Servicenow-CIS-RC free pdf taken recently from test centers

killexams.com gives the most recent and 2022 up-to-date free pdf download with Actual Servicenow-CIS-RC Examination Questions and Solutions for new subjects. Practice our Servicenow-CIS-RC Latest Topics plus braindumps to enhance your understanding and pass your own Servicenow-CIS-RC examination with excellent Marks. We assurance your success inside the Test Center, covering up each one regarding the purposes regarding the test and building your Familiarity with typically the Servicenow-CIS-RC exam. Pass with no question with the actual questions.

Servicenow-CIS-RC Certified Implementation Specialist - Risk and Compliance answers | http://babelouedstory.com/

Servicenow-CIS-RC answers - Certified Implementation Specialist - Risk and Compliance Updated: 2024

Simply memorize these Servicenow-CIS-RC Servicenow-CIS-RC Questions and Pass the real test
Exam Code: Servicenow-CIS-RC Certified Implementation Specialist - Risk and Compliance answers January 2024 by Killexams.com team

Servicenow-CIS-RC Certified Implementation Specialist - Risk and Compliance

The ServiceNow Certified Implementation Specialist – Risk and Compliance Exam
Specification defines the purpose, audience, testing options, exam content coverage,
test framework, and prerequisites to become Certified Implementation Specialist – Risk
and Compliance certified.



The Certified Implementation Specialist – Risk and Compliance exam certifies that a
successful candidate has the skills and essential knowledge to contribute to the
configuration, implementation, and maintenance of ServiceNow Risk, Policy and
Compliance, and Audit Management applications.



Exam content is divided into Learning Domains that correspond to key Topics and
activities typically encountered during ServiceNow implementations. In each Learning
Domain, specific learning objectives have been identified and are tested in the exam.
The following table shows the learning domains, weightings, and sub-skills measured by
this exam and the percentage of questions represented in each domain. The listed subskills should NOT be considered an all-inclusive list of exam content.



1 GRC Overview

• GRC Positioning and Framework

• Key Terminology

• Technical Details

10%

2 Implementation Planning

• Use Cases

• Implementation Team

• Implementation Checklist

• Personas, Groups, and Roles

5%

3 Entity Scoping

• Entity Scoping Overview

• Entity Type Approach

• Entity Class Approach

• GRC Entities Architecture

25%

4 Policy and Compliance Implementation Approach

• Policy and Compliance Record Lifecycles

• Policy and Compliance Architecture

• Policy Management Lifecycle

25%

5 Risk Implementation Approach

• Risk Record Lifecycle

• Risk Architecture

• Risk Scoring

• Risk Management Lifecycle

25%

6 Extended Capabilities

• Content Packs

• Integrations

• Performance Analytics

• Other Platform Capabilities

5%

7 Audit Management Implementation 5%

Total 100%



Exam Structure

The exam consists of approximately (45) questions. For each question on the
examination, there are multiple possible responses. The person taking the exam reviews
the response options and selects the most correct answer to the question.

Multiple Choice (single answer)

For each multiple-choice question on the exam, there are at least four possible
responses. The candidate taking the exam reviews the response options and selects the
one response most accurately answers the question.

Multiple Select (select all that apply)

For each multiple-select question on the exam, there are at least four possible
responses. The question will state how many responses should be selected. The
candidate taking the exam reviews the response options and selects ALL responses that
accurately answer the question. Multiple-select questions have two or more correct
responses.

Exam Results

After completing and submitting the exam, a pass or fail result is immediately
calculated and displayed to the candidate. More detailed results are not provided to
the candidate.

Exam Retakes

If a candidate fails to pass an exam, they may register to take the exam again up to
three more times for a cost of $100.
Certified Implementation Specialist - Risk and Compliance
ServiceNow Implementation answers

Other ServiceNow exams

ServiceNow-CSA ServiceNow Certified System Administrator 2023
Servicenow-CAD ServiceNow Certified Application Developer
Servicenow-CIS-CSM Certified Implementation Specialist - Customer Service Management
Servicenow-CIS-EM Certified Implementation Specialist - Event Mangement
Servicenow-CIS-HR Certified Implementation Specialist - Human Resources
Servicenow-CIS-RC Certified Implementation Specialist - Risk and Compliance
Servicenow-CIS-SAM Certified Implementation Specialist - Software Asset Management
Servicenow-CIS-VR Certified Implementation Specialist - Vulnerability Response
Servicenow-PR000370 Certified System Administrator
Servicenow-CIS-ITSM Certified Implementation Specialist IT Service Management
ServiceNow-CIS-HAM Certified Implementation Specialist - Hardware Asset Management
CIS-RCI ServiceNow Certified Implementation Specialist ? Risk and Compliance (CIS-RCI)
CAS-PA ServiceNow Certified Application Specialist ? Performance Analytics
CIS-FSM ServiceNow Certified Implementation Specialist ? Field Service Management
CIS-VRM ServiceNow Vendor Risk Management
CIS-CPG ServiceNow Certified Implementation Specialist ? Cloud Provisioning and Governance (CIS-CPG)

Hundereds of companies are offering Servicenow-CIS-RC dumps but most of them are outdated. Killexams.com has a team of experts that just keep the Servicenow-CIS-RC dumps updated with real exam questions. They create new Servicenow-CIS-RC vce exam simulator on each update so that you can practice most updated and valid Servicenow-CIS-RC dumps questions and answers.
Servicenow-CIS-RC Dumps
Servicenow-CIS-RC Braindumps
Servicenow-CIS-RC Real Questions
Servicenow-CIS-RC Practice Test
Servicenow-CIS-RC dumps free
ServiceNow
Servicenow-CIS-RC
Certified Implementation Specialist - Risk and Compliance
http://killexams.com/pass4sure/exam-detail/Servicenow-CIS-RC
Question: 39
Why would you create Entity classes?
A. To show relationships between tables or objects you are tracking that doesnt otherwise exist anywhere in
ServiceNow
B. To be assigned to risk statements, which generate risks for every Entity listed in the Entity Class
C. To be assigned to Control Objectives, which generate Controls for every Entity listed in the Entity class
D. To show relationships between Entities and Policies and map them directory to Citations
Answer: C
Reference: https://docs.servicenow.com/bundle/orlando-governance-risk-compliance/page/product/grc-
common/task/t_CreateProfileTypes.html
Question: 40
The Tablename.config:
A. Displays the configuration list view of the table in the browser tab
B. Displays the table in list view within the Content Frame
C. Displays the table in list view within a separate browser tab
D. Displays the configuration list view of the table in the Content Frame
Answer: A
Reference: https://docs.servicenow.com/bundle/orlando-platform-user-interface/page/administer/navigation-and-
ui/task/t_NavigateDirectlyToATable.html
Question: 41
Which of the following statements is true of a Risk Response task?
A. Only one Risk Response task can be related to a Risk at a time
B. Only users with the risk_manager role or higher can be assigned to a Risk Response task
C. The risk admin role is required to assign the Risk Response task
D. The Risk Response task is automatically progressed through the states using a worflow
Answer: C
Reference: https://docs.servicenow.com/bundle/orlando-governance-risk-compliance/page/product/grc-
risk/reference/r_InstallWRisk.html
Question: 42
What table, along with the Policy table, is linked to the Control Objective table by a many-to-many relationship?
A. Entity Class
B. Citation
C. Authority Documents
D. Risk Framework
Answer: B
Reference: https://docs.servicenow.com/bundle/orlando-governance-risk-compliance/page/product/grc-policy-and-
compliance/reference/r_InstallWPolAndCompl.html
Question: 43
What are some characteristics of the ServiceNow Store? (Choose four.)
A. Some applications are certified by ServiceNow
B. All applications are certified by ServiceNow
C. Applications may be developed by ServiceNow Technology Partners
D. It houses both paid and free applications and integrations
E. Applications are built om the ServiceNow platform
F. Applications are certified by other developers
Answer: ACDE
Reference: https://www.servicenow.co.jp/content/dam/servicenow-assets/public/en-us/doc-type/resource-
center/data-sheet/ds-servicenow-store.pdf
Question: 44
Which role is not part of ServiceNow GRC?
A. Risk User
B. Risk Developer
C. Risk Manager
D. Risk Reader
Answer: B
Reference: https://community.servicenow.com/community?
id=community_blog&sys_id=7d07e198db4b0cdc5ed4a851ca961994
Question: 45
Which of the following tables exist within the GRC: Profiles application scope? (Choose three.)
A. Document
B. Policy
C. Risk
D. Content
E. Indicator
Answer: BCE
Reference: https://docs.servicenow.com/bundle/madrid-governance-risk-compliance/page/product/grc-policy-and-
compliance/concept/profiles-policy-compliance.html
For More exams visit https://killexams.com/vendors-exam-list
Kill your exam at First Attempt....Guaranteed!

ServiceNow Implementation answers - BingNews https://killexams.com/pass4sure/exam-detail/Servicenow-CIS-RC Search results ServiceNow Implementation answers - BingNews https://killexams.com/pass4sure/exam-detail/Servicenow-CIS-RC https://killexams.com/exam_list/ServiceNow Velocity Unlocks New Efficiency and Value in Legal Service Delivery

January 4, 2024

Velocity, a certified offering built with ServiceNow and developed by Thirdera, is transforming legal service delivery by infusing efficiency and structure into traditionally cumbersome processes. It stands out as a game-changer in legal operations, particularly for teams overwhelmed with unstructured requests and hampered by inefficient intake methods.

