what they
have to do for the holiday.
They prepared for the holiday.
I think there's enough stressbetween Thanksgiving, which is
my favorite holiday, and the NewYear.
Yeah, there is.

Speaker 1 (55:20):
Yeah, Brad, would you want to?
If that's your favorite NewYear, are you sure you don't
want to go live in New Year?
No, Thanksgiving's my favorite.
On Thanksgiving.
Yeah, some people go live onThanksgiving, the only thing I'm
doing on.

Speaker 2 (55:30):
Thanksgiving is eating, so that's why it's my
favorite.
Everybody shows up Christmas orsome of the other holidays,
depending on what you celebrate.
Christmas, everyone's stressedabout did I get a gift?
Do I have this?
Do I bring this?
Do I bring that?

Speaker 1 (55:47):
Thanksgiving's all like let's just all get together
and eat and have a coupledrinks and celebrate.
Dude, that's only two monthsaway.
Brad, time flew by.
It's only two months.

Speaker 2 (55:53):
Don't ever remind me about how fast time is going,
please yes I'm starting to get alittle nervous about something,
and we'll talk about that atthe end all right, ready for tip
number nine.

Speaker 3 (56:07):
Are we good?
Do you want to talk abouttraining at all?
Because that that that's a oneword tip training's tough, okay.

Speaker 2 (56:14):
So I hear there's different training and I
understand every project'sdifferent.
I agree with you, becausethere's no one size fits all to
a project or an implementationand uh, yes, I don't want to use
the word project and if youlisten to the previous episode,
the one that's right before thisone, you'll learn something
about how to look at an ERPimplementation, which opened my

(56:35):
eyes to how to look at an ERPimplementation in the 1998.
That's two, that's 2000, that'sthe 182 is 2000, then there's
25, so I've been doing this for27 years.

Speaker 1 (56:52):
Two decades and a half, almost three decades, it
was eye-opening.

Speaker 3 (56:57):
Don't give up, brad, you're doing great.

Speaker 2 (57:03):
It's 2025.
I still have a long way to go,no, but it was eye-opening in a
way to look at these projects asERP implementations.
It's definitely worth a listento.
But training how is iteffective to train?
Is it train?
You know people talk.
I hear things like train thetrainer.
I hear things like you knowpick a key user to be

(57:26):
responsible for each areaSubject matter expert.
Individuals or subject matter.
Expert.
Thank you.
Video record training.
And then also, how can youvalidate training?
I mean it should someone.
So there's a difference betweenI'm loading these up for you,
you know, sitting down andsaying, hey, I've gone through
training.
Is there some sort ofvalidation that should be put in

(57:48):
place to ensure that I don'tlike to use the word ensure it's
too committal To evaluate theindividual's training?
Put in place to ensure that Idon't like to use the word
insurance to to committal to toevaluate the individual's
training.

Speaker 3 (58:01):
Everybody's a little bit different in how they want
to learn, everybody's differentin how they want their teams to
learn, and part of, actually, mynext tip is about a project
manager.

Speaker 2 (58:16):
We'll come back to that, oh see, that's like I
didn't see your list, but it's,it's.
No, it's like the surprise isall flowing together it is.

Speaker 3 (58:25):
But ultimately somebody has to corral people
for training and because peopleapproach how they learn and how
they need to be taught and whenthey need to be taught and what
they need to be taught atdifferent points in time during
the process, some people need tobe taught up a little bit early
.
Right, they're key players.
They're key people in theproject plan.
Other people don't need to bereally brought on to click

(58:48):
things until 30 or 60 days,until go live.
That's just.
You know why bother, you knowthey have to do their day job.
They just have to do itdifferently on day, you know T
minus whatever.
So to get training in there isthere's a lot of ways to do it.
I recommend and I've alwaysbeen a fan, this is why I
volunteer so much in thecommunities is training,
training, teaching concepts, sothat when somebody else is

