Podcast: “Robots and automation deliver better human experience”

seth adler
Posted: 01/08/2018

Robotic process automation is fundamentally about providing better customer service, said Western Union Processing’s Vytis Ciemnolonskis

RPA customer service hero
Photo by QuickOrder on Unsplash

Thinking, planning and evaluating are important in the automation journey, but it’s just as important to get started, said Vytis Ciemnolonskis, director of digital operations at Western Union Processing in Lithuania.

In this episode of The AI Network Podcast, Ciemnolonskis joins host Seth Adler to share the impact of management buy-in and executive sponsorship on the outcomes of automating. After a quick proof-of-concept with a result that proved the power of automation, Ciemnolonskis said the focus has been delivering for customers.

“We want to really deliver human experience,” he said. “Robots and automation help to deliver better human. For example, when a refund takes place—with the help of RPA—it happens faster, sooner [resulting in] shorter queue times.”

“The end customer, he or she definitely sees the impact sooner. The same way he or she would get that service from a human.”

Listen along as Adler and Ciemnolonskis discuss the role of RPA in growth and innovation, why a pilot phase is critical, and how to secure executive sponsorship.

Listen in: 

[transcript]

Speakers:

Seth Adler – host

Vytis Ciemnolonskis – guest

Seth Adler: From Western Union, Vytis Ciemnolonskis. First some supporters to thank and thank you for listening. This episode is supported by the AIIA Network. The AI and Intelligent Automation Network is an online community focused on building the intelligent enterprise. Content covers a broad range of issues including digital disruption and transformation, task and robotic process automation, augmented intelligence, machine learning, and cognitive computing. Our goal is to help business apply these technologies, and build the intelligent enterprise of the future. Go to aiia.net to join.

This episode is also supported by RPA and AI Week 2017. The world decision makers and doers in process excellence and shared services meet in London this November, to collaborate on the direction of task automation and augmented intelligence, share best practice, and discover strategies, tactics, and initiatives, which industry leaders are already implementing for business success; 2017 is our second year of bringing this growing and exciting industry together. Go to rpaandaisummit.com for more.

The Director of Digital Operations for Western Union Processing in Lithuania, Vytis Ciemnolonskis joins us from the BFSI, RPA and AI summit in London, where he shares that thinking, planning, and evaluating are important, but it's just as important to get started. He and his team were lucky in having a true executive sponsor. They did a quick proof of concept, took a vendor, a developer, an SME, and got result that, in fact, proved that the process in question could be automated. The robot could do a sequence of activities and provide a tangible result. From there, they went through a selection process to find an impactful process for the pilot.

Vytis found that at the pilot phase, the team was excited by the actual deliverables being undertaken by the bot, and from there they were off and running.

Welcome to the AI and Intelligent Automation Network on B2BiQ. I'm your host, Seth Adler. Download episodes on AIIA.net or through our app in iTunes, within the iTunes Podcast app, in Google Play, or wherever you currently get your podcasts.

Vytis Ciemnolonskis.

Vytis C: Ciemnolonskis?

Seth Adler: Ciemnolonskis.

Vytis C: Very nice.

Seth Adler: All right. We'll see if I get it afterwards. But Vytis, you're from Lithuania.

Vytis C: Yes, I am.

Seth Adler: You ran a workshop yesterday. Your colleague is Ricardo Badillo, a gentleman that we've had on, I think, maybe in another channel. Why do you guys understand this automation thing so well? Why are we doing so well in automation with Western Union? What are your thoughts?

Vytis C: I think we're in the journey already. So there was a thought, repeating thought, actually, in the conference that you just need to start doing. And we started doing several years ago, and I think this is the key factor. Unless you start doing, you don't have a good experience.

Seth Adler: Yeah. It's good to evaluate. It's good to analyze. But then there's the analysis paralysis; right? This is not something from which you suffer; right?

Vytis C: Yes. Exactly. I think a lot of companies, they think, plan too long. Then there is finance, which starts questioning, and paperwork. It's very important just to get started.

Seth Adler: So, how were you able to justify. You bring up finance. We've got to justify it to finance; right? We've got to do it.

Vytis C: Absolutely.

Seth Adler: Right? So, I think that you had help from the top. Right? The top was bought in, but share how this did, in fact, just start doing. You know, you can't just start doing. How, in fact, did you do it?