Integrating seamlessly with the ServiceNow employee center, Velocity transforms the employee experience by offering straightforward service options for basic queries. This integration not only streamlines the process but also liberates legal teams to focus on more complex and demanding tasks.

One of the key strengths of Velocity is its rapid implementation time of just twelve weeks, complemented by pre-recorded training videos. These features are designed to foster quick adoption and enhance employee satisfaction.

The true differentiation of Velocity, however, lies in its tangible outcomes:

● Empowering Employees: Velocity offers a unified portal that simplifies the employee experience. This interface provides easy access to common legal answers and streamlines the submission of legal requests.

● Increasing Visibility: The platform enhances transparency by offering employees real-time updates and communication throughout the legal request process.

● Boosting Productivity: Automated and intelligent workflows within Velocity ensure that legal cases are accurately routed to the appropriate practitioner. This system maintains alignment within legal teams and standardizes processes in a dedicated workspace.

Velocity represents a paradigm shift in legal operations, transforming the legal department from a cost center to a value creator on the Now Platform. It exemplifies how legal teams can leverage technology to enhance productivity, Boost transparency, and empower employees, ultimately contributing to the broader organizational goals.

For more information on how Velocity by Thirdera can redefine legal service delivery within your organization, visit thirdera.com/velocity.

Thu, 04 Jan 2024 06:22:00 -0600 en-US text/html https://marketscale.com/industries/thirdera-2/velocity-unlocks-new-efficiency-and-value-in-legal-service-delivery/
ISG to Publish Reports on ServiceNow Partner Ecosystem No result found, try new keyword!ServiceNow Implementation and Integration Services, assessing providers that can implement ServiceNow and integrate it with other applications in complex enterprises without adding to an ... Tue, 28 Nov 2023 01:04:00 -0600 https://www.nasdaq.com/press-release/isg-to-publish-reports-on-servicenow-partner-ecosystem-2023-11-28 Q2 2024 Resources Connection Inc Earnings Call

Presentation

Operator

Good afternoon, ladies and gentlemen, and welcome to the Resources Connection Inc. conference call. Currently, all participants are in a listen-only mode. Later we will conduct a question and answer session and instructions will follow at that time. As a reminder, this conference call is being recorded. At this time, I would like to remind everyone that management will be commenting on results for the second quarter ended November 25, 2023. They will also refer to certain non-GAAP financial measures. An explanation and reconciliation of these measures to the most comparable GAAP financial measures are included in the press release issued today, and today's press release can be viewed in the Investor Relations section of our GP's website and filed today with the SEC. Also during this call, management may make forward-looking statements regarding plans, initiatives and strategies and the anticipated financial performance of the Company. Such statements are predictions and actual events or results may differ materially. Please see risk factors section in our GP's report on Form 10-K for the year ended May 27, 2023. For a discussion of risks, uncertainties and other factors that may cause the company's business. Results of operation and financial conditions differ materially from what is expressed or implied by forward-looking statements made during this call.
I'll now turn the call over to our RGP's CEO, Kate Duchene.

Thank you, operator. Good afternoon and Happy New Year, and thank you all for joining us today. In Q2, we delivered solid performance across the enterprise. Despite a macro environment that continues to be sluggish and uncertain this quarter can be characterized by green shoots and continued tenacity. Again, we have shown well with respect to engagement, extensions and client retention and our pipeline finished the quarter strong. As we shared last quarter, new project initiation has been slower to materialize and opportunities have pushed to the new calendar year on revenue, we performed in the stronger half of our guidance range while also continuing to deliver strong cash flow this fiscal year on SG&A and therefore, adjusted EBITDA, we've well exceeded our expectations as we continue to remain disciplined on cost in this environment.
Our balance sheet remained pristine. During Q2, veracity delivered sequential revenue growth, earning new business from the sustained appetite for digital transformation services and capabilities. We also expanded breadth. These digital presence across the U.S. Asia Pac region through the acquisition of cloud, go a digital transformation firm, an elite ServiceNow partner. We're excited about this acquisition, the exceptional talent This adds to our company, and we are already beginning to see synergies between veracity and cloud go. The Northern California market, which I mentioned last quarter also grew sequentially, again, showing positive movement in the tech sector after more than a year of decline. Regional performance in the rest of North America reflected the overall choppy operating environment with clients remaining cautious about new spend until there's greater clarity around interest rates and the economic direction.
Our Mexico, India, Philippines, and Switzerland practices all grew both sequentially and year over year as we delivered major projects for large strategic clients. Our pricing initiative in the US is progressing well with a 1.3% increase in bill rate year over year. As you'll hear more from John in a moment, Europe showed even stronger improvement in pricing.
Turning to our operational metrics, we're pleased that the pipeline remained steady through the quarter and post quarter December. More extension opportunities in the pipe were converted into closed. Won engagements in Europe. Pipeline grew throughout Q2 as clients engaged in planning discussions for 2024 and pent-up demand around technology transformation and transaction support move to the forefront. Our Asia Pacific business, particularly in India and the Philippines continued to show demand strength from our large global clients as they increasingly move more activity to offshore global business service centers across all geographies. We're experiencing an uptick in in-person client meetings, which is a positive indicator that clients are engaging in planning for projects to get underway in the new calendar year, given the areas in which we're seeing consistent and rising demand for professional services, especially digital transformation, and cloud technology support. We believe we are well positioned to capture market share in 2024 and beyond.
As mentioned last quarter, we close more business related to cloud ERP implementations and optimizations. Our pipeline is heavy with opportunity at large and middle market companies to implement and unlock the value of technology and prepare for the implementation of AI with improved data governance and business process standardization. This is exactly the type of work for which our GP. shines and can deliver significant value in our financial services practice, we see rising demand for regulatory remediation, another area of strength for RGP. In healthcare, we've built an offering to support revenue cycle optimization and claims reimbursement capture in our large provider client base. These opportunities are significant longer term and allow us to get deeper into our A. plus client set, which creates cautious optimism that revenue conversion will Boost in 2024. During Q2, we completed additional research around client decision making to help us prepare for what's next. We pulled 1,000 plus leaders from companies with at least $1 billion in revenue to understand what's on the agenda and how our capabilities line up to that need. We found that transformation initiatives are a priority as large organizations are taking on an average of $21 million plus transformation initiatives this year alone. They also report finding the right skill sets for critical transformation initiatives has become more complicated in an ever more disrupted world. Our research further uncovered that a hybrid workforce strategy that blends internal talent with skilled outsiders enables companies to realize competitive advantages by building constant transformation into their core DNA. We refer to this approach as the dynamic workforce model, and we believe it is becoming increasingly more prevalent in business today.
Adoption of the dynamic workforce model is being accelerated by transformation overload. As our research uncovered that only four and 10 organizations reported, they had enough internal talent to staff all of their planned initiatives. This research matches with the ManpowerGroup employment outlook survey reported in December in that survey, which included an even bigger pool of 40,000 plus employers across 41 countries, 75% of respondents reported, they're struggling to find the skill sets they need. These skills shortages have wide-ranging impacts on transformation initiatives, ranging from project delays, missed critical goals and more difficulty in achieving operational change that's based on our research. The proportion of outside talent on transformation teams grew to 45% in 2022 and is expected to reach 48%. This calendar year. Connecting this research to our business model, we are highly encouraged that global pandemic proved once and for all that highly skilled talent can collaborate effectively regardless of location or FTE. status. C-suite leaders recognize the power of hybrid talent models, and we're seeing more CEOs and CFOs work with HR leaders to adjust talent strategy accordingly, the talent side of the equation is equally embracing the shift expert talent is actively choosing to pursue their professional passions in a more independent way. In fact, we've consistently seen our retention rates increase in exact years. Now even exceeding those reported by the traditional partnership model, the choice, transparency and control and client engagement we offer our consultants is a key differentiator. These attributes also serve to create a client experience that is differentiated for the good experts who choose their projects, feel more empowered, engaged, and committed to the client's success. In short, we may have been ahead of our time when we launched the first agile professional services business model 20 plus years ago when we spun off from Deloitte, we are now involved in to see that today's clients and talent alike are eager to embrace what we have built and perfected. Our focus for the rest of the fiscal year is on the execution of three strategies first, we will continue our diversification path, expanding consulting services, especially in digital and technology transformation. As we have earned trust with our clients, they've asked us to deliver more strategic advice including assessments, tools, methodologies, and expert talent. We acquired veracity in 2019 at the start of this strategy, and it has been a successful combination. We most recently added cloud go to continue the expansion of this strategy globally. We will also continue to scale such targeted consulting services with our agile expert business.
Second, we will execute our talent strategies to build in-demand pools of talent around the world that can be used to quickly assemble blended delivery teams. These teams can be built to grow our consulting assets faster and will Boost our win rates by offering clients, blended rate, and intellectual arbitrage. We've established two centers of excellence this year in Manila and India and have made good progress in growing these talent hubs Finally, we will continue to push forward our technology transformation initiative to drive even greater operational efficiency and financial performance as one global enterprise, we'll soon launch the first wave of the technology transformation initiative, benefiting our global talent function. We're excited that this enhanced software will Boost our supply and demand match and enhance our global service to our clients. Jen will share more detail in her remarks in some we're working hard throughout our organization to close every business opportunity with creativity and grit. At the same time, we are retaining the best consultants and improving operations with streamline process, Boost technology and global connectivity. The macro environment is not easy and far from standing.
We are aggressively optimizing our business to quickly capitalize when conditions Boost and to deliver long-term value we have with business needs today.
I'll now turn the call over to Jen.