(59:10):
sitting down to learn and do it,that, oh, I remember what that
means or how or why and thatmakes, I think, the learning
experience a little bit better.
So I like live learning a lot.
We like to do like from a goodbest practice is make sure that
we book sessions that are of areasonable length of time,
because we do it all remotelythese days, like it's nice to be

(59:31):
on-prem, it's nice to be, andwhen you can, great.
That style of training can bevery different classroom style
or where maybe you're on theshop floor doing some training.
It's different wherever you're.
On-prem is, but we don't haveso much attention to stand and
look at the screen and learnbecause we've got distractions.
The reality is that we need toprovide a medium for people to

(59:54):
have effective video-basedlearning so they can stop it,
rewind it, replay, it, storethose videos in a vault,
somewhere that any end user now,tomorrow, next year can get in
and see and watch those videosand kind of get up to speed.
They don't have to be every youknow, nip and talk of the whole

(01:00:16):
system, but the idea is to gothrough the standard operating
procedures.
Here is how I you know set upan item Boom.
Here's how I build my bill ofmaterials.
Okay, great.
Here's how I create a newvendor and go through the
approval process.
Whatever we call them userscripts and that's a common term
I think you'll see out.

(01:00:37):
There is these test scriptswhere you kind of I'm going to
perform a check run today.
What does that mean?
Okay, you know you enter thevendor, enter and post the
invoice, perform the paymentjournal process, like you can
string a number of individualthings together in a single test
script just to kind of makesure that they see the quote to
cash.
Or you know the flow of ofwhatever it is.

(01:00:58):
You know, functional area, it isthat, they're that, they're
that they're working through, so, um, they can come back to them
.
Uh, honestly, they can betranscripted.
You can even take with copilotthat and build standard
operating procedures from thetranscripts to say you know,
this is how we do it, this ishow we enter the data or report

(01:01:20):
on the data.
There's also the ability toflip the script and have one
person teach the next personinternally so that one person
gets a little bit better.
They work as a pair.
They form a bond, a shared bondover the newness that's coming
with whatever it is.
They have to figure out how todo together or report on
together or do on one onewhenever they go live.

(01:01:42):
So you know there's a lot ofdifferent avenues and methods
and techniques for learning.
All of the above should beconsidered for an implementation
project.

Speaker 2 (01:01:54):
And I have to point out I'm not going to go on my
tangent on page scripting,because that is the best thing
that was added to BusinessCentral since the GL account.

Speaker 3 (01:02:05):
That's a great way to bring automation you know, to
this because that's notsomething you have in Great
Plains.
If you want to test somethingor you want to, you know there's
a day and a time for prettymuch every cool thing Business
Central can do.
But you have to start trainersin the in the shallow end, you
know, with with people untilthey can feel like the water's
warm enough to swim Is thatexercise different from like.

Speaker 1 (01:02:26):
So we talked about training, right?
So training, you may betraining a single person or a
multitude of people, but that'sone training.
But then you also have useracceptance testing.
Would you feel that those aretwo different exercises between
training and testing?

Speaker 3 (01:02:54):
Because you had called out testing as well,
which could mean you're testinga functionality that may need to
be tested before you traineveryone else of how it's used.
Ideally, it's the end userthat's doing the job.
That has the final say, I think, on end user acceptance
no-transcript, but did the enduser actually do it?
That's the person that needs tosay that the script is good, my

(01:03:15):
permissions are good.
The report shows me what I'mafter.
So you had asked earlier and tofollow up on this how do you
ensure people are actually doingit right, how they're doing
their use, their testing and soforth and their entries?
You have a proponent of lookingat the data.
Be data-driven about looking atinformation.
You can go right withinBusiness Central.
You can look at the postedtransactions and see how many

(01:03:36):
are being done by people.
You can go to the tableinformation page and you can
find how many records are incertain tables and see how many
there are now versus the past.
You can also use telemetry andsee how many users are logging
in on a daily basis and whatthey're doing on certain days,
just to confirm that.
Yeah, I don't see you've doneany purchase orders yet, guys.
When is that supposed to happen.

