Transcript Disclaimer: This transcript has been generated using automated tools and reviewed by a human. However, some errors may still be present. For complete accuracy, please refer to the original audio.
00:00:41 RIDHIMA BHATNAGAR: Hello and welcome to this very special webinar series brought to you by Business Insider India in partnership with Nasscom. I'm Ridhima Bhatnagar.
As we continue our coverage of the fascinating world of the BPM industry, today we shed light on another crucial aspect revolutionizing customer experience—innovating service hubs through technology.
You would all agree with me when I say the customer service industry, and even the overall experience, has undergone a seismic shift over the last few years. Compared to five years ago, it is vastly different today, all due to technological advancements. Because of this, service hubs have also evolved significantly. They are far more sophisticated today, thanks to the aid of technology—specifically artificial intelligence.
That brings us to the big question: What is the next chapter? What is the future of service hubs? That's exactly what we will discuss in our panel today.
We have a stellar panel joining us. Let me introduce them: We have Sanjay Kukreja, Global Technology Head of Eclerx. Hi, Sanjay! Good to have you with us.
00:02:04 SANJAY KUKREJA: Hi Ridhima, good to be here.
00:02:07 RIDHIMA BHATNAGAR: We also have Vijay Narasapur, SVP and Business head, customer experience integrated unit, Infosys BPM. Hi, Vijay. Good to have you with us.
00:02:16 VIJAY NARASAPUR: Hi Ridhima, thanks for having me.
00:02:18 RIDHIMA BHATNAGAR: We also have Sameer Bapat, SVP and COO at Cognizant IOA. Hi, Samir, good to have you with us.
00:02:25 SAMEER BAPAT: Thank you, Ridhima. Good to see all of you.
00:02:28 RIDHIMA BHATNAGAR: And we also have Abhinandan Jain, Chief Growth Officer at Startek. Hi Abhinandan, good to have you with us.
00:02:33 ABHINANDAN JAIN: Absolutely a pleasure to be here.
00:02:36 RIDHIMA BHATNAGAR: Pleasure is all mine, gentlemen. Thank you so much for taking the time and joining us. Sanjay, let me kick-start things with you just to set the context. When I was introducing the panel and the theme for today's discussion, I mentioned that there has been an evolution, primarily driven by technology. Before we get into the brass tacks, for the benefit of our viewers and even industry insiders, how would you define the transformation of service hubs from five years ago to now? How much change have you observed, and what is the biggest difference that has emerged?
00:03:11 SANJAY KUKREJA: That's a very good question. A couple of years back, 5-10 years ago, the service hub primarily operated in silos. A large part of the service hub focused on voice work and chat work. There was some automation in CRM services, but these systems were highly disjointed. We attempted to achieve a 360-degree customer view, but pulling data from different datasets and drawing insights was not easy.
Fast forward to today, significant progress has been made. With the advent of data engineering, cloud engineering, and generative AI, businesses have moved towards real-time customer assistance. Now, a comprehensive 360-degree customer view is available, with data seamlessly integrated across all omnichannel platforms.
Advanced AI tools mine vast amounts of internal data, including both structured and unstructured datasets. These models enable responses to customers that are far superior to what agents could provide a few years ago. The technological transformation from the service hubs of 5-10 years ago to today has been remarkable.
00:05:05 RIDHIMA BHATNAGAR: I agree with you when you said that it's a complete 360 degree, but it's not just in the evolution of the service hubs themselves. It also extends to the expectations coming from customers and what they demand from these service hubs, which I want to discuss shortly. But Vijay, I want to bring you into the conversation now. For those who may not be very familiar with the BPM industry, could you help us understand how crucial the role of service hubs is when it comes to customer experiences and customer services?
00:05:37 VIJAY NARASAPUR: See, service hubs are the nerve center of the BPM industry—that goes without saying. The analogy I always give people is that of F1 racing. Yes, the cars keep getting better and better, but the superstars of the show are always the drivers. That’s how it is in the customer service industry.
The reason I say this is that end customers seem fine with a technology-oriented solution when the temperature of the transaction they are involved in is low. But the moment the transaction temperature gets hot—red hot or white hot—they want to talk to a human.
You see this shift in the customer service industry, where end customers crave more and more technology because, at a personal level, they are dealing with applications like Facebook, WhatsApp, and Instagram. However, when it comes to corporate applications, customer data is still entirely owned by the corporation, not the consumer. Customer journeys are not as refined as we would like them to be.
This makes it essential to view the service hub as a combination of technology and the human being driving that technology, rather than isolating either element. That has been my experience, and I increasingly see these two aspects coming together in a tight integration.