Thank you, Kate, and good afternoon, everyone. This quarter we achieved $163.1 million of revenue, which was in the upper half of our outlook range provided in October. Our run rate SG&A of $47.4 million was significantly better than the favorable end of our run rate SG&A outlook of $53 million to $55 million. Notwithstanding an uncertain macro environment, we produced solid adjusted EBITDA of $16.1 million or 9.8% adjusted EBITDA margin and have delivered $54 million of free cash flow in the last 12 months.
On a same-day constant currency basis, revenue declined by 19% year over year as our clients continue to be cautious with the pace of spending in the face of the uncertain macro conditions regional performance was reflective of the overall environment in North America, although certain pockets such as Northern California, Atlanta and veracity have started to show signs of recovery compared to the beginning of the fiscal year, many major markets were still affected by the broader economic environment. Our Europe and Asia Pacific regions performed relatively better, with more modest declines of 9% and 10% year over year on a same-day constant currency basis. Markets such as Switzerland, India and the Philippines grew over the prior year quarter, as well as sequentially primarily attributable to project opportunities with our large strategic clients. Operationally, our gross pipeline remained resilient during the quarter, while the velocity of converting new opportunities in the pipeline to actual engagements remain slow extensions on existing engagements have been healthy. Our solid pipeline suggests that demand, in fact exists, and it's a matter of when not if clients will move forward with the execution of their initiatives. These opportunities represent real upside for our business as macro conditions improve.
Gross margin in the quarter was 38.9%, reflecting a heavier mix of business in Europe. And Asia Pacific, which typically carry higher pay bill ratio compared to North America. Gross margin in the second quarter also reflected a 90-basis point adverse impact from a spike in health care costs as a sponsor of a self-insured medical program. We know the number of medical claims can spike from time to time, but in general, we do not believe the trend this quarter is indicative of our health care costs in the foreseeable future.
Next, I want to provide an update on our pricing initiatives. We're seeing more competitive pricing pressure in the current environment. Even against this backdrop, our U.S. average bill rate rose 1.1% compared to the second quarter of fiscal 2023 A. Europe was up 5% on a constant currency basis. Average bill rate in both regions also improved on a sequential basis from Q1. However, due to the shift in revenue mix to regions with lower bill and pay rates. Enterprise average bill rate for the quarter was $121 constant currency, down from one 28 a year ago. While the average pay rate was $58, down from $60 a year ago. Strategic pricing will be a continued point of emphasis and expansion for the rest of fiscal'24 and beyond. Turning to SG&A, our run rate SG&A expense for the quarter was $47.4 million, which as I noted, was significantly better than our outlook range. Variable compensation expense was favorable in the second quarter, aligning with the Company's overall financial performance this fiscal year. In addition, the reduction in force we executed at the start of the second quarter contributed approximately $2 million of SG&A savings in the quarter. Restructuring costs associated with this effort was $2.3 million and we expect $10 million to $12 million of annual savings on a go-forward basis. The effective tax rate this quarter was 43%, largely attributable to an outsized amount of stock option expirations and the capitalization of acquisition costs for tax purposes.
Turning to liquidity. We're proud of our ability to continue to generate robust free cash flow. Despite the macro environment, we distributed $4.7 million of dividends during the quarter and repurchased $5 million worth of common stock at a weighted average price of $14.13 per share, leaving $45 million available in our share repurchase program at quarter end. Pursuant to our stated strategy to expand our digital consulting business, both organically and inorganically. On November 15, we closed the acquisition of Cogo, a digital transformation firm and an elite ServiceNow partner in the Asia Pacific region. Cogo's strategic capabilities and regional positioning will play a key role in our growth plans. Together with veracity. This combination will position us better to support our clients globally. Initial cash consideration of $7.7 million was paid during the quarter, while remaining consideration of up to $12 million will be determined by Cogo's performance against a set of target performance metrics over a two year earn-out period. Cargo did not contribute significant revenue or EBITDA to our second quarter results. We ended the fiscal quarter with $95.8 million of cash and cash equivalents and zero outstanding debt with total available financial liquidity of $269 million at the end of the second quarter. Our capital allocation will be focused on investing in the most impactful areas of the business, including completing our technology transformation projects and continuing to pursue a disciplined M&A strategy to accelerate long-term growth and profitability while continuing to return cash to shareholders through dividends and by opportunistically repurchasing shares.
Now let me provide an update on our technology transformation project. We have made tremendous progress and plan to go live with a set of new talent management and contract management systems in North America during the third fiscal quarter, followed by our financial systems go-live planned for later in the calendar year. The new platform will not only Boost the efficiency of our business processes and enhanced data visibility for better decision-making. They will also provide a much more favorable experience for our clients, consultants, and employees. We incurred $4.4 million of implementation costs in the quarter, of which $2.8 million was capitalized with the remaining $1.6 million included as non-run rate operating expense.
I'll now close with our third quarter outlook. While it has certainly been a challenging year, we are encouraged that our weekly revenue has been stable over the last 13 weeks. We expect the pace of revenue conversion from opportunity to close to remain sluggish in the third quarter after giving effect to the holiday impact in Q3 and including cargo, we project revenue to be in the range of $150 million to $155 million gross margin in Q3 will be compressed by the typical seasonality during the holidays, including the reset of employer payroll taxes at the start of the new calendar year as well as the current global revenue mix with a higher proportion of revenue coming from Europe and Asia Pacific. We estimate gross margin in Q3 to be in the range of 35.5% to 36%. We expect our run rate SG&A expense to be in the range of $51 million to $53 million, which includes Cogo's SG&A expense and again, reflects the increase in employer payroll taxes at the beginning of the calendar year. Non-run-rate and noncash expenses for the third quarter will consist of approximately $2 million of technology transformation costs and $3 million of stock compensation expense.
In closing, while we acknowledge the headwinds presented by the prolonged market uncertainty, we also see compelling opportunities ahead as macro conditions start to recover, and we're ready to execute and excited about our business model and long-term outlook with a durable variable cost model, a pristine balance sheet and ample liquidity. We believe we are well positioned to continue driving long-term value creation for our shareholders.
This concludes our prepared remarks, and we now will open the call for Q&A.

Question and Answer Session

Operator

Thank you. To ask a question please press star one on your telephone and wait for your name to be announced. To withdraw your question, please press star one again, One moment for questions. All right, no.
Our first question comes from Stephanie with JP Morgan. You may proceed.

Hi, good afternoon.
And can I ask for the revenue guide that you gave for the third quarter and what it was the implied revenue decline on a constant currency same-day basis.

I have Stephanie and the full year guidance at the top of the range at $155 million is approximately 17% year-over-year decline on a same-day constant currency basis.

Okay, great. And then could you help us understand how much of cloud go was included in the third quarter outlook? And I guess how much on an annual basis Cotco is expected to contribute to our tubular?

Yes, we don't expect very material immediate impact on our financials. From this acquisition. This acquisition is more strategic in nature. We believe that this is going to enhanced our capabilities to serve more clients. And there's a lot of tremendous amount of synergy to drive future value. So given the size of the acquisition, we're not disclosing their financials.

Okay. Sounds good. Thank you.

Operator

Yes, thank you. One moment for questions. So our next question comes from Mark Marcon with Baird. You may proceed.

Hey, this is Andre Childress on for Mark. I appreciate you taking the questions and happy new year, everyone. So Kate and last quarter, you talked about some green shoots, and you talked about the same green shoots as well this quarter with regards to the pipeline as we get to the end of the year we ended the year. What are you seeing and hearing from your clients with regards to their expectations for calendar 2024 now that budgets are set?

Yes, I still think that we're seeing more opportunity around digital transformation, as I said in our prepared remarks and you know, continued optimization of our cloud ERP opportunity. In fact, today, Andrew and I got another request from a client to introduce our services around cloud ERP, build system selection and implementation services. And there's a lot of wraparound work tied to that which is around data governance, data cleanup and process improvement. So that's really where we're still seeing opportunity. And in our conversations with clients, I do expect in Europe that we might see some uptick around transaction work, especially around decision decisions to divest business. And we're in conversation with a couple of large clients about how we could support some divestiture strategy that makes sense.

And last quarter, you also laid out expectations in terms of a softer first half for the calendar 2020 for year and in the back half stronger, you know, as things have progressed over the past three months, how have those expectations changed or how should we think about that?

I think unfortunately and you know, the close of 2023 calendar 2023 has still been sluggish. And, you know, it's a crystal ball to say exactly when we'll see the shift occur.
Yes, I think every client is looking for a little more macro uncertainty and getting more clarity around economic conditions, especially around interest rate decision making it. So that continues to be a little sluggish.
As Jim said, in her prepared remarks. We believe it's a matter of when not if. And so we stay very ready to support these initiatives that our clients are talking to us about. It's just getting them to pull the trigger. And that is all business decision makers getting a little more comfort and a little more optimism about where the economy is headed.

That makes a lot of sense. And then one more for me and then I'll hop back in the queue. John, you had some commentary about competitive pricing dynamics. Could you just explain a little bit more about what you're seeing in the market from a pricing perspective, particularly in the US. Thank you.