Vytis C: What we did, we actually, we are very lucky having a really good executive sponsor. His name is Lenny. He runs global operations in [inaudible] Actually, he has encouraged just, you know, to get started. And the way we got started is we did a quick proof of concept, really quick. We took one vendor. We took a couple of days. We put SME. We put developer, and we got a result, which proved that the process can be automated, the robot can do a sequence of activities, and we can have a tangible result.

Seth Adler: Sounds like it was simple, not customer facing, you know, pretty low risk.

Vytis C: Absolutely, yes.

Seth Adler: Okay.

Vytis C: It was not enterprise process ready for deployment.

Seth Adler: No, no.

Vytis C: We just had in a safe environment and, actually, this was a good start.

Seth Adler: Point to it. Look, it works. Next step. What was the next step?

Vytis C: Next step, okay, it's shall we do a pilot, which would be already deployable process, which would do real work with tangible benefits. And we started a selection process. We wanted also to have pretty durable process so we could proof in a quick way, like four, five weeks, four to eight weeks. But at the same time pretty impactful. So when we talk about the funding, when we talk about RI, then we can have a really nice business case.

Seth Adler: Right. It's durable. Fantastic. It's impactful. Look how much we can save? And then finance starts to raise the eyebrow; right?

Vytis C: Yes. Maybe not at this necessary point.

Seth Adler: Not yet. Okay.

Vytis C: Not yet. But we found a function, and this was a compliance function, which was interested and willing to contribute from their own budget so we could get started. So we have so-called, maybe we can even call crowdsourcing.

Seth Adler: Sure. Internal crowdsourcing, right.

Vytis C: Internal crowdsourcing. So from different parts of the pockets we put initial amount, and we got started.

Seth Adler: As far as getting started, you had initial, you know, this initial group that was interested in working with you because they saw the promise. How long did it take, now that you weren't just you and a couple other folks, you know, working on the thing that we knew was going to work? But we had to test it, and then it did work.

When you involved these, what are they called, people, what changed?

Vytis C: It changed ... actually, it created a lot of engagement from the people, from the teams that we have been automating process. Because people were not really happy with the work that they had to do and were really ... and they got excited that robots will do it.

Seth Adler: You mean you're going to take away this and all I have to do is help you? Perfect.

Vytis C: Yeah. So this was really good part, and this got us rolling with the automation or with training the robot. But then we started to bring more people from technology, from information security, because we had to create robot accounts. We had to put technology infrastructure in place. And then things got more interesting. (laughs)

Seth Adler: (laughs)

Vytis C: Some people were not that excited.

Seth Adler: Because?

Vytis C: Because it is new. It was new for the company. If I take an example of robot account creation, there was no such concept of robot account. There was either human account or service account. There was nothing which requires to be somewhere in between.

Seth Adler: If you can, you know, put us into the mindset of what folks were, either management level or on the ground and on the front lines folks coming to you and saying, "Vytis, what are you trying to do?" What were they saying with you? What were they sharing with you, and how did you help them through this initial kind of, "I don't want this anymore"?

Vytis C: First of all, I felt that a lot of teams had wanted to take a bigger break.

Seth Adler: A bigger break.

Vytis C: Yeah. A longer break just to put their thoughts around and...

Seth Adler: Just give us some time, please.

Vytis C: Yes.

Seth Adler: We're not going to do it right now. I got to think about this. Got you.

Vytis C: At the same time, it was because of some other major initiatives going on in the company.

Seth Adler: Happens all the time. That's fine.

Vytis C: So initial push back was, "Okay. Please come back in December." And we were in March.

Seth Adler: Oh.

Vytis C: (laughs) So does that mean ... maybe we could do something sooner.

Seth Adler: Yeah. Come back soon. Not too soon. Right? So I guess, was there a particular area that was at least a little bit open minded, understanding that you were starting to get doors not necessarily slammed in your face but pushed closed? Who were opening doors? Who was keeping the doors open?

Vytis C: I think business process management teams and executive sponsors at this time, they were really eager to move and move faster.

Seth Adler: These are the process folks? These are the folks that understand.

Vytis C: Yes.

Seth Adler: Continuous improvement and process excellence. We have to do this. This is just another thing here.  So what line of business, then? Whether you can share specifically who it was, what did happen that you were able to move from, okay, we've got the proof of concept, we have rolled it out. Now people are starting to get a little bit fearful. When was that next step of, okay, now we've made it to another kind of tent pole of improvement, if you will?

