Driving Profitability: Fleet Metrics That Reduce Risk and Maximize ROI

Hello and welcome to this webinar, Driving Profitability, the Fleet Metrics that Reduce Risk and Maximize ROI. This event is brought to you by Engineering News Record and sponsored by HCSS. I'm Scott Seltz, Executive Director of BNP Media's Construction Sector and Publisher of Engineering News Record, and I'll be your moderator today. So thank you for joining us. Our presenters today are Hayden Price, Product Manager for HCSS Fleet Maintenance, and Harry White, Technical Product Manager for HCSS Platform. Before we get started, please take a moment to scroll down and explore the webinar console. You can download handouts, click on the speaker images to view their bios, and submit your questions or comments anytime using the Q and A box. We'll address as many questions as possible at the end. Today's webinar is being recorded and will be archived on enr dot com. And now, I'm excited to turn it over to Hayden and Harry to kick us off. Gentlemen, welcome. Hey. Thank you so much, Scott. Let's go ahead and dive straight in. So you're gonna be stuck with me for, about twenty minutes here, and, Harry will have a part at the end. But let's go ahead and get started. So, the objectives with this webinar. First off, we're going to, identify some key metrics, such as maintenance maintenance expenses, asset utilization, fuel costs, driver behavior. And we're gonna talk about how you can use those metrics in your decision making. Along with how tracking the right metrics or some of these metrics can help you reduce risk and lower some unexpected costs. And we're also gonna talk about how to filter this data out, how to build dashboards, and really look at what's important, especially for the right audience, whether that's a fleet manager or executive or whoever needs this information in your organization. So we're actually going to start off with a quick poll here. We've got a few polls throughout this. We really just wanna get an idea of where everyone's at, around how are you currently collecting your fleet data. I'll give you guys a few seconds to do this, but at HTSS here, we talk to many customers that, you know, track on pen and paper. They track on Excel sheets, and we talk to people that have already a robust tracking and reporting for some of these fleet metrics. And we've had everyone there and in between. And regardless of where you at, I'm just hoping we can give you guys some insights on on how to improve some ideas of what you could be tracking and and turning over to improve profitability, improve safety, etcetera. So we'll give this a few more seconds here. So I am seeing, so far, got a good amount of you tracking with manual reports, Excel, ad hoc analysis. In second place, we've got a lot of you already have real time dashboards used at the executive level. So that's great to hear. Obviously, we're seeing this number trend up as as more and more of you adopt these technologies and so on. But thank you for participating. The polling results here, as you can see, about forty five percent of you that answered still tracking manually in Excel ad hoc. But let's go ahead and get moving on the topic here. So the fleet data dilemma. Everybody's fleet generates a ton of data, whether you're aware of it, whether you're tracking it or not. The the data is out there somewhere. Right? Some of the issues are that the data could be underused or siloed in various tools, sheets like we saw a lot of you answer, accounting systems, CMMS systems, telematics service providers, etcetera, or even reported manually. We often talk to prospects and customers that, you know, they're tracking meter readings, their utilization hours all manually. And if we don't have a good system for that, that can have obviously a massive impact on reliability of your assets and how we're able to maintain them and make sure we're turning a profit on those assets. And it all funnels out to the job, right? That we're able to use those assets effectively and make sure they stay up and running when we need them the most. And we're gonna talk about how the c suite or those who need to make those business decisions rarely have good d fleet data from from the customers and prospects, users that we talk to. So the c suite rarely sees good data filtered down and data that is meaningful, whether that's through KPIs or reports, dashboards, etcetera. And that's kinda what we're here to talk about today. So, yeah, story, again, we hear again and again is going back to the meter reading topics. We're gonna be talking about what we can do in our platform a little bit. And just for example, with meter readings, the benefits of aggregating your telemetry data all into one system, you can automate all of your preventative maintenance, make sure you're not behind on maintenance, reduce the amount that you're having to do critical repairs after the machine's already broken. And we can we can help you better track equipment utilization data, idle time, etcetera, to make sure you're actually making money on that equipment that you own and that you're rightsizing your fleet. So with some of our solutions, you know, you can an example is you can you can prove that foreman that says he really needs that dozer at the the job site or over the next month. But we can we can actually drill into the data and look at real data and see, oh, he's only ran that thing a few hours over the past month. So that's that's not ideal. And often when you point that out, you know, they'll say, oh, okay. Yeah. Yeah. We don't need it yet. Maybe back in a couple weeks. So let's talk about why metrics matter to executives or, again, whoever this is, you need to get this report and data to in your company. It could be the fleet manager. Could be the c suite. But these metrics that we're gonna talk about are going to help you manage risk and predict growth and scalability, not only of your fleet, but