Yes, sure. I mean, the pricing environment has gotten tougher and like all of the professional services firms are competing for, in general, a smaller pool of work. When we compete against the big four, they'll often have offshore operations and blended teams and that averages down the rate and making it tougher to win the work. And this is another reason I think Chase on top Nino alluded to or talked about in her on her remarks is it's another reason why we're building our offshore talent pool to stay competitive. And on the other side, you know, when we're competing against staffing firms and they be racing to the bottom on pricing to win work. So that's where you know, kind of competitive pressures coming from what I said, I think New York is getting more challenging on pricing, but we are still working through on to catch up on pricing on our existing MSAs. And so far, we haven't really had much pushback from our clients with this regard and so yes, I think I think we've done a really great job over the last multiple quarter, six to eight quarters to raise our pricing. And I think there's still probably some room to go there.

Sorry, just one more follow-up. Just given you've touched on it. So the center of the centers of excellence that you're building out internationally, could you just talk a little bit more about that strategy and how you think about that building out over the next few quarters and integrating that and blending that with your other talent pools as we think about that going forward.

Thank you, Andre. I'll jump in here and I talked about it a little bit in my prepared remarks. We, for example, just won a big piece of work with veracity for a financial services client that's continuing their digital transformation. And the reason we won the work is because we are blending not only rate, but we have tapped into a very strong talent pool in India around ServiceNow capability. So it's not just being able to bring labor arbitrage and the cost of labor down. It's also finding the talent that the world needs today. I mean, as I mentioned, our own research and the manpower outlook from December still highlights that finding the right skill sets as one of the biggest challenges as every company has continually continuing to digitize and introduce more and more technology and AI into what we do. And so it's not just about cost anymore. It's about finding the right talent pools that can offer our clients and especially in these consulting engagements what they need. So we're very excited about what we're building and in India. And we're doing the same thing around finance, talent, finance, and accounting talent in the Philippines. I mean, we're all memorizing and the stories about finance and accounting talent exiting the profession in North America for a variety of reasons. And so needing to find these talent pools that exist in other parts of the world, I think will be increasingly important to remain not only competitive financially, but also competitive in terms of winning work.

Great. Thank you so much for that color.

You're welcome. Thank you and happy new year.

Operator

Thank you One moment for questions. So our next question comes from Marc Riddick, Sidoti. You may proceed.

Hey, good evening, Highmark Velac. So I wanted to start with Thanks for all the color that you've already provided. I wanted to start with if you could supply some resume on some thoughts and commentary around sort of where you finished the quarter on headcount and kind of where you are comfort level as to maybe what you're seeing maybe for the next couple of quarters, if you're kind of where you want to be or if you feel as though there are other adjustments that need to be made or some areas that you would need to shore up? Or how should we think about sort of where we where we ended the quarter versus where you might want to be six to 12 months from now?

So Mark, are you referring to consultant headcount? I would just want to make sure that you as an answer.

Yes.

So our consulting headcount at the end of the quarter, it didn't really decrease all that much from the end of last year around the same time rod movement is because we added we added a pool of consultants or talent from Claudio from this acquisition. And then the electricity, remember the consulting consultant count that you're looking at the end of the period is at one point in time.
And so it depends on, you know, the talent that we're adding to serve, our for example, in our large clients in the Philippines that we had some kind of a one-time add there, a group of independent consultants working on that. So overall, if you look at the average consultant count, I would say, decreased about anywhere between 3 to 400 if you look at the average year-over-year, yes.

Okay. And then I was wondering if you could shifting gears, I appreciate the commentary on the cloud goes. What if you could talk a little bit about you did briefly touch on uses of cash and certainly there's another $5 million or so on share repurchase during the quarter. I wonder if you'd talk a little bit about the acquisition pipeline that you're currently seeing whether that that look has changed valuation has changed or maybe how your how you're looking at the current pipeline today versus maybe three to six months ago?

So let me just comment on M&A and pipeline activity. And then I'll hand it to John to talk about our uses of cash in capital structure. But we continue, as I've talked about, we are building more diversification in our business to follow higher margin and higher growth businesses. We see consulting as an opportunity for us to also scale with our agile business. And you know that the veracity and cloud go businesses exactly a testament to that strategy. And so as we continue to do that, we're going to look at additional consulting assets that can drive that strategy forward.
We're also in the process of analyzing and mapping what our consulting capabilities have been in our PCS business and bringing them closer together with what veracity does in their strategy practice, especially around user experience so we bring both user experience and functional expertise closer together. Again, that is a part of strengthening the consulting part of our business and then being able to scale those practices with our agile talent and M&A will play a role in that. Jenn, I'll hand it to you.

Yes. So from a capital allocation standpoint, Mark, we have a number of areas in the business as we want to continue to invest in to drive long-term growth.
And so one area, as I said in my remarks, is to complete our digital transformation project and for the remainder of the year, we're still looking at about anywhere between $8 million to $10 million of spend in that area. And as I also said, we're going to as you know, we're looking at our acquisition pipeline and continue to assess and the deals in the pipeline, and that's an area we would could deploy some cash and just as a reminder, right, on a year-to-date basis, we have spent around $15 million of shareholder return via dividends and share buyback. So far, I think given the uncertain environment and just overall lower expected earnings this in this fiscal year, we are going to remain prudent on our capital allocation strategy.

Great. And then the last one for me. In your prepared remarks, you made mention around a couple of client verticals. Financial services was mentioned, I believe you mentioned some of the geographic footprints around Northern Cal and versus the rest of North America and that kind of thing. So I could talk a little bit. Were there any other sort of areas that might be eventually things like pharma and health care and anything that kind of stood out any particular either positive or negative as far as leasing activity?

Yes, I'd say and this isn't new, but I'd say, as we've talked about before, you know, the health care industry overall is behind in terms of their digital transformation. And so we continue to see opportunity there. And as and there have been some big transactions in our client base that we're hoping to get work from in the pharma space. I see that as some green shoots coming up, financial services still around some regulatory remediation as there are a focus on consent orders and cleaning up, I think both compliance reporting, but also a lot of data issues in financial services, especially as you connect the front of the house to the back of the house. And there's still a lot of work to do because it's these huge financial banking environments. The systems are often very disparate, and there's still a lot of work ahead for these organizations and to address some of the problems. So we're staying very close to this client set and our financial services practice. I've been very pleased with their performance. And I see that that's continuing to strengthen a bit as we move through the rest of the fiscal year.

Thanks, and thank you very much.

Thank you. Mark.

Operator

Thank you. I would now like to turn the call back over to Kate Duchene for any closing remarks.

We'll again, I want to thank everyone for continuing your interest in RGP. We're working hard and we'll look forward to talking with you after the end of our third quarter. Thank you again, and happy new year.

Operator

Thank you for your participation and you may now disconnect.

Wed, 03 Jan 2024 22:13:00 -0600 en-US text/html https://finance.yahoo.com/news/q2-2024-resources-connection-inc-121308808.html
Advizex President C.R. Howdyshell Is Driving An Everything-As-A-Service Revolution

“We are seeing tremendous growth in our Everything-as-a-Service funnel,” said Advizex President C.R. Howdyshell. “These are customers that want us to run and manage their IT for them so they can focus on their business. Our brand as a company has been and will continue to be our technical excellence as an Everything-as-a-Service provider.”

ARTICLE TITLE HERE

When Advizex President C.R. Howdyshell was a 16-year-old high-school football player at Sistersville High School in West Virginia, he learned a valuable lesson about not quitting and doing what it takes to win.

Howdyshell remembers the principal of the small-town high school threatening to shut down the football program, and one player after another walking away after several lackluster years. But the head coach, Lou Nocida, and his assistant Bob Daquilante “Coach D”—who is Howdyshell’s son Drew’s godfather—refused to throw in the towel and let the team down.

With barely enough players to field a team, the two coaches drilled into the young men the drive, determination and commitment to not supply up along with a fierce will to win—even as the number of players dropped from 26 at the start of the season to just 12 players with an 0-8 record. The commitment to do what it takes to overcome insurmountable odds to win with just 12 players made a lasting impression on Howdyshell, who remains close to both coaches to this day.

[RELATED: Former CIO Superstar Kurt Schnieders Is Now Upping Advizex’s Services Game]

“Coach Nocida and Coach D taught us about being mentally tough, being committed and preparing,” Howdyshell recalled. “It’s not just saying it. It is doing it and preparing to do it with hard work. After going 0-8, we won that next road game by one point with just 12 guys.”

That mental toughness and will to win took the Sistersville Tigers team to an 11-1 season the next year. It also helped transform Howdyshell into one of the leading all-time rushers in Ohio Valley high-school football history and the Sistersville program into one of the top programs in the state. “That taught me about commitment,” said Howdyshell. “It taught me about life and doing what it takes to win.”

Howdyshell has taken that hard-earned grit, determination and commitment from his high-school and college football days and applied them to the business world and a 37-year career in technology solution sales.

Now president of the $200 million CRN Solution Provider 500 star Advizex, Howdyshell is taking the lessons from the grid iron to the technology sales trenches to remake Advizex into an Everything-as-a-Service powerhouse. The commitment and determination he took to heart as a high-school football player has been key to transforming Advizex into one of the leaders in the Everything-as- a-Service market.

“We can’t just say we are going to do Everything as a Service, we have to step back, get prepared and do what it takes to win,” said Howdyshell. “You have to be committed to the cause, committed to the team and committed to the strategy. And then you have to execute. You can’t just blow by and think it’s going to happen. You have to go help customers and be accountable. We have to compete and win against the big guys. We don’t need to be the biggest. We just need to be the best at what we do.”