Vytis C: I think our next big milestone was when we had to deploy process into production. So we didn't want to leave it in the development environment, in this temporary environment where we had temporary user accounts, temporary accesses, temporary technology infrastructure. We wanted to have an appropriate data center with proper backup solutions and also robot accounts working legally, so called. But in reality, it's in a secure way approved by information security team having all the firewalls built correctly. So we wanted to have it done right.

Seth Adler: A center of excellence?

Vytis C: Exactly.

Seth Adler: Uh-huh. And then now knowing that we've spoken with Ricardo, who is in Costa Rica, and you are in Lithuania, are there two different centers of excellence, or is there one? How does it all work?

Vytis C: Logically it is one center of excellence because, for the company, we want to have one face, one interface, and one standard, and one experience. And also the message that whenever there are opportunities, we will help you to deliver those robotic process automation opportunities. But physically, yes, we are located in two geographical locations. There's one in Europe in Lithuania, and the other one is in South America.

Seth Adler: Yeah. And then, how does, for folks that are interested in this kind of thing, if we've got one center of excellence that has two offices, let's say, how does the reporting structure work? Where does it go up through and to, and in how many steps?

Vytis C: From the center of excellence, it's pretty straight reporting line. We're reporting to the leader of global operations in [inaudible].

Seth Adler: Who you mentioned earlier.

Vytis C: Yes.

Seth Adler: And he reports to who?

Vytis C: He reports into Gotech executive leader.  That's already, like, next step to CEO.

Seth Adler: Right. So CEO, Gotech, our boss, us.

Vytis C: Yes.

Seth Adler: So that's close, pretty close.

Vytis C: It is.

Seth Adler: So you do get executive insight into your kind of journey, I would imagine; right? How long have you been doing this? When did you start?

Vytis C: We started in, actually at the very end of 2015.

Seth Adler: Fifteen, right.

Vytis C: If I count proof of concept, which was not operational.

Seth Adler: What you're allowed to do, just because maybe Lithuania, I'll learn a little bit more about the Lithuanian culture, everybody that I've spoken to, they count it. Right? So you've got to count it also. Right? Because that's when we started, too. What kind of insight is upper management giving you and requesting from you?

Vytis C: It is pretty straightforward as well, because upper management is looking into opportunities, and also it's one of our strategic objectives to first of all execute, so deliver with our execution as a company, deliver our promise to our customers. At the same time, innovate and come up with better ways to serve customers, more efficient, to be more efficient, to make our processes more effective. And then RPA fits really well into the innovation part of our strategy and helps to deliver better service to our end customers.

Seth Adler: You bring up these people; you call them customers. Let's talk about them. Right? We've spoken about the people internally. Let's talk about the folks that we're affecting, if you will. Well, we're affecting the internal folks as well, of course. What kind of feedback [00:14:00] over this time period, happens to be a year and a half, but the initial kind of months here, have you received from customers?

Vytis C: There is no, like, direct feedback because we want to really deliver human experience. And robots and automation helps to deliver better human experience. Because, for example, if we have a process when refund has to take place. So, when this refund, with the help of robotic process automation, happens faster, sooner, because it can be initiated during the night, it waits shorter queue times, then the end customer, he or she definitely sees the impact sooner and better. The same way how here she would get it from a human.

Seth Adler: Sure. But have you run into ... because I've spoken with other folks who the process at hand that was automated, was automated too well in the customer's mind. So they had to tell the customer, "This was done by a robot, so you understand that we did it this quickly. Don't worry. There's no fraud here. Everything's fine. Because we were so quick with it." Have you had experiences like that, or no?

Vytis C: No. Not at that point. I've heard such stories from the banks, which have leaned the process and were able to come up with the decision in, like, less than a day.

Seth Adler: Yeah. Too quick.

Vytis C: And they pushed it to have at least a few days, like, delay.

Seth Adler: (laughs)

Vytis C: But in our case, Western Union is known as, really, money in minutes. So people got used to this service.

Seth Adler: This is the whole concept from decades and decades and decades ago. Just pausing here for a moment, on this Western Union thing, who business schools always give as an example of, "Well, what Western Union could have been. What Western Union could have become." Is it a nice thing, being inside of Western Union, knowing that you're on the front end here of automation, on the front end of this next step in technology?

Vytis C: It's a really good feeling, good sense. And since technology evolves so fast, we already can see the limits and boundaries where the robotic process automation can help and where it cannot. So this gives additional insights where we could start looking next and what we can do next.