(01:03:58):
You can have that oversight insort of an overview way.
But I grew up in the 80s guys.
You're probably well aware ofthat Trust.
But verify is an importantthing to me personally.
It's great to know that you saythat is great and it's tested
and it integrates or whatever,but I have to see it with my own
eyes.

(01:04:18):
I have to verify it myself.
I do that with a lot ofprojects.
Now I got to do my own recordcounts and make sure that I'm
okay with the great work thatyou did, and sometimes a second
person helps with that wholeprocess.

Speaker 1 (01:04:30):
I appreciate you bringing that up because
sometimes if you just hand it tothem, it's okay, you're ready
for testing.
Go and train yourselves.
They can tell you in return andsay, yeah, I've already done it
, but I have to see it, so wehave to schedule that time
together.
I want to see you go through it.
It also may be an additionaltip during training.
It's also a good opportunityOnce you know things are working

(01:04:52):
.
Now you're in a training mode.
It's also a good opportunity forthem to create documentation.
Right.
I would prefer for end users tocreate their own documentation,
not from me, because it goesback to that muscle memory.
If they were to put it together, it will allow them to think
okay, is this process make sensewhere it's not just me building

(01:05:17):
it for them and then I don'thave to look at it.
I'm going to give it to themand they have to live with it.
So they have to be able to becomfortable of making those
changes along the way.
So that's another thing thatyou could do as you're going
through training is have themwork with a consultant to build
the documentation, but thatdocumentation needs to be built
by the end user, in this case, asubject matter expert.

Speaker 3 (01:05:40):
I love that, Chris.
That's fantastic.
I do see a lot of customersthat want us to create the
documentation.
They don't want to put theenergy or the time into building
it themselves.
So that can be a challenge,really, because that's going to
eat our budget.
You know being able to, youknow going through and creating
all that stuff.
Sure, it adds value and happyto do the work, but it doesn't

(01:06:03):
necessarily reinforce thelearning process, as a customer
did it themselves, If you can.

Speaker 2 (01:06:11):
If you the true, the true determination, if you
understand something, is if youcan explain it to someone else.
Yeah, right, it's, it's if youcan properly relay something.
And again to both your point,it's saves time, saves budget,
but also reinforces the learningfor the individuals that you
have, and they can also put itin terms that's relevant to

(01:06:32):
their business.
Right, it's, it's.
Again, you have a partner.

Speaker 3 (01:06:34):
That's that put it in terms that's relevant to their
business.

Speaker 2 (01:06:35):
Right, it's, it's again, you have a partner that's
an expert in that industry orthat region all the stuff that
we're talking about but everyimplementation has different
terms.
You and I could use the sameword and it means something
different, but at least someonecould explain something that's
in the nomenclature of thatparticular organization, which
is good, and you can usePageScript and help to make it
easier.

Speaker 1 (01:06:55):
Yeah, exactly, you have tools to do that, but the
ownership should be on the enduser.

Speaker 2 (01:07:00):
No, absolutely, it's to use your Okay.

Speaker 3 (01:07:03):
Well, let's talk number nine.
Then, guys, let's talk aboutdedicating a project manager to
hold everyone accountable,provide coordination, support,

(01:07:24):
guard against scope creep,manage, change orders and keep
an eye on the budget, as well asprovide resourcing in general,
and that applies more often thannot to both parties, both the
partner and the customer.

Speaker 2 (01:07:31):
They both need a project manager, both the
partner and the customer.
They both need a projectmanager.