of of your business. Optimizing cost. We need to be able to quickly address operational vulnerabilities. And if you're not reporting on some of these things, you may be losing money and productivity where you don't even know you're losing money or productivity. And a big theme here will be the controllable costs. So operational costs of our equipment, those should be controlled. That's what we have control over. Right? And the only way to really dive into that and to see where we can make a difference on profitability is tracking all of this data and actually utilizing it. And then of course, being able to measure the impact of those investments. So that could mean investing into telematics hardware services, more software, but that's gonna make sure you'll be able to increase utilization. You'll be able to stay on top of your PM services. You'll be able to make sure you're not over renting, etcetera, by making these types of investments. And just a point on maximizing ROI. I mean, being able to measure the impact and compare it to where you started off is essential, especially if your your audience for these type of metrics and reports are the c suite. Growing and scaling as as fleet professionals, you all know we need to manage the age of our fleet, the size of our fleet. We need to make sure we're buying the right equipment, especially when it's profitable to do so. And having that growth and scalability tracked and influenced by real data is going to exponentially increase your ability to grow and scale. So I've got another quick poll for us here. What today is your biggest challenge in collecting fleet data? Give you all thirty seconds or so here to to answer. Yeah. I mean, we have similar Harry and I face similar issues, not on the fleet side. Right? But even in in product management, there's a lot of there's a lot of means of getting information and and how do we formulate what we're gonna build next for our users. Right? I guess my advice here is obviously first to understand the business goals. What are we trying to achieve? And what are the whys of what we wanna track and improve on? And then and then align it with that data to influence your decision making. But we got some results in here. So majority not majority. Highest. Highest answer is lack of centralized filter systems. And very close is too much data, not enough clarity. So I think we're gonna be hitting on both of these topics, especially when I hand it off to Harry. So, again, thank you all for participating. Let's all hop into the next slide here and start talking about some of these metrics and and practices that can that can impact your fleet and things that could be important to the c suite or your fleet manager. And the first one, obvious, preventative maintenance. And if you can do preventative maintenance right now and you have a good PM program, you're you're off to a great start already. If you're not, shifting to proactive is essential. So have been an adverse reactive. The biggest thing here is predictability. If you're running a reactive repair shop, you are running on unpredictable costs. Combating constant unexpected costs are gonna make it really difficult to grow your fleet and your business. And, obviously, if we're we're not being proactive outside of the uncontrolled and unexpected repair costs, we're looking at lost job revenues as a result of that equipment downtime. Especially if you're a smaller contractor, that dozer or that that asset of whatever particular class went down has to go in the shop for repair. That might be the only asset. That might be the only dozer that we have that can stop the entire job. So not only is being a reactive shop going to cost a lot more on the shop and on on the equipment financial, but it's gonna have a huge impact on the operational productivity and revenue implication over there. Cost of unplanned downtime. I mean, this this just goes in with this whole shift to proactive, reactive versus pre preventative. But equipment repairs are almost universally always higher after things break. They are much more catastrophic. And, again, obviously, along with the disrupted operations, you might have to go rent an asset or replace that asset to get the field where they need to be again and working. So the goal here is to minimize disruptions to productivity and maximize asset life through smarter and through proactive shop practices. Later, we'll be looking at some example dashboards and how you could use those to see a reduction in costs once you implement a preventative maintenance solution and you have a good handle on meter readings and you have a good handle on utilization hours. But let's hop into asset utilization. So along with preventative maintenance, we know utilization is probably one of the other huge and most important things on a fleet manager's mind. So topics here uncovering utilization insights. Everyone obviously strives to optimize utilization, And that doesn't always necessarily mean just more hours are good. Overutilization is a thing. That could mean that we have oversized machines that are being overworked. And making sure that you have appropriate utilization and the right size equipment for the job is what we wanna aim for. And for the pieces that are right that they're being reflecting revenue and true utilization hours when we're running that. Right size fleet. Definitely a big thing. You could be too small or too big there as well. If if you don't have enough pieces, you're overpaying on ownership costs because you have equipment that's idle and sitting in the yard, or you might be paying too much in rentals because you don't own enough. And on the operational impact side, by better tracking utilization, we can utilize that data to make smarter decisions on our asset allocation, on our scheduling, reducing idle time if if if we have that as a data point, and maximizing the life cycle of those assets. And the goal here is that we