Seth Adler: Yeah. Well, this, of course, I want to talk about it. Right? Now, how much ... because RPA, we've got it, we get it, we know what it can do, we know what the limitations are. You just said that. As far as AI, right, as far as further automation, as far as deep learning, as far as machine learning, as far as that next real true step, as far as cognitive is concerned, how much do you want to share about what you're looking at and what effect you would like it to have on the business and the consumer?

Vytis C: I think this is a really good point, and I'm really glad to be in this conference, because I start hearing a lot of buzz around artificial intelligence, machine learning. And this is really nice to see how everybody, starting from the vendors and back to the companies who look for the solutions, we started to think about, and not just to think but also to look for good cases, good opportunities. So, I think it's still a lot of just beginning, and a lot of search and trying to build understanding from the attendants. But in reality, we already have machine learning at the company. We have some out of the box solutions. We already ...

Seth Adler: From? Do you mind sharing who?

Vytis C: I would like to note, to mention, because we have multiple, and they are also not in the same ... they are put in the process, it's not in the same way as we're now looking to amend the RPA.

Seth Adler: Understood.

Vytis C: It would be a different application. But at the same time, I think there are a lot of cases where the unstructured data that we even do not leverage, we do not use currently. So, from the artificial intelligence and machine learning, I'm looking into those additional services, additional insights that we could have and which could benefit for the customer.

Seth Adler: Right. The blessing and the curse of RPA is that the data has to be perfect and beautiful and clean and clear. And as long as that's the case, then everything's going to be fine. Okay. Great. Now let's talk about the unstructured data, please. Because I don't want anybody doing that to get it into the RPA. I mean, what are we doing here? Right? Fair enough. So, that's where we're going is what you would say.

Vytis C: Yes.

Seth Adler: All right. As far as these conversations, how old could you be? You're thirty, right, ish?

Vytis C: Ten plus.

Seth Adler: Ten plus. What? How old? Forty what?

Vytis C: Yep.

Seth Adler: Really? I'm 41.

Vytis C: I'm 40, yeah.

Seth Adler: Yeah. I thought you were younger than me. But you are, because I'm 41. You said you're 40. You're from Lithuania. Where in Lithuania?

Vytis C: From Vilnius, from the capital city.

Seth Adler: Okay. I have never been to Lithuania. What do I need to know about Lithuania? What do I need to know about the capital city?

Vytis C: It's really beautiful and worth visiting.

Seth Adler: Okay.

Vytis C: This is first thing to start with. The second thing, you should definitely come and, when coming, just think what kind of weather you like.

Seth Adler: I like sunny weather.

Vytis C: Then summer time is the perfect time to come.

Seth Adler: All right. What about winter? How bad is it?

Vytis C: It's nice, because it changes. So we can have...

Seth Adler: Seasons. That's what we have, our argument in New York, you know, is we've got seasons. We like it this way.

Vytis C: We do have seasons. And even maybe more than four.

Seth Adler: More than four? That's something to tell people. What about the cuisine? What about the food? What do I need to know?

Vytis C: We have really big variety of European, north European food and cuisine.

Seth Adler: Because Finland's right over here. Right?

Vytis C: Finland, Sweden, Denmark.

Seth Adler: They're all right there.

Vytis C: Scandinavian minimalistic style is also popular.

Seth Adler: Uh-huh. Lot of seafood, lot of fish, I would imagine.

Vytis C: Not that much.

Seth Adler: Not like them. Okay.

Vytis C: Because we have only, like, Baltic Sea it the sea that we have a coast line, but it's not that rich with fish, and Vilnius is a bit more far in the mainland.

Seth Adler: So what kind of protein are we eating?

Vytis C: Meat. A lot of meat.

Seth Adler: Beef.

Vytis C: Various kind. Beef, pork, chicken.

Seth Adler: Okay. All right. Fantastic. Spicy or not spicy?

Vytis C: No, not spicy, but maybe more to the, like, greasy side.

Seth Adler: Oh, it is the greasy side?

Vytis C: Because when we have cold season, it requires some energy.

Seth Adler: We need it.

Vytis C: Some more.

Seth Adler: Understood. What about culture, music, all that stuff? What am I going to see? What am I going to feel? What am I going to hear?