00:07:42 RIDHIMA BHATNAGAR: OK. So taking on from what you're saying, I want to bring Samir into the conversation as well. Sameer, essentially, what Vijay is saying is that when you talk about the evolution of service hubs, you cannot see them as siloed studios, and that is the expectation from the customer as well. So when we speak about this 360-degree evolution that has taken place, what are the two or three key factors or drivers that are actually driving this transformation forward?
00:08:07 SAMEER BAPAT: Yeah. No, I agree with the previous panelists on the need to take this forward. If you think of the last five years, and even before that, process automation was a major trend. Of course, it has evolved significantly. In the last two years, Generative AI has dominated discussions, generating a lot of hype. I'm sure we'll delve deeper into that.
If we compare today’s services with those from five or ten years ago, the level of innovation and its tangible impact on the ground is vastly different. Scalability has become a reality. For example, in our company, we are driving deep domain-led transformations with healthcare companies, achieving significant productivity improvements ranging from 20% to 60%. These advancements have resulted in substantial improvements in key performance metrics. The implementation of technology and the real returns it delivers are now more evident than ever.
Secondly, as Ridhima touched upon, the role of service hubs in the broader scheme of things is evolving. The knowledge required to reshape operations for the future now resides within these hubs. Rather than simply managing large customer service centers, they are actively redefining operations, integrating new technologies into future operating models. Service hubs are at the forefront of this transformation, and this trend will only continue to grow.
Finally, there is a shift in generational expectations. The definition of customers is no longer limited to external clients—employees, partners, and vendors now demand the same level of service and support. This shift necessitates a rethinking of traditional service models to cater to these evolving needs.
And that is the driver when you think of service hubs beyond the traditional offerings we thought of in this industry?
00:10:19 RIDHIMA BHATNAGAR: Interesting. So, Abhinandan, essentially, what the other panellists are saying is that you cannot view either the service hubs or the customer experiences in isolation. Additionally, technology is evolving, helping to better understand the ground reality. Are there any industry-specific cloud platforms emerging that aid in understanding these experiences, needs, and expectations?
00:10:47 ABHINANDAN JAIN: So I'll start from where Sameer and the others left off. Before we dive into cloud platforms, a couple of key points:
Part 1 is that we are still calling it a service hub, but its evolution has made it much more than that. It is now an innovation hub and a revenue hub. Companies are viewing it in multiple ways beyond just running operations. This shift has changed both the expectations of associates and what customers demand.
Point #2, which Sameer alluded to, is that, at the end of the day, it is a transaction between two individuals—a customer and an associate. There are at least five generations in play: baby boomers, millennials, and now the alpha generation, both on the customer and associate sides. The role of technology is to level the playing field, as each generation has its own expectations and comfort level with technology. Both customers and employees require different tools to enable them effectively.
With that in mind, we ask whether various industries or domains are more mature than others or moving at a more rapid pace regarding industry-specific cloud or technology offerings. The answer is yes. If we look at the past four years, the volume of M&A activity has been significant. For example, CCaaS players are acquiring smaller point solutions, all with the goal of leveraging AI or Gen AI within a larger ecosystem.
There are multiple tools available, including Genesis, NICE, Amazon, and Google. However, in the last three years, the entire innovation ecosystem has grown significantly, expanding the possibilities for leveraging technology in new ways.
00:13:15 RIDHIMA BHATNAGAR: Ok.
00:13:16 ABHINANDAN JAIN: Both in India and outside, especially in India, where innovation is happening in using Gen AI for various point solutions in the customer service industry—be it in terms of agent assistance. Now, when you talk about servicing customers in the APAC region, there is a language complexity.
How do you use AI for language transfer? So all the point solution. I hope you know that answers your question.
00:13:49 RIDHIMA BHATNAGAR: Sure. And we’ll dive deeper into AI and Gen AI in just a bit. But I like the point you’re making about understanding who you’re catering to or serving. As you pointed out, multiple generations have different expectations. Sanjay, I want to bring you back in. What Abhinandan is saying is crucial as we move to our next topic—how do we cater to these different expectations? These experiences vary, and do we have the capability and domain expertise to curate them effectively based on what these expectations are?
00:14:24 SANJAY KUKREJA: Absolutely. I think all the panelists covered some great points. I'll go back to the point Sameer mentioned about incorporating the domain angle. Abhinandan highlighted the presence of five different generations on both the customer and employee sides. Vijay, you spoke about embedding solutions and leveraging cloud platforms that can be integrated into this entire ecosystem.