Speaker 3 (01:07:34):
The larger the project, the more of a manager
you're gonna need to do all ofthose things Because, again, we
all have our day jobs.
Maybe you need a third party,impartial person that's a true
project manager, actually be acoordinating force on that
implementation team.
They don't need to necessarilybe an expert at ERP, but there's

(01:07:55):
a lot going on on animplementation.
You know when you've been thereit takes.
There's a lot of conversationsabout many different things and
somebody who is collecting,coordinating, storing those
training videos, creating thoseweekly scheduled touch base
meetings, you know, asking theISV to come in and do a demo,

(01:08:15):
like there's a lot of thingsthat a project manager can
really add value and shorten thetime to get your implementation
off the ground right.
If we have somebody helping tocollect and move forward on
these things, then they don'tget left unsaid, untouched,
undone, and you end upessentially in a better place
because you have accountability,somebody who's really courting

(01:08:36):
and people won't walk awaybecause you have to meet and
answer to the tasks that wereassigned last week or agree to
the tasks that are going to bedue next week or the timeline
for when you're available fortraining.
So it just really helps bringsome.
It takes the personality out ofit and puts it into all right.
We're all in this.

(01:08:56):
We're doing a project, you know, and somebody is a driving
force coordinating all thosemoving pieces.

Speaker 2 (01:09:03):
There are a lot of pieces and you hit a couple
points.
So a project manager is someonewho can organize well.
They don't necessarily have tobe an ERP expert.
It helps because they wouldunderstand, maybe, an ERP
implementation.
But the key factor is is theyhave the personality and the
ability to manage tasks, holdindividuals accountable and keep
the keep your implementationmoving forward, instead of

(01:09:25):
everyone going into a meetingsaying yeah, yeah, I'll take
care of that, and then it nevergets done or it gets missed and
staying calm as I want to say.

Speaker 1 (01:09:33):
Staying calm.
As a project manager you are.
You're supposed to be the mostlevel headed person.
I've seen project managers,unfortunately, where they just
create this fear and it's likethat's not a good project.
You have to be motivated andlevel headed and it's the most
calmest person in the room,because there's a lot of things

(01:09:55):
going on and emotions usuallyget thrown out the door, you
know, or part of that meeting,and so you need the good project
manager.
And sometimes, by the way,project managers should not be
only depending on the size ofthe project, should not always
fall into the partner side.
You should have your owninternal project manager as well
.

Speaker 2 (01:10:14):
Excellent, excellent, project manager.
Number nine.
So here we are for drum roll.
I forgot how to do the soundeffects, but drum roll for
number 10.
All right, let's see.

Speaker 3 (01:10:28):
Let's do this one.
I actually have two, but let'sdo number 10.

Speaker 2 (01:10:32):
We can do 11.
We can do a bonus.
We'll do 10 and a bonus.
Okay, there you go.
We have a few minutes.

Speaker 3 (01:10:37):
Here's 10.
Integrations and customizationsare often a necessary element
of any ERP implementation.
So explore the options.
Be open to new cloud-basedtechnologies and ideas,
including AppSource andper-tenant extensions.

(01:10:59):
Just because it's not onAppSource doesn't mean it's not
a kick-ass solution for what youneed.
So you guys are developers,right, you guys build some
amazing stuff.
And integrating data in and outof Business Central is very
different.
In Great Plains we don't haveany of the same tools,
techniques, methods at all.

(01:11:19):
So somebody who's startingBusiness Central a lot of times,
their first introduction to anintegration is going to be one
of two things either edit inExcel or it's going to be oh,
what the heck is a configurationpackage.
Okay, out of the box.
Those are your two choices,unless you have some technical
prowess and you can work withAPIs.

(01:11:41):
Great Plains has Econnect.
It's all SQL based this.
You know.
These APIs that we have inBusiness Central wildly
different in terms of how wepiece them together and interact
with them.
So getting to a place where youleverage APIs for integrations
and third-party already baked insolutions to help fit gap or

(01:12:05):
provide industry-specificsolutions like lease accounting
or manufacturing, it's hard tosay the sky's the limit.
We do a lot of staffing at myfirm staffing and recruiting.
We built an extension that'sjust got tons of customers and
it just keeps on ticking.
But these things help fit gapsdifferently than they did with
great planes.