should be trying to make every outside count. And usually, what that means to you is that the equipment is generating revenue or or minimizing costs for the shop. Again, the theme here is that we need to be effectively tracking and aggregate aggregating this type of information, especially utilization data, to understand where we could be more profitable, where we're spending too much on the ownership side and we're under utilizing assets and so on. We'll talk about our platform a little bit and everything that ATS has does a little bit later. But our system can definitely help you track utilization. And there's a couple ways our customers do that. One would be through telemetry data, whether you have our hardware or you're integrating from any of the thirty OEMs we integrate with. But we can get real time utilization data there. We can actually get, obviously, engine hours from the assets so you can see and run reports on how much we're idling. The other side is what is actually being charged out to the job. And we do have a job costing, job management side of our product suite where we can capture time charged out and billed for that equipment to actually compare to what did that actually run from the telematics devices and how much was it idling. And are we running this thing forty hours a week or or however twenty hours a week, whatever our our goals are for those assets to make sure that we are breaking even or making money on those assets. So another quick poll question here for you. How confident are you in the accuracy of your fleet data? And I I know I did talk about many of you guys do, you know, manage your fleets, do things similarly. Most of you have the same problems. That data is out there in one way or the other, whether it's manual or automated. We've got some results rolling in. Awesome. Thank you, guys. Let's move over. So a lot of somewhat confidence. We've actually got a majority on this one. So that's really good to hear. And if looking back to the previous poll around, a lot of you guys are doing things on Excel. I'm glad that you're confident with what you're doing in Excel. Didn't expect that number to be quite that high, but let's get moving on here. Driver behavior. This is another big one that I think hardware and technology has really progressed on, you know, over the past several years here. And tracking driver behavior will almost always and primarily be facilitated by owning telematics units, whether that's a standalone unit or or something that's already in that asset. But, yeah, moving away kind of from from yellow iron and and off highway for a moment. Even if you are primarily off highway as far as your asset management, you probably have some on road stuff as well. So let's talk about driver behavior. And how can we track driver behavior today? Ideally, like I mentioned, through events from telematics devices and or dashcam footage. We can we can handle a lot of events with our hardware. You know, all the basic speed limit, alerting, harsh acceleration, harsh brakes, hard turns. We have access to all of that that data in those events and can be alerted on them. Also, dashcam footage, actually being able to see what the driver was looking at or see the driver facing side of that dashcam. And all this information, primarily those events that I was kinda talking about, we can use those to build out driver scorecards. It's something we hear more and more often for. And we've had ours out for a couple years now and getting a lot of engagements with it. But yeah, scorecards are a big part of improving driver behavior, and they make consuming that data easier. But I would say a huge part of improving driver behavior is creating the culture of safety and establishing that, yeah, we are in fact tracking these things now. But the goal is for everybody to be safe. And there's a culture shift there. Right? We want these tools that we're using to be empowering and exonerating our drivers and making sure they're operating company equipment safely. But there is resistance. Right? Getting the buy in from our drivers can be a big hurdle to implementing dash games. And we know that drivers are often hesitant to having dash games installed, especially if you have the inside camera turned on, the driver facing camera turned on. But as an example, as a fleet manager, when you get that that that call from somebody complaining about one of your drivers break checking them, running them off the road, you'll be able to leverage this type of data to prove or hopefully not dis disprove that your driver was in the right by using this data and or the the dashcam footage. So you can check and see, oh, I'm looking at the dashcam data. They're paying attention. They're not on their phone. We don't have any we don't have any overspeeding events. We don't have any harsh braking events. We don't have any hard turns, hard acceleration events. And, you know, we tell our driver, you know, I looked at the data. You're good. Just just let it go. And we do frequently hear that our users are able to use our dash footage and these types of alerts to exonerate their drivers. And drivers kinda quickly change their tune on dashcams after they understand that if they're doing their job, this tool is actually here to protect them. And if not, obviously, it's it can be utilized to provide coaching. Another obvious big benefit here on the ROI side is, I'm sure most of you know, more and more insurance providers are offering discounts just for having telematics units, for having dash cams installed, some even offering some some level of discounts for for having a driver scorecard and just simply tracking those metrics. Alright. Let's move on to fuel costs. Another big topic here. And this one is probably the largest controllable expense in in your fleet. Probably also the most important one to keep an eye on. Where is the fuel going? Where is it being wasted? And that kind of ties back into that