I completely agree that getting the right industry and domain alignment is critical. The way you handle a banking customer from a service hub versus a telecom customer is very different. The data requirements and privacy considerations also vary significantly. The treatment of PII data differs, with aspects related to GDPR and non-GDPR datasets playing a key role. Industry-specific factors greatly influence how domain expertise is integrated and how technology is leveraged to enhance the customer experience.
Ensuring that the experience of any customer across various personas is catered to in a holistic manner is essential for improving NPS and CSAT scores. At IT Clubs, we built a capability focused on telecom customers, handling multiple forms of input data, such as chat, voice, and web form data. This includes transcription, sentiment analysis, behavior analysis, and real-time assistance. Additionally, we extract and analyze the best customer interactions—whether calls or chat messages—to improve agent training.
To summarize, embedding domain expertise in solutions, aligning with customer personas, and ensuring a seamless omnichannel technology experience are all crucial to delivering superior customer service.
00:17:02 RIDHIMA BHATNAGAR: Sure. So we'll talk about Omni channel also in just a little bit. That's very crucial to maintain that consistency across these platforms as well. But Vijay, you know what I was asking the earlier panellists, would you give me some specifics of industry cloud platforms that are now catering that are tailoring to these demands that are also changing?
00:17:22 VIJAY NARASAPUR: Each industry has its own specific platforms. For example, in the credit card industry, there are players who handle everything from onboarding to relationship management, receivables management, and underlying calculations. Similarly, in banking, major players in the Indian IT industry have their own banking platforms.
If we look at generic services like service desk programs designed to assist internal customers, there have been numerous platforms. In the past, there were solutions like Remedy, which have now evolved into a service-oriented ecosystem that is gaining traction.
Likewise, in healthcare, insurance, and other industries, there are multiple platforms. In fact, Infosys owns a world-class platform called McCamish, which it takes to market. However, this is not a sales pitch.
The key point, which Sanjay inadvertently highlighted, is that today's industry requires elements beyond just the platform. At the end of the day, a platform is merely a collection of good and best practices that belong to a specific industry.
Brought under one umbrella, the idea is that if every competitor or player in an industry adopts a particular platform, then in exchange for efficiency, they give up a certain amount of competitive advantage. So, how do you create that competitive advantage when you have this platform onboard? This is achieved through policies, procedures, design of customer journeys, and the behaviors that are incentivized or discouraged.
I feel this is where the industry plays a crucial role, particularly the Indian industry. The range of talent in India’s service hubs is unparalleled. The US and UK, since the inception of this industry about 27 or 28 years ago, have largely deskilled their workforce because it was a profitable decision for them. Meanwhile, other low-cost geographies have taken different approaches.
However, when it comes to volume, complexity, and the breadth of skills—be it domain expertise, mathematical proficiency, or computer application skills—India stands unmatched.
To summarize, platforms will be important as efficiency drivers, but beyond platforms, other factors such as policies, procedures, and customer experience design will serve as the value-added elements that ultimately deliver competitive advantage. At the end of the day, customers, whether they articulate it in terms of experience, cost, or other factors, are ultimately seeking competitive advantage.
00:21:54 RIDHIMA BHATNAGAR: Correct. I like the point where you said that platforms will always be the bread and butter of what we're discussing, but there are also levers around them that aid transformation.
Sameer, I want to bring you back into the conversation, building on what Vijay is saying, which is the crux of our discussion—the evolution driven by technology. The moment you mention the elephant in the room, or however you might refer to it, which is artificial intelligence, it’s important to note that AI has been a part of the BPM industry for a long time. In fact, it is Generative AI that is now accelerating this transformation and shaping the next stage of technological evolution.
Before diving into the specifics of AI’s drivers and the tools propelling it, I want to get a sense from the panelists. I’ll start with you—Is artificial intelligence and Generative AI in the BPM industry, particularly in service hubs, a boon or a bane?
00:22:57 SAMEER BAPAT: I think it's going to be disruptive for sure. As we've seen over the last two years, like any new technology, there was massive hype around it, leading to significant experimental investments. Everyone wanted to be part of it and not be left behind, so a lot of money was spent trying to determine the next steps in this field.
Things now seem to be settling into a more mature stage—perhaps too early to definitively say—but discussions around ROI and integration have become more prominent. As you rightly said, Generative AI was something the general public and executives could finally touch, feel, and see in action. Experts knew it existed, but consumers mostly saw only the end results. Now, with direct interaction through tools like ChatGPT and DALL·E, people are convinced this technology is real and here to stay.