(01:12:25):
You don't necessarily need todeal with the flat file import
the same way, although you cando a flat file import.
But these are considerations.
The more your organization isin terms of complexity, the more
integrations and customizationsyou'll need, but don't be
afraid of them.
Learn about how they'redifferent with Business Central

(01:12:46):
and how they actually affordmore opportunities.
There are so many places thatyou can integrate to with
Business Central it just pops mymind, honestly and we've
developed a number of solutionsto shipping solutions.
You know shipping integrationsfor fulfillment.
We've done sales invoiceintegrations.
You know there's so many placesthat we can reach in the cloud

(01:13:10):
for data, that we can reach inthe cloud for data, and it's a
matter of really having a goodplan for what needs to be in
your ERP, how it's going to getthere and how it's going to be
set up in a secure way, so thatthese customizations and
integrations don't open up holes, you know, or things in your
environment that would beadverse in a particular way.

Speaker 2 (01:13:28):
So Excellent, excellent.
Do we get a bonus one?

Speaker 3 (01:13:34):
I'll give it to you if you want it.
Yeah, and it's.
It's really simple is when yougo live, have a post live plan.
Make sure that your partner'ssitting with you, sitting with
right, that your partner isthere for the first 30 days,
that first month, and closebecause you want to make sure
that the AR balances and the APbalances and you can reconcile
your costs.
It's very easy to think thatthe AR balances and the AP

(01:13:56):
balances and you can reconcileyour costs.
It's very easy to think thatthe whole budget should be
consumed on go live.
The reality is you still needto have a bucket of hours for
after go live because you justbecause you do.

Speaker 2 (01:14:07):
No, listen, it's post .
Go live is important.
You spend all this time andsometimes money.
Both time and money are aninvestment for an organization.
You want it to be successful.
It doesn't stop on go-live day,it continues forward.

Speaker 3 (01:14:24):
And that's when people are really held
accountable to doing their workHardcore all the time every day
and they need us.
They need us as a lifeline.
They need those documents, theyneed those videos.
They need to phone a friend,right that, you know, is that
subject matter expert to helpthem get through that first
purchase order that they forgothow to do because they didn't
pay attention at training.

(01:14:44):
So you know, my bonus tipnumber 11 is definitely, you
know, don't burn all out of gasbefore you get to the go live
line.
Wait a little, leave a littlebit in the tank to make sure
that you're going to have amplesupport to make that first month
end close successful.
And then it's like flying akite or anything else.
You know, once it's airborne,you know the goal is to keep it
up there.
It's going to do what it'sdesigned to do.

(01:15:05):
But clean data, people trained,clean, cut over.
You know, all theseconsiderations in terms of tips
is really what I would puttogether to, to to give you, you
know, for information for ourinterview today.

Speaker 2 (01:15:17):
So no, no, it's great .
We appreciate you taking thetime to speak with those tips.
So you're doing a lot of greatthings.
Uh, and also uh, we're gettingclose to community summit in
October, october 19th to the23rd.
Chris is talking about the timeit's coming up.
You're doing some great thingsthere.
What do you have in store atCommunity Summit?

Speaker 3 (01:15:36):
Oh my goodness, I'm busy this year.

Speaker 1 (01:15:42):
I have six sessions this year at Summit Yikes man A
couple of them are deep dives.