idle time discussion I was having. It's sitting there running and it's not being used for productivity. That can be a huge hit to profitability and require some coaching. If we have that data, we can have those discussions with our operators, with our foreman. And it's probably the easiest metric to set a goal on and see immediate ROI on. So if I can lower idle time by x percent, I can see fuel consumption lower by y percent, and I can save z dollars per year. So for an executive, being able to look at this type of initiative and see that we made an investment into this hardware or software and saved x amount of dollars is a huge deal. And if you are automating these through modern techno if if you are tracking these, I should say, with modern technologies, whether that's telematics devices, software, that makes it a lot easier and a lot easier to present to the c suite and show the impact of that investment. Did have a note, we we do talk to a lot of prospects that that, you know, track and excel, which which we also saw as a result of the first poll in this webinar. Here are examples of of, you know, calculating their fuel rates on Excel sheets, kinda based just on the the size of the tank, how much it's being charged out of the job. You know, we we run it ten hours a day, and we build our fuel rates like that. If you use a telematics solution or you use a fuel tracking solution, you can get much more accurate numbers and especially a bigger understanding on the impact of of idling on the job site. So I've got one more poll for you guys. I promise we're done after this one. So which fleet metric currently gets the most attention in your organization? Obviously, we have the four that we talked about. We have a not sure there. And if you have other ones, we'd we'd love to hear about it at the q and a or if if you have any questions around any other particular metrics, maybe we could dive into them when when we chat with you guys. Give you all a few more seconds here. Awesome. So asset utilization is the winner there. Not unexpected at all, but that can also be the the toughest one to track. Right? Let's go ahead and hop into we're gonna I'm gonna give you a quick kind of overview of what we do at HTSHUS, what we offer, and then Harry's gonna dive into how we can build reports and and and some best practices around doing so with this type of data. But HCSS, we are primarily a heavy civil software company. We operate off of four verticals. Heavybit is our estimating platform. Heavyjob is our job management, job tracking, job analysis vertical, where we have safety modules, we have docs and plans, resource planning modules. The two big ones that we're kind of hitting on here today, HTSS fleet vertical. So we do have, as I kind of alluded to, an asset tracking solution and and telemetry solution where we do offer our own devices. So we have telematics devices that can be installed on anything off road, on road. We do aggregate data as well and get this information into our platform so that we're able to build these types of of tools and and dashboards we're gonna show. We obviously have a maintenance system. We're gonna be talking about equipment three sixty a little bit, But that's our PM solution. And as mechanics are doing work orders in this work order system, they're actually building out their time cards. They're putting in parts. They're putting in notes, documents. So we're building out not only when they're doing their repairs and preventative maintenance, they're actually building out all that cost for us. And we do have a fuel management module as well. I could talk about that for a while. On the telematics side, we can see consumption. We do have a an actual fuel module with an app for fuelers or if they they wanna tie in with heavy job for the foreman or the operators, we can get all of those dispenses from there and kinda aggregate all that data for you. But, yeah, the last big vertical, and I'm gonna be passing off to Hari here in a second, but is the foundation for all this. So the platform where we can build out all of our analytical tools, reporting AI capabilities, and kind of tie all of this data together, get them into a format where you could track this information and and format it and get it ready for the c suite. With all of that being said, I think I am ready to pass it off to Harry for a moment here. Perfect. Thank you, Hayden. So before I move off this slide, I think this is a really good visual to kind of start talking about what I do at HCSS. So a good way to kind of think about this is looking at it like a funnel with all of the different products data funneling down into the platform and then the analytics and reporting is kind of my domain. So I'm over our two main reporting products, one of which is direct access that is more geared towards customers that have existing business analytics teams or they have outside consultants and it allows you to connect to a reporting version of your SQL database and then build literally whatever you want off of that. The second product that we're gonna be talking more about today is HCSS Insights. And with that, I'll kinda go into what Insights is. So what is HCSS Insights? So Insights is the premier reporting solution at HCSS. So what we do is we bring the raw data from all of the different products in our product verticals and combine it into a single place. And then from there, we put Power BI on top of that, and Power BI is a Microsoft program, and it's basically the industry standard for business analytics reporting. And then we provision it out to the customer base, allowing them to create any reports that they want off of that data. And then also we provide them with template reports and a couple other functionalities that I'll get into in just a second here. So as I mentioned, insights, we bring all the data from all the different products. So this is where a solution like HCSS's product stack for those of y'all