Vytis C: We have actually one tradition which is put into UNESCO heritage. This is cultural tradition. It happens once in, I think, three or four years. It's singing and dancing festival where people come from all over the world to sing and dance national dances, national songs, and it's really a beautiful and interesting experience.

Seth Adler: Once every three or four years.

Vytis C: I'd need to double check, yeah.

Seth Adler: But it's not every year, is your point.

Vytis C: Not every year.

Seth Adler: Interesting, and what time of year is it?

Vytis C: It's during the summer.

Seth Adler: Okay. So we'll look into ... that's when I should come, is what we're saying.

Vytis C: Well, you should not wait that long, because we just had a couple of years ago.

Seth Adler: Oh, okay. So now I come now, and then this way, I'm experienced when I come back for the big thing. What's it called?

Vytis C: It's called the [inaudible]. It's song festival.

Seth Adler: All right. I can't wait. So you're growing up as a little kid. We just explained what Lithuania is for folks that have not been there. When did you realize what you were good at as far as your learning?

Vytis C: It was a journey, but it's funny enough. I bought a Toyota way back in a secondhand book...

Seth Adler: How old were you?

Vytis C: I was, like, 25, maybe.

Seth Adler: Okay. So still kind of a young guy, but had you been to university?

Vytis C: Yes, after.

Seth Adler: What did you study in university?

Vytis C: I studied applied mathematics. And then I went to management and economy studies.

Seth Adler: All right. So but pretty straightforward. Then all of a sudden... and you didn't... had you heard about the Toyota way in school?

Vytis C: Not really.

Seth Adler: Not really? Then you read the book, and an explosion goes off in your mind, I would imagine.

Vytis C: I just bought the book, put on a shelf, because this book was really heavy. (laughs)

Seth Adler: (laughs) When did you actually get around to reading it?

Vytis C: Actually, to be honest, I have not read it completely.

Seth Adler: No, that's fine.

Vytis C: The entire book, but you know, when I got it into hands, then I started to be focused on process modeling, process management.

Seth Adler: That's it.

Vytis C: Then Lean Six Sigma, operational excellence, and this was the way and the really big focus into process management.

Seth Adler: I'll ask again, as far as your reaction to ... understanding you haven't read it cover to cover. You said it's a really heavy book, and no one reads it cover to cover anymore anyway. Right? How did it change your mindset of what your job was and what you wanted your job to be?

Vytis C: I liked the idea of making more with less because previously I looked from the process, from the project management concept that if you want to have higher quality, then you have to sacrifice either time or increased cost. With Lean concept, it was the opposite. You can have better quality. You can have faster times with less cost. So this was a really ah-ha moment, and I got really interested. And this was the key topic, and it is still key topic to look for opportunities.

Seth Adler: Of course. Where were you at the time working?

Vytis C: I was working for the Nomadic Technology Company, which creates a product, modeling product, technology professional services and trainings. And then I was moving to one of the leading Scandinavian banks.

Seth Adler: And then when was the Western Union path crossed?

Vytis C: Western Union was six years ago.

Seth Adler: Yeah. Did they find you or did you find them?

Vytis C: They found me.

Seth Adler: Interesting.  What do you think they found in you? What did you have that they wanted, do you think?

Vytis C: I was leading operational excellence team at the bank implementing Lean Six Sigma, putting process transparency, and this was the need for Western Union because they established an office in Vilnius.  In order to grow, process management is a really good foundation to help it grow. So from the initial plan of three, 400 employees, now we have over 1700.

Seth Adler: This is at Western Union.

Vytis C: At Western Union in Vilnius.

Seth Adler: In Lithuania.

Vytis C: Yes.

Seth Adler: All right.

Vytis C: And this is one of the things how to build, because the success came from the ability to execute, execute well, and the process transparency was one of the success factors.

Seth Adler: On the ground, share what you can, don't what you can't, obviously. You just talked about exponential job growth in a city that could use it. Any city can use it. And we have conversations in automation about the fact that we're going to take FTE out. And so what I would love to hear is how you are going to continue to grow jobs in Lithuania through automation. Or, is the goal essentially to just have, you know, one guy doing it? In other words, how are we going to grow jobs within automation when automation really, you know, gets going?

Vytis C: I think this is a really good question. And there are two ways how to approach it. If some people, and when I was running the workshop yesterday, I got question from labor unions, from [inaudible] unions, how do you deal with them. And I think one part is approaching through fear that, okay, jobs will be lost. My recommendation and my view is that we need to approach through the opportunities. And generation wide, the people that join labor force now, they help to use this philosophy because now young people, they don't want to do certain types of jobs. And the jobs that we are automating by using robotic process automation, actually, they are not that exciting.

