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Hi, I am Steve Collins.

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I'm a solution architect and delivery lead

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with Deloitte, and I'm joined today by

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Raffaello Petracchi, TD Bank,

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Executive Product and Technology Owner.

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Raff, you and I worked together on the

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HR help desk program, and that was a

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big one for the bank and retrofitting

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some of their HR technologies.

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Can you share a little bit around

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what we accomplished together and

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sort of how the program got started?

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Yeah, absolutely.

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You know, really for us it was a

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key foundational component of our HR

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transformation journey, recognizing that

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we were really on vintage technology.

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We were really moving from somewhere

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where colleagues had a really static

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engagement model, and then our back

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office HR teams didn't actually

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have the workflow tools that they

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needed to successfully manage cases.

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And so it became critically important for

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us as we move forward as an organization

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to upgrade that and to create a modern

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technology experience and make it a

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seamless experience for our colleagues.

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Often when we do programs like

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this on ServiceNow, we have a

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technology centric approach.

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I think we did a pretty good job

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of having our HR technology teams

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represented, but also bringing in the

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right key players for the business.

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How do you think that made us successful

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as part of our journey together?

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I think it was a deliberate strategy to

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really make sure that not only do you

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want to have our strong implementation

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partner, which was Deloitte, which was

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fantastic, but also making sure that we

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had our technology team, but then making

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sure that the business was actually

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really engaged all the way along.

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It wasn't going to be enough just

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to contribute high level business

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requirements and then kind of disappear.

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We really needed them to be

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along with us for the journey.

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Being there to make the appropriate

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decisions and trade-offs on experience

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versus implementation time versus scope.

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And in order to do that, you

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really need an integrated team.

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So that meant team members from our

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advice business as well as from our

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contact center to really dig into

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the problems that we were surfacing

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as we were going through the

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implementation, and then collectively

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finding a solution to move forward.

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We had a lot to undertake in only

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10 months and we approached almost

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a thousand requirements together.

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Can you share a little bit about how we

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kind of pared that back and made sure we

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sort of balanced what the business needed

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with what the technology was capable

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of and where we had to deliver within?

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It was super helpful to have your teams

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support as we were going through this,

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really helping us to appropriately

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size the work and the scope.

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Then within that it's about really

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making sure that you're driving down

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and having those right trade-off

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conversations around scope and the impact

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of adding scope and complexity on the

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full development opportunity and then

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being clear with the business, which

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I think we did a really good job of

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playing back to them, the trade-offs,

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the design decisions, what that was

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going to do ultimately for the platform.

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And then making a decision,

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recognizing the impact that

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allowed us to move with speed.

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It allowed us to move with

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quality and ultimately guaranteed

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the success of the program.

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Now that we've been live

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for about six months.

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I think sustainability and

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capabilities within the bank

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were an important focus for you.

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Can you share a little bit around

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your approach to sustainability and

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sort of sustainment for the bank and

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how you've seen that pay dividends

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now as you approach new programs?

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I think oftentimes when you do these

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types of large scale transformations,

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moving through the next phase is always

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a challenge and difficult, largely

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because the implementation teams roll

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away, and so you need to have somebody

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there to pick up the, I don't wanna say

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the pieces, but you wanna pick up

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the work as you go forward, right?

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And so what does that mean?

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It means you need a fully functioning

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team ready to catch the work.

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People who are on the program

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were easily transitioned into new

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roles, giving them security and

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stability as they move forward.

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We built capabilities as we

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were moving through the program.

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Having that foundation allowed us

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to create an infrastructure for the

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sustainment model, to be successful.

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We had the people, the know-how,

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and the financial support to kind

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of create the structure of the pod

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to be able to move work forward.

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And that also allowed us to successfully

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move forward with the Washington release,

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defect remediation that was left over

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from the start of the program, and

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then finally move into the most recent

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release, which was Xanadu for us.

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That was all laid out because we

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had a strong transition foundation.

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As we've been exploring Knowledge

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together and seeing all the new

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features and functions that are coming,

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anything catch your eye in terms

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of what's coming next for the bank?

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It's pretty hard to get

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away from AI and Agentic AI.

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It's clearly a game changer and so at

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TD we've gotta figure out how do we

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enable this technology and enable it in

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a way that moves quickly and with speed.

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So for us, the real focus is going

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to be continue to prioritize enabling

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features that we didn't turn on as part

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of the first implementation, and then

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quickly transition to how does Agnetic

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AI or Generative AI actually help us

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deliver a better experience for frontline

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colleagues, but also for our back office

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teams that support 90,000 employees.

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Thank you very much for the time today

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Raff I'm excited to see what comes next

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for the HR help desk and Ask HR at TD.

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Thank you.

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Thanks.