that answered that you're not really tracking data very well, can really be leveraged to give you more insights on how your company is performing. Because while you might not kind of knowingly be tracking data with using HCSS's products, you're just generating really clean and very easy to report on data. Additionally, with all the data in a single place, we're able to report across all of our different product verticals. So with that, being that we offer top to bottom solutions from the very, the estimating side of the project all the way through the management, the time card field apps and then telematics and fleet management, you can see and get a really holistic view of how your company is doing. And with that, we also allow customers to customize their reports while also providing built reports. One of the biggest friction points whenever companies are trying to become more data focused is the initial startup cost of setting all of this up. If you have data coming from tons of different places, combining it into a single source of truth, and then creating the reports, and then finding a way to get those reports out to the people that need to see them is usually such a daunting task that many of these attempts kind of putter out before they even get started. But with HCSS Insights, we handle all of that. So we bring the data over, we handle all the transformation, we create all of the valuable KPIs as calculated fields such as your fuel burn rates, your running totals of how much your equipment is costing, so on and so forth, allowing you to basically immediately get a really good insight onto how your company is performing and be able to make decisions based off of that. Moving on, I wanted to spend some time talking about some best practices in reporting. And this is something that can be applied basically to, it's not exclusive to just those of you who use HCSS products. This can be applied to no matter where your data is coming from, as long as you are getting your data. So I've talked to a lot of customers, especially over the last year and a half or so, that with there being so much talk about the importance of having a data driven company and the ability to get those insights and be able to take action on them, there's obviously a lot of push in a lot of companies to be more data driven. I've also seen a lot of these efforts that people have put tons of time into basically fail due to lack of buy in. When talking to these companies, a lot of this can be kind of, I think it can be boiled down to some really small things, some small choices and design elements that were chosen during the initial design of these reports that prevented adoption, and if you don't have any adoption, then there's no way to have any buy in, which to be a true data driven company, you have to have buy in basically top to bottom. So I kinda wanna go through some general best practices. So before you even start really building your report or data visualization, you need to ask yourself a couple of questions to make sure you're just put on the right path for success from the start. Firstly, you need to about, you need to ask yourself who is this report being built for? Who the report is being built for is gonna determine quite a few things. It's gonna determine what data obviously is going to need to be presented, what level of granularity that data is gonna be presented at, and to a certain extent, how the data is going to be laid out. If you think about it, a shop foreman is gonna need to see data at a much more granular level than your C class is going to need to see. Once you have your main target audience of the report determined, you can then start asking yourself what data is this person going need to know in order to perform their job better? So kind of getting into the granularity again. You can have a general topic, but you also need to think about once again, the granularity. While a C class wants to see the overall just like equipment maintenance cost of their entire fleet, your equipment manager is going to wanna see it broken down at a higher level of granularity and so on and so forth as you get down even to the level of the mechanic. And then lastly, you need to ask yourself, what is the call to action of this report? If you're kind of like a data nerd like I am, and you just like data, reports are great, but if there's no actual call to action or anything that you can do with the data that's being presented to you, it's pointless. And with that, people are gonna look at it, say, Oh, that's pretty. And then never look at it again. And with that, you have failed buy in and with no buy in, you're not going to drive your company to be a more data driven company that is gonna make better operational decisions. So that's all before the report building starts, but after the report building starts, are a couple of pitfalls that I see people consistently fall into, and the biggest one is the idea of a catch all report. With business intelligence and analytics tools, such as Power BI, you so much customization and allowing you access to so many different data points, For example, the company, the data model that powers HDSS Insights has over eighteen hundred data points. With access to all of this, there's a common pitfall that users get stuck in and that they are trying to answer every single possible report or every single possible question in a single report. And with that, you end up answering nothing. The report gets way too busy. It doesn't have a clear story it's trying to tell. The data isn't laid out clearly and once again, everyone looks at it and asks, What do I actually do with this? I'm overwhelmed glancing at this. I can't imagine actually trying to figure out what is going on here. They open it one time, close it to never be reopened again. It's really important that it's easy to avoid that if you ask yourself those three questions before you even start building the report, but