Making Investments To Be The Best In Everything As A Service

Being the best in the Everything-as-a-Service market, said Howdyshell, means making big investments in talent to build out the managed services portfolio. That technology and sales talent has powered a dramatic increase in as-a-service revenue for Advizex with one big customer win after another, leading to a 27 percent increase in services sales in 2021. Among the most notable wins: a deal with $2 billion chemical manufacturer W.R. Grace & Co; a marquee deal with a genomic research startup that opted for a secure on-premises cloud service from Advizex rather than inking a deal with a public cloud provider; and a complex Epic medical records health-care deal with Mohawk Valley Health System of Utica, N.Y.

“We are seeing tremendous growth in our Everything-as-a-Service funnel,” said Howdyshell. “These are customers that want us to run and manage their IT for them so they can focus on their business. Our brand as a company has been and will continue to be our technical excellence as an Everything-as-a-Service provider. We have to be better than the companies we compete with and even the technical talent at the companies we work with or they don’t need us.”

Among the changes powering the Advizex transformation: the hiring of former L Brands and Dick’s Sporting Goods superstar CIO Kurt Schnieders as COO; the appointment of 29-year tech sales veteran Joe VanPatten as vice president of cloud consumption; and the exact addition of former Xerox executive and MT Business Technologies President Jeremy Wood as chief transformation officer.

Key to Advizex’s success is having business-outcome-focused discussions with IT leaders and CEOs, said Howdyshell. Those business discussions are eye-openers for IT and business leaders who are unaware of the on-premises pay-per-use cloud service models.

Howdyshell’s no-holds-barred bet is turning the heads of the bigger competitors that are scrambling to make the Everything-as-a-Service shift. Advizex, meanwhile, is on track to hit $70 million in recurring revenue services in 2022 as part of a march toward $100 million. “The energy of the organization is all coming together around this Everything-as-a-Service push,” he said. “They see what is happening in the market. Customers want this, and we have a head start over our competitors. We are accelerating and making the investments to be the leader in Everything as a Service.”

Among the areas where Advizex is seeing the biggest recurring revenue services gains are security services, cloud services, IT automation services, Microsoft services, VMware services, infrastructure monitoring and management, and on-premises cloud services with the HPE GreenLake pay-per-use cloud service. The success with GreenLake led to Advizex being named Hewlett Packard Enterprise’s U.S. As-A-Service Partner of the Year in 2021.

“We’re demonstrating really strong growth,” Howdyshell said. “The single bill and single point of accountability that we bring with an Everything-as-a-Service subscription model is resonating with customers. It lets our customers focus on running the business while we focus on running IT. This has changed the game for Advizex.”

That Advizex single point of accountability for complex secure cloud services is backed up by the 47-year-old company’s “Customers for Life” credo. “That Customers for Life philosophy is part of our DNA,” said Howdyshell. “This is not about doing what’s best for your customer once. It is about doing whatever it takes to keep that customer for life like funding a $50,000 fix for a customer that was caught in a crossfire between two vendors. It’s not words for us. It’s what we do.”

Managed Services Momentum Is Fueling Everything As A Service

Advizex’s momentum is being fueled by its long-standing managed services prowess, where profit has doubled over the course of the past year, said Advizex Chief Marketing Officer Matt Gaudio, who oversees the 74-employee managed services organization. “The world changed to this recurring revenue consumption model and it enabled our managed services offering to be front and center,” he said. “Now it is all coming together with the ability for us to provide a single monthly bill for customers for cloud, product and services. Our growth with net-new customers has been substantial over the last six months.”

But it’s not just net new customers—the Everything-as-a-Service charge has opened the eyes of longtime customers to the managed services portfolio, including Database as a Service (a 15-year Advizex crown jewel service that few MSPs have mastered), Infrastructure as a Service, Disaster Recovery as a Service and Help Desk as a Service.

One of Advizex’s biggest managed services wins came late last year when a 20-year Advizex customer—a consumer packaged goods company—inked a multimillion-dollar, multiyear Database- as-a-Service deal, said Gaudio. “They looked at our talent and realized that we had been doing this for years,” he said. “Even these very large historic customers are seeing the value that we are bringing to the table with our smart technical consultants and engineers. We are managing databases from the ground level all the way to the penthouse. We are doing clustering and segmentation, very high-end work. The value we can bring to customers is a no-brainer. They don’t have to find, hire or train people. We do all the work for them and are an extension of their business.”

Advizex’s long-standing technical excellence is the differentiator for the managed services business, said Gaudio. “We win customers over with how smart our consultants and presales teams are,” said Gaudio. “We are solving problems that customers don’t have the time or ability to get to. With the consumption model, customers see the technical excellence and the real value we are providing them. Customers know we can provide these as-a-service offerings with super, super technical talent. The value for customers is immense.”

The Advizex Everything-as-a-Service consumption model is “three steps ahead” of competitors, said Gaudio. “We have a little bit of a head start; we just need to continue to Boost our offerings and maintain our lead. We have to just continue to put the pedal to the metal and continue with the strategy that we have gone all in on.”

The Customer Benefits: A ‘Push-Of-The-Button’ Model

Customers like W.R. Grace are anxious to get out of the business of managing data centers so they can focus more on driving competitive advantage, said Advizex Vice President and Northeast General Manager Steve Kucker, a key executive helping drive the Everything-as-a-Service deals. “Customers want to manage the business—not the infrastructure,” he said. “It takes the risk out of IT for them and allows them to focus on making advances in the business. It turns IT into a business driver.”

That was certainly the case at W.R. Grace—which adopted the HPE GreenLake on-premises cloud service 18 months ago and has since then added 20 percent additional capacity on CPU and storage, SAP services and Disaster Recovery as a Service, said Kucker. In addition, the Advizex offering has allowed W.R. Grace to quickly add an acquisition to the as-a-service platform.

“We are running a complete IT as a service for them,” he said. “The great thing is with GreenLake they don’t have to come back for firmware upgrades, technology refresh, capacity planning, performance or scalability. We do all of that for them. It’s basically a push of the button for them for a change order.”

The on-demand consumption model has helped customers avoid supply chain issues because of the proactive capacity management planning that takes place with GreenLake, said Kucker. “The consumption model has allowed us to plan ahead of time on capacity, performance and scalability without supply chain issues,” he said. “We have foresight into what they are doing to avoid those issues. From a financial, operational and business perspective, there is not a better way to sell in the market today. Customers are very happy with this model.”

A ‘Land-And-Expand’ Services Advantage

Advizex has implemented a “land-and-expand” strategy to drive its wide and deep services offerings into customer organizations, said Advizex Vice President Dave Gibbons, a former EMC executive who joined Advizex nine years ago and now heads up the Ohio market. “Once we get in with a service, we just land and expand,” he said. “It comes down to the confidence and trust that CIOs and their teams have in Advizex to deliver and meet all their needs and requirements. We have reached a point where we get what service is all about and we do it well. It is our differentiator.”

One example of Advizex’s success is the services growth the company has seen from what started with a small Office 365 engagement with a Washington, D.C., mid-Atlantic bank. That initial services deal expanded to Microsoft Teams and Microsoft Active Directory on to a full-fledged disaster recovery and business continuity service. Most recently, Advizex has been given the green light to migrate the IT systems of multiple banks that were acquired by the customer. “What we have done with them is establish ourselves as one of their trusted advisers and go-to consultants,” Gibbons said. “Besides all the other services we have done, we are now doing a complete ServiceNow implementation for them. This is a multimillion-dollar services engagement.”

Advizex’s services success is a testament to the high-quality services consultants and teams in the trenches making a difference for customers, said Gibbons, a 40-year technology veteran. “It’s the consultants, services teams and troops that make us successful,” he said. “They are the face to our customers. You have to have people that are able to deliver for the customer.”

The Advizex services talent has been a critical differentiator with companies unable to find high-priced, top-notch technical talent in the midst of the pandemic and the great resignation, said Gibbons. “We are talking about people power,” he said. “This is not about product. This is about coordinating all of the services we have and complementing the entire IT staff of a customer to get things done faster and at the highest-quality level. I can go to each one of the services teams at Advizex whether it’s VMware, Microsoft or ServiceNow and have a plan that works for a customer. What this all comes down to is the confidence I have in our team’s ability to step up quickly and deliver high-quality services.”

The Everything-as-a-Service shift at Advizex is a tribute to Howdyshell’s ability to drive a cultural transformation at the company with a razor-sharp focus on business-outcome-based services from an elite team of technologists, said Gibbons. “C.R. has established a master plan for us,” he said. “Our team is executing on that plan. We are very nimble. We have the ability to make decisions quickly and deliver with high quality. That comes back to the technical knowledge we have and our people. It’s not a matter of us taking the hill, it is a matter of how fast we are going to take it.”

Opening The Door To Top-Notch Technology Talent

Howdyshell’s leadership has opened the door for the company to attract top-notch technology talent that has put Advizex into the Everything-as-a-Service fast lane, said Advizex Chief Technology Officer Chris Miller. “We have created an environment where smart people want to come in, join the team, and test out ideas,” he said. “CR is 100 percent behind that. The culture he has fostered is a big part of our success. It’s all about the culture and the people.”

Advizex is always on the lookout for top talent to add to the technology team, Miller said. “If we don’t have an open head count and we run across someone that we know is a rock star, we’ll pick them up. We’re not afraid to do that; that has paid off big time for us,” he said. “We are seeking people who can adapt and learn new approaches and new ways of doing things faster than the customer. Because if we are not smarter than the customer, then we are no good to the customer. Everybody on the team has that aptitude.”