Speaker 3 (01:15:47):
One of the things I truly enjoy in this Dynamis
community that we all take partin is meeting people and helping
them on their journey.
All of you have helped me onmine, and it's just great to be
able to give back in the waythat I am, but I love working on
both the Great Plains and theBusiness Central side.
So across all six of my topics,three of them are on the

(01:16:08):
business or three of them are onGP side.
Three of them are on BusinessCentral side.
All of them talk about Power BI, though, so go figure, power BI
with a different angle.
You know talking about our 10 or11 tips today my first session
is called Modernizing theDynamics Experience.
It's the ultimate GP to BCcomparison to help fast track

(01:16:29):
your team.
We take a number of the thingsthat we did here and we draw a
lot of comparisons in it.
We take a number of the thingsthat we did here and we draw
some a lot of comparisons in it.
It's a 90 minute deep dive.
So I'm hoping to be able toreally enlighten folks on that
very first day, that's on Monday, I'm going to GP.
Ask me anything regardingreporting.
As you know, I really likereporting and analytics.
I have a set done, a deep divesession on Power BI reports that

(01:16:51):
you need for your GP users.
I give them away for free, youknow.
You can download them, you cantake them with you, you can plug
them in and start playing withthem right away so that you can
take that first step in gettingfamiliar with what the
technology of Power BI can bringto you.
But the last three sessions onthe new to BC ask the experts
session, that was fun.
I did that last year too.
It's great to hear all thequestions, especially people

(01:17:12):
that are coming from Dynamics GP, in that new to DC session I'm
into breaking into the benefitsof telemetry for Business
Central.

Speaker 2 (01:17:29):
I've talked about telemetry a number of times in
our call today and something I'mstill very passionate about
just the coolness of what it cantell you.
We have to talk about telemetryone day.
Is it a self-fulfillingprophecy?
That's my philosophicalquestion for you.
But we'll table that.
Go ahead, telemetry.
That would be a great session.

Speaker 3 (01:17:42):
Thank you.
The last one is let's see 20tips and tricks for maximizing
the Power BI report apps forBusiness Central.
I put this together about ayear ago.

Speaker 2 (01:17:57):
I've given this presentation a number of times
and it's fun.
20 tips and tricks formaximizing the power of the app.

Speaker 3 (01:18:00):
I have to jump into that one.
I have some questions for you.

Speaker 2 (01:18:01):
Hopefully I don't have a conflict.
It's very difficult withschedules.
There's a lot of great sessions, a lot of things to do.
We're usually running aroundlike crazy during that time.
Everybody thinks it's one bigfiesta.

Speaker 1 (01:18:13):
But we actually?
It's not the case,unfortunately.

Speaker 2 (01:18:19):
Listen.
The last one we did wasdirections.
I was in Vegas.
I was in bed every night by 10o'clock, so 2200.

Speaker 3 (01:18:27):
Being on the East Coast.
That's easy for us to do,though.
When you fly out West, you canget to bed early, but you're
staring at the ceiling at 4am.
Yes, yes, but I still was inbed for that reasons.

Speaker 2 (01:18:39):
But no, thank you very much.
We appreciate you taking thetime to share those tips with us
.
Look forward to seeing you atcommunity summit North America
this October in.

Speaker 3 (01:18:47):
Orlando.
I'm looking forward to yourguys' sessions as well.

Speaker 2 (01:18:50):
Yes.
I'm looking forward to yourguys' sessions as well.
Yes, yes, Thanks.
We have some sessions.
I have to, you know, do somefinished final presentations.
I'm fortunate enough this yearthat all of the sessions that
I'm having I'm even doing theI'm doing an Academy class
beforehand with AJ Ansari All mysessions are co-presenting.
I'm big on this co-presentingthing.
I'm doing it with TanyaBrekamesk.

(01:19:11):
We're doing a session on events.
I'm doing a session with Duiliofrom Italy on page scripting,
my favorite topic.
Okay, we did one version of itat Directions North of America,
we did a little spin on it, andthen the third session is a
panel.
Actually, it's one of those askme anything, type things, and

(01:19:31):
we have a panel on it.

Speaker 1 (01:19:32):
We have some great talent.
You're busy too, brad man.
I, you know, I, I, david, I, Icommend you for doing six.
Man, I did one year, I think Idid five, and I was beat at the
end of the week and I did, didnot want to talk to anyone.
So this year is I'm trying tokeep it simple.
I have just one session that'sa co-asked experts kind of thing

(01:19:53):
, and then the Academy as welland I'm running that
administration of BusinessCentral.
So if anyone's listening andyou're interested in it, Check
these guys out.