even after that, it can get a little bit exciting that you can answer so many questions in a single report. And I'm in no way saying that you can't have a lot of data in a report while still making it usable. It just has to maintain a clear story and have a reason as to why it's being presented that the user is either going to be able to perform their job better or easier make a operational decision based off of that. Another thing that I wanted to touch on is something that often gets thrown to the side in visualization creation, which is the importance of a consistent theme and good looking and well formatted visuals. So I've actually asked a lot of customers about this, what is the most important part of a report to you? And they usually just say that the data is presented. And oh, they don't care how it looks, nothing like that. But time again, I see that reports that have no thought or no theming put into the report have issues with adoption. And I think this is kind of boiled down to an idea called, alright, well, I guess before I get into that, I wanna take a look at the cost by equipment report that we have in front of us. So we can see here that everything is well colored. We can see that everything is laid out well. It's easy to interpret what's actually being presented to you. All of the visuals are, all of the slicers at the top, which are just filters, have a rhyme and reason to them. So this is kind of an example of a good report. But if you don't have any of that, there's the idea of the cognitive load that a user has to go through whenever they open a report for the first time. If there's no color, there's nothing drawing the eye anywhere, and it's just a huge spread of data, and a user has to sit down, look at that report for five minutes before they're even able to figure out, before they're able to make any decisions, they have to spend a huge amount of time just even figuring out what's being presented to them. And then from there, they have to go and figure out why it's important and then make a decision. And this especially becomes more important whenever you have more and more reports, because if you have consistent theming throughout all of them, then a user transferring from one report to another is easily going to know that this is how these reports are laid out. They don't have to spend any time figuring out what is this or trying to understand how to interact with the report because they already know that from the previous report where you set that aiming standard. And lastly, something I wanted to just mention really quickly is leveraging filters effectively. So as I mentioned, Slicer is just the name for filters in Power BI, if you hear me jumping back and forth between those terms. But at the top of the cost by equipment report, we have quite a few filters and they all have a specific reason. We have date, cost type, work code, the priority of the work order, the equipment type and equipment. So all of these are kind of going down in granularity and it allows you to have larger amount of data being presented without overwhelming the user and still allowing them to zero in on what they need to see. So after Now that we've touched on that, I'm gonna move on to some of the reports that we have templated within Insights surrounding E360, and talk about our thought process whenever we were originally designing these. Alright. The first report I wanna take a look at is the mechanic hours dashboard. So whenever we were originally designing this, this was mainly centered around fleet managers and more so shop managers. And we wanna see that they need to be able to see a trend over time of where their mechanics are spending their time and what kind of work is being done. You can't see it in this report, but there are more pages that allow you to drill through and get more granular details on the actual data being presented. And that is another good call out that you can have all this data in different pages in a single report. So even if the first page is really just for a C class for the overview of the entire operation. If they want to, they can still dig deeper into that report. Moving on. We already talked about this quite a bit, but this is the cost by equipment report. And this is obviously for fleet managers to see how much each piece of their equipment is costing. You can't see it here, like I mentioned earlier, but there are additional pages on this report. That go into different groupings on the data. So we can group costs by the make of the different equipments, the equipment types or the different pieces of We can see it grouped by equipment type. So all of that can lead to really good insights and calls to action that if this specific equipment make for your dozers is costing you much more maintenance cost than a different one, that could influence your future purchasing decisions. And lastly, I wanna take a look at the work order summary report. So this report is target targeting mainly shop managers, but also to a certain extent, fleet managers and even a higher level executive, that this is a good split of showing overview data while also allowing the user to easily see really granular insights on how their work orders, like where their work orders are being done and what's being done on them and how much time is being attributed towards them. So you can see that we have these circle bar graphs that are breaking out the work orders by the work code, the work order priority, and the work order type, allowing you to at a glance get a good feel of where the work is being distributed. And this is another really powerful part of Power BI in that it has, I wanna say over sixty visualization types. So you can pick and choose how to use your specific, how to use your data in a specific visual to present the data in the easiest and most presentable way for your end users of the report. But with that, I'll hand it back over to Hayden. Awesome. Thanks, Harry. I'm