One of the fastest-growing services areas is Advizex’s IT automation practice. Advizex’s automation business workshops for customers are aimed at identifying cost savings through IT automation and have led to a dramatic increase in automation deals, said Miller.

In fact, nine out of 10 times the Advizex automation workshops result in significant cost savings for the customer, said Miller. One midmarket customer deploying an Advizex automation solution for a VMware environment got a return on investment in a year with five-year savings of $500,000, said Miller. “We’re helping customers look at automation from a pure business-outcome- based standpoint,” he said.

The business-based workshops drill down on specific processes such as IT provisioning, carefully calculating the steps involved and how much time is spent on manual labor, said Miller. “We collect all the information and then we have a spreadsheet that calculates how long it takes for the process,” he said. “The math doesn’t lie.”

Those kinds of business-focused workshops are demonstrating to customers that business and IT are one and the same, said Miller. “IT is the business,” he said. “That gives us an advantage when we are talking to customers.”

Making Investments In Customers

Advizex Vice President Ed Pruett, who oversees the Southeast market, said he sees the Advizex model as a game- changer for customers. “Cloud is an experience, where that experience sits doesn’t matter, it can be on-premises, public cloud, hybrid,” he said. “Customers want everything wrapped around it in a service. We are saying everything can be wrapped into a service, we put it in place and manage it. That’s where we have an advantage. We can do it all, bundle all the products and services together and then manage it. It saves costs and man-hours for the customer. It lets customers make IT a part of the business. It lets IT be a profit center rather than a cost center.”

Pruett sees legacy enterprise licensing agreement renewals as a prime opportunity for the Advizex Everything-as-a-Service offering. “That gives us an opportunity to show customers how we can save them money, help them operationalize IT and make it predictive,” he said. “We can show the ROI. On top of that, we can manage it for the customer and let their IT team transform the business in a different way for IT.”

Ultimately, what separates Advizex from the pack of competitors is its talent and willingness to “invest” in its customers, said Pruett. Case in point: When a prospective customer had a backup issue, Pruett sent one of the company’s top technologists —nationally renowned for her backup expertise—who worked for two weeks at no charge to the customer to fix the problem. “She fixed everything,” he said. “She blew the socks off the customer with her technical knowledge. Our engineers are some of the smartest people you will ever meet. The guys and gals we have on our teams are like unicorns. That is unique. I would put our technical talent against anybody’s. I don’t care who it is.” In another case, Advizex pulled a piece of IT equipment from its own lab for a customer who couldn’t afford a replacement, said Pruett.

It’s those kinds of investments in customers that have led to astronomical sales growth for Advizex since Pruett began heading up the Southeast region five years ago. “Customers know if they are in trouble and need something, we will be there for them,” he said. “We invest in our customers. We do it all the time. We take care of our customers. There is a difference between a partner and a vendor. We are a partner.”

Ensuring Customers Don’t Get Walloped By High-Priced Public Cloud Bills

Advizex’s ability to provide much-needed cloud expertise around private, public and hybrid cloud has been key to the company’s success, said Joe Clarke, director of cloud architecture at Advizex. He pointed to a disaster recovery and backup solution for a financial company on a tight budget that incorporated both on-premises and cloud backup, ultimately saving the customer hundreds of thousands of dollars in cloud charges.

Advizex’s cloud expertise has been key to making sure that customers don’t get walloped by unexpectedly high-priced public cloud bills—no small matter in a high-stakes digital transformation market where some CIOs have moved lock, stock and barrel to the cloud and then been hit with higher-than-expected bills.

“Understanding the vantage point of customers is what separates us from our competitors,” said Clarke. “It is understanding their problems. We hear their problems—not just technical problems, but business problems. It is understanding they have business goals they are trying to reach and seeing the business from their perspective. We listen to customers. Before I came to Advizex, I was a customer. I will never forget my experience as a customer working for a bank and hospital.”

Advizex’s technology vision with an eye toward identifying game-changing technology services has also been key to the Everything-as-a-Service transformation, said Joseph Mixon, an automation architect at Advizex. “Somebody has to have that vision and leadership to see where the puck is going, to be able to get there ahead of time,” he said. “That’s what we do. You have to know what the customer is going to ask for before they need it. We have that vision. That starts at the top of our organization.”

The cloud and automation teams are focused on making IT as seamless and simple for customers as clicking a button, said Mixon. “Everybody knows they need cloud and automation, but nobody knows how to get there,” he said. “That’s where we step in. We help customers down that path. We lock arms with the customer, take a look at where they are at and what are their business objectives and then we supply them a road map to get where they need to go.”

Doing What It Takes To Win

As Howdyshell pushes Advizex to do what it takes to capture the burgeoning Everything-as-a-Service opportunity, he sometimes finds himself reflecting on just how critical the lessons he learned on the Sistersville Tigers football team are to the business challenges he faces today.

“It all comes down to that small town, Sistersville, West Virginia, where we went from almost dropping football to the highest winning percentage in the country,” he said. “It’s the same thing in business. It’s the same thing with Everything as a Service. No. 1, you have to be committed. We are committed. No. 2, you have to execute. We are executing. No. 3, you have to be committed to win. We are three for three.”

Winning that high-school football road game by just one point with only 12 players was a pivotal moment in Howdyshell’s life. The offensive scheme for one of their games—referred to as a “raindrop offense”—required him to run the ball nearly every play. Howdyshell ran the ball 53 times in the game—at that time a state record. “We did what we had to do to win,” he said.

After that losing season, the players who returned for the next year went 10-0, (11-1 with playoffs). After that, the Tigers were in seven straight West Virginia Class A football championships (and won five of them). “Over time, people realized if you were going to play football here you had to be serious,” Howdyshell said. “They respected the coaches’ commitment. People knew we were going to do what it takes to win. That’s the best lesson in life I could ever have received and I owe that to Coach Nocida and Coach D.”

Howdyshell feels the same kind of energy and excitement that he did as a standout at Sistersville High School as he drives the Advizex Everything-as-a-Service transformation. “The team understands Everything as a Service and how important it is,” he said. “I couldn’t be more energized about the company and what we are providing our customers. We have an opportunity to take this straight up and accelerate like it’s a rocket booster.”

Although he is heartened by the gains Advizex has made, Howdyshell is determined not to let up. “What C.R. really stands for is ‘Can’t Rest and Can’t Relax,’ because the lead we have can go away,” he said. “That goes back to the energy we have at Advizex. You can’t look behind you. You have to keep looking ahead. We know what it takes to win and are willing to do what it takes to win. We have the team to make this happen.”

Fri, 04 Feb 2022 02:49:00 -0600 text/html https://www.crn.com/news/cloud/advizex-president-c-r-howdyshell-is-driving-an-everything-as-a-service-revolution
Operational Guidelines for the Implementation of the World Heritage

Usually referred to as simply the Operational Guidelines, these help to explain the implementation of the Convention. They include procedures for:

  • inscription of properties on the World Heritage List and the List of World Heritage in Danger;
  • protection and conservation of World Heritage properties;
  • granting of International Assistance under the World Heritage Fund;
  • mobilization of national and international support in favour of the Convention.

The Operational Guidelines are periodically revised to reflect the decisions of the World Heritage Committee. The current version of the guidelines can be found at http://whc.unesco.org/en/guidelines/.

Fri, 14 Apr 2023 21:23:00 -0500 en text/html https://whc.unesco.org/en/faq/324
Valerie Strauss

Reporter covering education, foreign affairs

Education: Bachelor's degree: University of Miami. Master's degree: Northwestern University

Valerie Strauss covers education and runs The Washington Post's long-running Answer Sheet blog. She sees the education beat broadly and writes about the practice, politics, sociology and psychology of it. She writes her own pieces and publishes on her blog the work of students, teachers, parents, researchers and others to offer readers views other than hers. She has, over the years, covered and investigated education issues on the local, state and federal levels, as well as pre-K-12 and higher education and public and private schools. She has attempted to hold policymakers accountable during b

Fri, 14 Aug 2020 07:04:00 -0500 en text/html https://www.washingtonpost.com/people/valerie-strauss/
ISG to Publish Reports on ServiceNow Partner Ecosystem

 ISG to Publish Reports on ServiceNow Partner Ecosystem

 Upcoming ISG Provider Lens™ reports will evaluate providers of consulting, implementation and ongoing support services for ServiceNow platform deployments

Information Services Group (ISG) (Nasdaq: III), a leading global technology research and advisory firm, has launched a research study examining the extensive ServiceNow ecosystem of partners working with a growing number of enterprises to transform siloed business processes for improved workflows.

The study results will be published in a comprehensive series of ISG Provider Lens™ ServiceNow Ecosystem Partners reports, scheduled to be released in April 2024. The reports will cover companies offering services for consulting, implementing, integrating and providing managed solutions utilizing the ServiceNow platform.

Enterprise buyers will be able to use information from the reports to evaluate their current vendor relationships, potential new engagements and available offerings, while ISG advisors use the information to recommend providers to the firm’s buy-side clients.

ServiceNow is growing rapidly, demonstrating the platform’s ability to meet customer requirements. Enterprise customers are optimizing efficiency by embedding technology components, and service providers are crafting tailored, intelligent workflow solutions to propel businesses forward, adopting ServiceNow capabilities to develop bespoke solutions catering to the needs of vertical industries.