Speaker 3 (01:20:05):
They know their stuff .
These MVPs are great.

Speaker 2 (01:20:07):
They get to it and it is, thank you, appreciate you
sharing your information, andalso six sessions, as Chris said
.
I'll tell you, I know firsthand.

Speaker 3 (01:20:15):
Yeah, we're, we're we're.

Speaker 2 (01:20:17):
We're similar in the sense that if you do it, you
want to do it right.
So the amount of preparationyou put into these- I'll see you
.
Sounds good.

(01:20:39):
You can serve me that purpleapps that you and your team have
put together.
I would specifically contactyou.

Speaker 3 (01:20:45):
So hit me up on LinkedIn.
Definitely find me at DavidLaster LinkedIn.
I'm that BC GP and Power BI guy.
Feel free, I'd love to hear youknow where you are in your
journey, if there's a way that Ican help you as well.
You can also see me at thedynamics mindsetcom and check
out some recent posts that Ihave been doing for a little
over a year now on just tryingto put some great stuff out

(01:21:07):
there into the universe to helppeople on their own GP to BC
journey as well.
I also work at Gray Valk.
We're a full-service dynamicspartner up in the Northeast, up
near Boston.
They're a 31-year-old,family-run company with a
fantastic group of people towork for.
So that's who I am and what Ido and where you can find me.
But, brad, you guys keep up thegreat work.
Christopher, love your podcast.

(01:21:28):
I told you separately that Ithink it's great.
I walk around the yardsometimes and I'll, you know,
pick weeds or maybe go for awalk around the block and I
listen.
There's so much fantasticcontent.
You have great interviews and Ialways walk away learning from
your guests.

Speaker 2 (01:21:44):
So I appreciate being on again as a second timer
maybe you know, one time I'll bein a five timers club.

Speaker 3 (01:21:50):
We'll see.
I always liked that SNL skit.
But, to be honest, I'll be inthe five timers club, We'll see.
I always like that SNL skit but, to be honest, I'm grateful for
the chance to to be able tospeak to this.
It's a hot topic for a lot ofpeople and if we can make their
journey a little smoother, byall means I'd like to be a part
of that.

Speaker 2 (01:22:01):
No great, thank you.
Thank you so much.
I appreciate all that you doand also your kind words, and we
couldn't do it withoutindividuals such as yourself.
We have a lot of great membersin this community that like to
share information, and we'revery fortunate to have the
opportunity to speak with themand for them to share their time
with us because, again, as Isay with everybody, time truly
is the currency of life.
Once you spend it, you can'tget it back, and any minute

(01:22:23):
somebody spends with us, they'renot doing something else and
you don't get that back.
That for you and everyone else,and I look forward to seeing
you in October, but I'm going tosee you in October before
Summit as well, that's true.

Speaker 3 (01:22:35):
So we have this date locked in.

Speaker 2 (01:22:37):
So a couple weeks we'll be getting together.
I look forward to seeing you,then Talk to you soon, ciao,
ciao, all right, later, ciao Bye.
Thank you, chris, for your timefor another episode of In the
Dynamics Corner Chair, and thankyou to our guests for
participating.

Speaker 1 (01:22:52):
Thank you, brad, for your time.
It is a wonderful episode ofDynamics Corner Chair.
I would also like to thank ourguests for joining us.
Thank you for all of ourlisteners tuning in as well.
You can find Brad atdeveloperlifecom, that is
D-V-L-P-R-L-I-F-E dot com, andyou can interact with them via

(01:23:15):
Twitter D-V-L-P-R-L-I-F-E.
You can also find me atMattalinoio, m-a-t-a-l-i-n-o dot
I-O, and my Twitter handle isMattalino16.
And you can see those linksdown below in the show notes.
Again, thank you everyone.

(01:23:36):
Thank you and take care.

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