Seth Adler: Right. Those are the jobs that they don't want anyway.

Vytis C: Anyway. Nobody wants to do such job because they cannot grow and grow. It's boring. It's really nothing to be really fond of. So I think this is a good starting point. But with automation, there are many more new roles that come, so we need process modelers, or people who train the robots to do their work. We need process and robot supervisors who would be able to schedule robots to see if they are doing good work. If maybe some exceptions unintended started to happen and to investigate those. At least get some more sophisticated pieces to work on.

Seth Adler: Be a data analyst, be a data scientist, be a programmer without question.

Vytis C: Exactly. Yeah.

Seth Adler: Be a programmer. If you are in what is traditionally the education path, you know, before 21 years of age, become a programmer. If you're after 21 years of age and you're thinking, "Hmm, I wonder what I should do." Become a programmer.

Vytis C: A programmer sounds very technical.  I think many jobs that come with automation, it's not all about programming, and mainly it is, I wouldn't even say that it's mainly about programming. It is more about even the same operational management. But the difference is that you manage not the real humans but virtual work force. It has some differences. Some of them, they are really nice because you don't have to talk about salary reviews, how people is tired or, you know, unmotivated or something. You just simply avoid those topics. But then, some good topics. How to actually different to the customers, how to manage volume, how to have occupancy achieved and the cost minimized from that perspective. Those are different type but interesting challenges to solve that do not require programming. They require some different skills.

Seth Adler: Absolutely. Change management is change management, no matter what you're changing. Right? Is that fair?

Vytis C: Yeah. I think so.

Seth Adler: I've got three final questions for you. I'll tell you what they are. I'll ask you them in order. What has most surprised you at work along the way, now that we know that you're the same age as me? Or just slightly. What's most surprised you in life and on the sound track of your life? One track, one song that's got to be on there. But first things first. You know, you've worked for a bank, you've worked for Western Union, which is a very unique company with a rich history. You're in automation. You come from Lithuania. What has most surprised you in work?

Vytis C: The most surprising thing that each and every year, at least my last six years were different. Each and every day was different, and when I look back, the time went so fast and in a good way, that so many exciting things happened. So it still continues surprising me.

Seth Adler: Interesting.

Vytis C: The change that is happening.

Seth Adler: Yeah. And as far as just being in a constant state of change, that's the way it's going to be from now on. So if you don't like it, get used to it and start liking it. What's most surprised you in life?

Vytis C: In life? It is interesting and surprising that people, or life happens. So if there is a good idea, then there is always some person or a group of people who would be also connected with this idea, and it just happens.

Seth Adler: Find those people. Find that community. Because when you find that community, then you can reach some sort of enlightenment.

Vytis C: Sometimes they find you. (laughs)

Seth Adler: Oh, yeah? It doesn't work that way for me. I've got to always find. This is why I talk to so many people.  On the sound track of your life, one track, one song that's got to be on there?

Vytis C: I have different changing ones.

Seth Adler: Just as you go through the Rolodex, just say them out loud so we know.

Vytis C: Coming from technology, I like electronic music.

Seth Adler: Of course. This is music that makes sense in technology. Right?

Vytis C: Yeah.

Seth Adler: If you have a technology mindset, or a mathematician mindset.

Vytis C: So, the song that I keep coming back always, like from the old times and then I keep listening from time to time, I would say, is from Underworld, "Born Slippy."

Seth Adler: Okay. I am going to have to look it up because I don't know. Right? You're outside of my understanding of music. I want to stay outside and just give us one song, either a traditional song or not, just to stay within the theme here of celebrating Lithuania. Maybe an old standard or a song from Lithuania that we should look up.

Vytis C: It's "Three Million" by Marijus Mikutavicius. It's like an anthem, which is used during the sports games.

Seth Adler: All right. We will look that up. Vytis, thank you so much. I can't wait to check in with you down the line as we keep going.

Vytis C: Thank you.

Seth Adler: And there you have Vytis Ciemnolonskis. We started at the very end of 2015 if I count the proof of concept, which is humble, as everyone else I've spoken to certainly does. So, thank you very much to Vytis for his time. Thank you for yours. Stay tuned.

seth adler
Posted: 01/08/2018

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