"Strategic partnerships driving solutions amplify ServiceNow's trajectory in workflow engineering,” said Jan Erik Aase, partner and global leader, ISG Provider Lens Research. “Through these collaborations, the integration of GenAI and machine learning enhances predictive analytics, propelling enterprises towards more efficient and intelligent operations."

ISG has distributed surveys to more than 190 ServiceNow service providers. Working in collaboration with ISG’s global advisors, the research team will produce three quadrants representing the ServiceNow services the typical enterprise is buying, based on ISG’s experience working with its clients. The three quadrants are:

  • ServiceNow Consulting Services, evaluating providers that help customers design roadmaps to use ServiceNow as an integrated “platform of platforms” for major enterprise business operations, IT services, Environment, Sustainability and Governance (ESG) and integration with governance, risk and compliance (GRC) and security policies.
  • ServiceNow Implementation and Integration Services,assessing providers that can implement ServiceNow and integrate it with other applications in complex enterprises without adding to an organization’s internal complexity. These providers require expertise in system architecture, low/no-code development and thorough understanding of AI and ML.
  • ServiceNow Managed Services Providers, covering providers that maintain and support the ServiceNow platform with monitoring, remote support and centralized management functions. Key capabilities include extensive experience with ServiceNow’s Now platform, workflows, third-party applications, integrators and accelerators and continuous evolution.

Geographically focused reports from the study will cover the global ServiceNow market and examine products and services available in the U.S., Brazil, Europe and Australia. ISG analysts Ashwin Gaidhani (Europe), Phil Hassey (Australia), Sidney Nobre (Brazil) and Tapati Bandopadhyay (U.S.). will serve as authors of the reports.

A list of identified providers and vendors and further details on the study are available in this digital brochure. Companies not listed as ServiceNow services providers can contact ISG and ask to be included in the study.

All 2024 ISG Provider Lens™ evaluations feature expanded customer experience (CX) data that measures actual enterprise experience with specific provider services and solutions, based on ISG’s continuous CX research. Enterprise customers wishing to share their experience about a specific provider or vendor are encouraged to register here to receive a personalized survey URL. Participants will receive a copy of this report in return for their feedback.

About ISG Provider Lens™ Research

The ISG Provider Lens™ Quadrant research series is the only service provider evaluation of its kind to combine empirical, data-driven research and market analysis with the real-world experience and observations of ISG's global advisory team. Enterprises will find a wealth of detailed data and market analysis to help guide their selection of appropriate sourcing partners, while ISG advisors use the reports to validate their own market knowledge and make recommendations to ISG's enterprise clients. The research currently covers providers offering their services globally, across Europe, as well as in the U.S., Canada, Brazil, the U.K., France, Benelux, Germany, Switzerland, the Nordics, Australia and Singapore/Malaysia, with additional markets to be added in the future. For more information about ISG Provider Lens research, please visit this webpage.

A companion research series, the ISG Provider Lens Archetype reports, offer a first-of-its-kind evaluation of providers from the perspective of specific buyer types.

About ISG

ISG (Information Services Group) (Nasdaq: III) is a leading global technology research and advisory firm. A trusted business partner to more than 900 clients, including more than 75 of the world’s top 100 enterprises, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,600 digital-ready professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com.

Press Contacts:

Will Thoretz, ISG
+1 203 517 3119
will.thoretz@isg-one.com

Julianna Sheridan, Matter Communications for ISG
+1 978-518-4520
isg@matternow.com

View source version on businesswire.com: https://www.businesswire.com/news/home/20231128344098/en/

Tue, 28 Nov 2023 01:04:00 -0600 en text/html https://www.morningstar.com/news/business-wire/20231128344098/isg-to-publish-reports-on-servicenow-partner-ecosystem
Resources Connection, Inc. (NASDAQ:RGP) Q2 2024 Earnings Call Transcript

Resources Connection, Inc. (NASDAQ:RGP) Q2 2024 Earnings Call Transcript January 3, 2024

Resources Connection, Inc. beats earnings expectations. Reported EPS is $0.1444, expectations were $0.11. RGP isn't one of the 30 most popular stocks among hedge funds at the end of the third quarter (see the details here).

Operator: Good afternoon, ladies and gentlemen, and welcome to the Resources Connection, Inc. Conference Call. Currently, all participants are in a listen-only mode. Later, we will conduct a question-and-answer session and instructions will follow at that time. As a reminder, this conference call is being recorded. At this time, I would like to remind everyone that management will be commenting on results for the second quarter ended November 25, 2023. They will also refer to certain non-GAAP financial measures. An explanation and reconciliation of these measures to the most comparable GAAP financial measures are included in the press release issued today. Today's press release can be viewed in the Investor Relations section of RGP's website and filed today with the SEC.

Also during this call, management may make forward-looking statements regarding plans, initiatives and strategies and the anticipated financial performance of the company. Such statements are predictions, and actual events or results may differ materially. Please see Risk Factors section in RGP's report on Form 10-K for the year ended May 27, 2023, for a discussion of risks, uncertainties and other factors that may cause the company's business results of operations and financial condition to differ materially from what is expressed or implied by forward-looking statements made during this call. I'll now turn the call over to RGP's CEO, Kate Duchene.

Kate Duchene: Thank you, operator. Good afternoon and Happy New Year. Thank you all for joining us today. In Q2, we delivered solid performance across the enterprise despite a macro environment that continues to be sluggish and uncertain. This quarter can be characterized by green shoots and continued tenacity. Again, we have shown well with respect to engagement extensions and client retention, and our pipeline finished the quarter strong. As we shared last quarter, new project initiation has been slower to materialize and opportunities have pushed to the new calendar year. On revenue, we performed in the stronger half of our guidance range while also continuing to deliver strong cash flow this fiscal year. On SG&A and therefore, adjusted EBITDA, we've well exceeded our expectations as we continue to remain disciplined on cost in this environment.

Our balance sheet remains pristine. During Q2, Veracity delivered sequential revenue growth, earning new business from the sustained appetite for digital transformation services and capabilities. We also expanded Veracity's digital presence across the Asia-Pac region through the acquisition of CloudGo, a digital transformation firm and elite ServiceNow partner. We're excited about this acquisition, the exceptional talent this adds to our company and we are already beginning to see synergies between Veracity and CloudGo. The Northern California market, which I had mentioned last quarter, also grew sequentially. And again showing positive movement in the tech sector after more than a year of decline. Regional performance in rest of North America reflected the overall choppy operating environment with clients remaining cautious about new spend until there is greater clarity around interest rates and economic direction.

Our Mexico, India, Philippines and Switzerland practices all grew both sequentially and year-over-year as we delivered major projects for large strategic clients. Our pricing initiative in the U.S. is progressing well with a 1.3% increase in bill rate year-over-year. As you'll hear more from Jen in a moment, Europe showed even stronger improvement in pricing. Turning to our operational metrics. We're pleased that the pipeline remains steady through the quarter. And in post quarter December, more extension opportunities in the pipe were converted into close one engagements. In Europe, pipeline grew throughout Q2 as clients engaged in planning discussions for 2024 and pent-up demand around technology transformation and transaction support moved to the forefront.

Our Asia-Pacific business, particularly in India and the Philippines continue to show demand strength from our large global clients as they increasingly move more activity to offshore global business service centers. Across all geographies, we're experiencing an uptick in in-person client meetings, which is a positive indicator that clients are engaging and planning for projects to get underway in the new calendar year. Given the areas in which we're seeing consistent and rising demand for professional services, especially digital transformation and cloud technology support we believe we are well positioned to capture market share in 2024 and beyond. As mentioned last quarter, we closed more business related to cloud ERP implementations and optimization.

Our pipeline is heavy with opportunity at large and middle market companies to implement and unlock the value of technology and prepare for the implementation of AI with improved data governance and business process standardization. This is exactly the type of work for which RGP shines and can deliver significant value. In our financial services practice, we see rising demand for regulatory remediation, another area of strength for RGP. In health care, we've built an offering to support revenue cycle optimization and claims reimbursement capture and our large provider client base. These opportunities are significant longer term and allow us to get deeper into our A+ client set, which creates cautious optimism that revenue conversion will Boost in 2024.

During Q2, we completed additional research around client decision-making to help us prepare for what's next. We pulled 1,000-plus leaders from companies with at least $1 billion in revenue to understand what's on the agenda and how our capabilities line up to that need. We found that transformation initiatives are a priority as large organizations are taking on an average of $21 million-plus transformation initiatives this year alone. They also report finding the right skill sets for critical transformation initiatives has become more complicated in an ever more disrupted world. Our research further uncovered that a hybrid workforce strategy that blends internal talent with skilled outsiders enables company to realize competitive advantages by building constant transformation into their core DNA.

We refer to this approach as the dynamic workforce model, and we believe it is becoming increasingly more prevalent in business today. Adoption of the dynamic workforce model is being accelerated by transformation overload as our research uncovered that only four in 10 organizations reported they had enough internal talent to staff all their planned initiatives. This research matches with the Manpower Group Employment Outlook Survey reported in December. In that survey, which included an even bigger pool of 40,000 plus employers across 41 countries 75% of respondents reported they're struggling to find the skill sets they need. These skills shortages have wide-ranging impacts on transformation initiatives, ranging from project delays, missed critical goals and more difficulty in achieving operational change.