gonna leave it there just for a second. I wanna I do wanna point out to you that those were just a few examples that we're looking at of just canned reports that are available in Insights. But I do wanna point out and reiterate the fact that this is a BI dashboard in the web. So you can connect to to our products and build out what ever you need to build out, whether that's utilization or some of the other things that we've talked about. Obviously, have a product or module level reporting, driver scorecard is built directly into our telematics platform where you can go and set the rules and the weights of how all of these alert type events impact the driver score. But, yeah. Thank you, Harry. Those were some great examples of of kind of what we can do with HSN Insights. And I think some some great tips on on that hopefully this audience will be able to take away and really, really focus in and get laser focused on simplifying their their priorities and simplifying the reports to make them meaningful and be able to make meaningful decisions with them. But yeah, for just quick takeaways from this webinar about what we talked about today, I would say, really focus on the most controllable and impactful areas of influence. So to me, that means preventative maintenance, maintaining a proactive shop, being able to precisely track on asset utilization, and really get a good grip on tracking idle time, especially curating a positive culture around driver behavior and safety, and understanding where your fuel is going, and when it's when it's being wasted through idle time. And then figure out what business outcomes you're looking for. Use this data to influence those decisions. And all this will put you in a position to be more proactive than reactive. And once you decide on these outcomes, tune your metrics, click your reports so you can easily present them to your internal stakeholders and kind of show the impact that you've made since you've added new tools, new technologies, new hardware to your fleet. With all that being said, I think I am passing it back off to Scott here for a moment to go into Q and A. Thank you, Harry and Hayden. This was a great presentation. I'm going give our viewers a few minutes to get some additional questions in. While I was listening to your presentation, I actually had a couple of questions that I'd like to pose to you. The first one is, how do we solve the data dilemma when our C suite rarely sees or uses fleet metrics that we collect? So what I've seen, especially with telematics data, there's such an immense amount of it. Being able to summarize the data down into easily digestible data points and then being able to present that to the C suite is really important for buy in. And then additionally, I think that getting a whole culture of data first decisions and showing real applications the insights that you're making with your data is leading to cost savings, think is really important in those realms. Thank you. The other question I had is, what is the biggest challenge fleets usually face when trying to turn their complex data into simple actionable insights? I think it's going to be the pure scale of the data. If you think about it, you have let's say one hundred Telemax devices, each pinging multiple times a second, end up with a ton of data very quickly. And then I think another hurdle that you have to cross is data coming from so many different sources. So I think having a single source of truth for the data, if the data is in a ton of different sources, bring it into a single data warehouse or say a Power BI semantic model and having a single source of truth for that is super important. But that is where there is value in the HCSS product stack. If you have everything in a single spot, it becomes extremely easy to report on that. Okay, thank you. A viewer asks, Does this work with HCSS Dispatcher? I assume, Harry, he's talking about, insights data or dispatcher data and insights without more clarification. Yeah. If it is dispatcher and insights, currently, don't have dispatcher and insights. Insights has only been out for a little over a year now, so we're still seeing what is needed for our different product verticals, but we recently added E360 to the data model to allow users to report on all these shop operations metrics. Okay. This viewer is asking, How are you tracking activity in smaller assets like pumps, generators, attachments? Also, how are you allocating the activity data to different phases on the same job site? So couple options there. If it's big enough, we do have hardware that will connect to it, even satellite asset trackers. But really, think what you're looking for here is something that we're actively working on. And that would be Bluetooth tags and the ability of those tags to be able to talk to our hardware as well and be able to report in, you know, like an Apple tag. And I might need a little bit more clarification around the allocating the activity data. So, you do have my email here if you want to email me. I'm happy to chat with you and try to get the answers you're looking for there. Thank you. Another viewer is asking, Can I utilize HCSS Telematics and Insights without E360? So right now, Telematics is actually our next product up to be added. It should be coming out hopefully early next year. Speaking of all the data volume around telematics devices, we've definitely been running into a few hurdles, but it looks like that we're gonna have a solution to that. And to kind of answer your other question without E360, yes you can. It's not required to have all of the different products to utilize HCSS Sites. As long as you have one of the supported products, you are able to use In Sites. Just of course, the other products' data points will not be populated. Well, thank you. That's all the time we have for questions today. Please join me in thanking Hayden Price and Harry White, as well as our sponsor, HCSS.