Thus, based on our research, the proportion of outside talent on transformation teams grew to 45% in 2022 and is expected to reach 48% this calendar year. Connecting this research to our business model, we are highly encouraged. The global pandemic proved once and for all that highly skilled talent can collaborate effectively regardless of location or FTE status. C-suite leaders recognize the power of hybrid talent models, and we're seeing more CEOs and CFOs work with HR leaders to adjust talent strategy accordingly. The talent side of the equation is equally embracing these ships. Expert talent is actively choosing to pursue their professional passions in a more independent way. In fact, we've consistently seen our retention rates increase in exact years, now even exceeding those reported by the traditional partnership models.

The choice, transparency and control and client engagements, we offer our consultants is a key differentiator. These attributes also serve to create a client experience that is differentiated for the good. Experts who choose their projects feel more empowered, engaged and committed to the client's success. In short, we may have been ahead of our time when we launched the first agile professional services business model 20 plus years ago when we spun off from Deloitte. We are now emboldened to see that today's clients and talent and like are eager to embrace what we have built and perfected. Our focus for the rest of the fiscal year is on the execution of three strategies: First, we will continue our diversification path, expanding consulting services, especially in digital and technology transformation.

As we have earned trust with our clients, they have asked us to deliver more strategic advice, including assessments, tools, methodologies and expert talent. We acquired Veracity in 2019 and the start of this strategy, and it has been a successful combination. We most recently added CloudGo to continue the expansion of this strategy globally. We will also continue to scale such targeted consulting services with our Agile Expert business. Second, we will execute our talent strategies to build in-demand pools of talent around the world that can be used to quickly assemble blended delivery teams. These teams can be built to grow our consulting assets faster and we'll Boost our win rates by offering clients blended rates and intellectual arbitrage.

An elderly couple consulting with a financial advisor on their retirement investments.

We've established two centers of excellence this year in Manila and India and have made good progress in growing these talent hubs. Finally, we will continue to push forward our technology transformation initiative to drive even greater operational efficiency and financial performance as one global enterprise. We'll soon launch the first wave of the technology transformation initiative benefiting our global talent function. We're excited that this enhanced software will Boost our supply and demand match and enhance our global service to our clients. Jen will share more detail in her remarks. In sum, we're working hard throughout our organization to close every business opportunity with creativity and grip. At the same time, we are retaining the best consultants and improving operations with streamlined process, improved technology and global connectivity.

The macro environment is not easy, and far from standing still, we are aggressively optimizing our business to quickly capitalize when conditions Boost and to deliver long-term value. We have what business needs today. I'll now turn the call over to Jen.

Jennifer Ryu: Thank you, Kate, and good afternoon, everyone. This quarter, we achieved $163.1 million of revenue, which was in the upper half of our outlook range provided in October. Our run rate SG&A of $47.4 million was significantly better than the favorable end of our run rate SG&A outlook of $53 million to $55 million. Notwithstanding an uncertain macro environment, we produced solid adjusted EBITDA of $16.1 million or 9.8% adjusted EBITDA margin and have delivered $54 million of free cash flow in the last 12 months. On a same-day constant currency basis, revenue declined by 19% year-over-year as our clients continue to be cautious with the pace of spending in the face of the uncertain macro conditions. Regional performance was reflective of the overall environment.

In North America, although certain pockets such as Northern California, Atlanta and Veracity have started to show signs of recovery compared to the beginning of the fiscal year. Many major markets were still affected by the broader economic environment. Our Europe and Asia-Pacific regions performed relatively better with more modest declines of 9% and 10% year-over-year on a same-day constant currency basis. Markets such as Switzerland, India and the Philippines grew over the prior year quarter as well as sequentially, primarily attributable to project opportunities with our large strategic clients. Operationally, our growth pipeline remained resilient during the quarter, while the velocity of converting new opportunities in the pipeline to actual engagement remains slow, extensions on existing engagements have been healthy.

Our solid pipeline suggests that demand, in fact, exists, and it's a matter of when, not if clients will move forward with the execution of their initiatives. These opportunities represent real upside for our business as macro conditions improve. Gross margin in the quarter was 38.9%, reflecting a heavier mix of business in Europe and Asia-Pacific, which typically carry higher pay bill ratio compared to North America. Gross margin in the second quarter also reflected a 90 basis point adverse impact from the spike in health care costs. As a sponsor of a self-insured medical program, we know the number of medical claims can spike from time to time. But in general, we do not believe the trend this quarter is indicative of our health care costs in the foreseeable future.

Next, I want to provide an update on our pricing initiative. We're seeing more competitive pricing pressure in the current environment, even against this backdrop, our U.S. average fill rate rose more than 1% compared to the second quarter of fiscal 2023, and Europe was up 5% on a constant currency basis. Average bill rates in both regions also improved on a sequential basis from Q1. However, due to the shift in revenue mix to regions with lower bill and pay rates enterprise average bill rate for the quarter was $121 constant currency, down from $128 a year ago, while the average pay rate was $58, down from $60 a year ago. Strategic pricing will be a continued point of emphasis and expansion for the rest of fiscal '24 and beyond. Turning to SG&A.

Our run rate SG&A expense for the quarter was $47.4 million, which, as I noted, was significantly better than our outlook range. Variable compensation expense was favorable in the second quarter, aligning with the company's overall financial performance this fiscal year. In addition, the reduction in force we executed at the start of the second quarter contributed approximately $2 million of SG&A savings in the quarter. Restructuring costs associated with this effort was $2.3 million, and we expect $10 million to $12 million of annual savings on a go-forward basis. Effective tax rate this quarter was 43%, largely attributable to an outsized amount of stock option expirations and the capitalization of acquisition costs for tax purposes. Turning to liquidity.

We're proud of our ability to continue to generate robust free cash flow despite the macro environment. We distributed $4.7 million of dividends during the quarter and repurchased $5 million worth of common stock at a weighted average price of $14.13 per share, leaving $45 million available in our share repurchase program at quarter end. Pursuant to our stated strategy to expand our digital consulting business, both organically and inorganically, on November 15, we closed the acquisition of CloudGo, a digital transformation firm and an elite ServiceNow partner in the Asia Pacific region. CloudGo's strategic capabilities and regional positioning will play a key role in our growth plan. together with Veracity, this combination will position us better to support our clients globally.

Initial cash consideration of $7.7 million was paid during the quarter while remaining consideration of up to $12 million will be determined by CloudGo's performance against a set of target performance metrics over a two-year earn-out period. CloudGo did not contribute significant revenue or EBITDA to our second quarter results. We ended the fiscal quarter with $95.8 million of cash and cash equivalents and zero outstanding debt, with total available financial liquidity of $269 million at the end of the second quarter, our capital allocation will be focused on investing in the most impactful areas of the business, including completing our technology transformation project and continuing to pursue a disciplined M&A strategy to accelerate long-term growth and profitability while continuing to return cash to shareholders through dividends and by opportunistically repurchasing shares.

Now let me provide an update on our technology transformation project. We have made tremendous progress and plan to go live with a set of new talent management and contract management systems in North America during the third fiscal quarter, followed by our financial systems go-live planned for later in the calendar year. The new platforms will not only Boost the efficiency of our business processes and enhance data visibility for better decision-making, they will also provide a much more favorable experience for our clients, consultants and employees. We incurred $4.4 million of implementation costs in the quarter, of which $2.8 million was capitalized with the remaining $1.6 million included as non-run rate operating expense. I'll now close with our third quarter outlook.

While it has certainly been a challenging year, we are encouraged that our weekly revenue has been stable over the last 13 weeks. We expect the pace of revenue conversion from opportunity to close to remain sluggish in the third quarter. After giving effect to the holiday impact in Q3 and including CloudGo, we project revenue to be in the range of $150 million to $155 million. Gross margin in Q3 will be compressed by the typical seasonality during the holidays, including the reset employer payroll taxes at the start of the new calendar year as well as the current global revenue mix with a higher proportion of revenue coming from Europe and Asia Pacific. We estimate gross margin in Q3 to be in the range of 35.5% to 36%. We expect our run rate SG&A expense to be in the range of $51 million to $53 million, which includes CloudGo's SG&A expense and again, reflects the increase in employer payroll taxes at the beginning of the calendar year.

Non-run rate and noncash expenses for the third quarter will consist of approximately $2 million of technology transformation costs and $3 million of stock compensation expense. In closing, while we acknowledge the headwinds presented by the prolonged market uncertainty, we also see compelling opportunities ahead as macro conditions start to recover. And we're ready to execute and excited about our business model and long-term outlook. With a durable variable cost model, a pristine balance sheet and ample liquidity, we believe we are well positioned to continue driving long-term value creation for our shareholders. This concludes our prepared remarks, and we now will open the call for Q&A.

See also 11 High Growth Low Debt Stocks to Buy and 12 Best Artificial Intelligence Stocks To Buy for 2024 According to Financial Media.

To continue memorizing the Q&A session, please click here.

Wed, 03 Jan 2024 15:50:00 -0600 en-US text/html https://finance.yahoo.com/news/resources-connection-inc-nasdaq-rgp-135027743.html




Servicenow-CIS-RC basics | Servicenow-CIS-RC approach | Servicenow-CIS-RC PDF Download | Servicenow-CIS-RC testing | Servicenow-CIS-RC student | Servicenow-CIS-RC questions | Servicenow-CIS-RC exam contents | Servicenow-CIS-RC questions | Servicenow-CIS-RC mock | Servicenow-CIS-RC benefits |


Killexams exam Simulator
Killexams Questions and Answers
Killexams Exams List
Search Exams
Servicenow-CIS-RC exam dump and training guide direct download
Training Exams List