This disruption will undoubtedly reshape industries. As with any major technological shift, navigating it effectively is key. It’s a long-haul transformation, and the primary concern is its impact on people. For example, we conducted a large study with Oxford Cognitive, called the 'New Work, New World' study. While the early results are directional, they provide valuable insights. The study analyzed nearly a thousand jobs and 18,000 activities to determine the exposure of different roles to Generative AI. The results highlight which industries and functions will be most or least affected and over what time frame. In the U.S. alone, productivity gains from Generative AI are estimated to contribute up to a trillion dollars over the next 8 to 10 years.
From a workforce perspective, the key challenge is preparing people for new job roles. A major focus now is building the right talent architecture to ensure employees are equipped for these changes. Most analysts agree—and we are convinced—that while some tasks will disappear, new types of work will emerge. The great thing about Generative AI and similar technologies is that they allow people to upskill quickly. You don’t need to be an expert from the start; within months, you can gain proficiency using tools designed to enhance performance and efficiency.
From a pure technology standpoint, there is no shortage of advancements. The challenge is integrating these technologies into a workable business context. That’s the journey everyone is on right now—bringing together the vast array of innovations into practical, impactful solutions.
00:26:00 RIDHIMA BHATNAGAR: So, you know, you said something very interesting, but some might call it controversial as well. This is what I wanted to get to—every time we speak about artificial intelligence, the question arises: will human jobs be taken away? You're saying that yes, it is a reality that certain aspects and certain jobs will, in fact, be taken away. However, the hope is that new jobs will also be created.
I’m just probing here—I want to know, are there specific sectors you’re looking at where jobs could be lost due to the emergence of AI, AGI, and other new technologies?
00:26:31 SAMEER BAPAT: So, I think customer service is definitely one area that will experience a higher rate of disruption. However, when considering this, our mental model is often based on the current workplace structure. The future of this, as we discussed earlier, is evolving, but the human loop does not disappear. The need for end consumers to have a human touch when interacting with corporations remains essential.
Service hubs and innovation hubs can add significant value to the entire value chain, which can be redefined into something very different. While newer jobs will be created, they will be of higher value. At the same time, the required skill levels may not be as high, as new technologies make acquiring skills easier and more accessible.
00:27:16 RIDHIMA BHATNAGAR: OK. Abhinandan, I want to bring you in to provide specific examples for the viewers to better understand. Of course, there is a general consensus on the penetration of AI and Generative AI, but I want to break it into two parts. First, what kind of disruption are you seeing at a service hub level due to Generative AI and AI? Second, what kind of disruption are you seeing in terms of customer experience?
00:27:43 ABHINANDAN JAIN: OK, no thanks. Let me start by addressing that. From an agent perspective, what we did at Star Trek was commission one of the big five firms to conduct a study involving our existing customers, industry peers, and major corporations. The goal was to identify the use cases that Generative AI (Gen AI) could solve from both a customer and employee perspective.
As one of the earlier participants noted, Gen AI is real. Everyone is using it daily in some form. Whether or not you choose to adopt it, others are already leveraging it. Research indicates that by the end of next year, 85% of organizations will be using AI in some capacity.
To integrate these capabilities, we launched Static Agent AI 2.0, which infuses Gen AI throughout our platform. This initiative ties closely to an earlier point about addressing generational differences in the workforce. We mapped out the entire employee journey—from hiring to retirement—identifying pain points where AI could provide meaningful support.
We incorporated AI into the hiring process to assess not just job fit but also to create simulated environments where candidates experience their roles before being hired. Additionally, we introduced AI-powered simulated coaching, known as the Static AI Coach. This has significantly improved employee productivity and reduced the drop-off between training and production, especially in customer service, where new hires often experience self-doubt.
AI-driven simulation coaching has helped employees feel more confident, leading to improved performance. Employees also demand real-time performance feedback, so we developed AI-powered gamification models to foster a competitive and engaging virtual work environment.
Once employees are on the job, AI provides real-time agent assistance, offering prompts and next-best actions. This relies on a strong knowledge base, which we enhanced using large language models. Additionally, AI is crucial for supporting employees' mental health. We partnered with industry-leading mental health platforms that use AI to provide necessary support, including postpartum assistance for women—a key factor in reducing attrition rates.
From a customer standpoint, despite the push for omnichannel experiences, true omnichannel integration remains rare. With Gen AI, we are enhancing self-service capabilities to create a seamless experience across channels. Customers expect quick and convenient solutions, often preferring self-service over direct human interaction.
However, the most critical aspect remains empathy. Why do customers call support? They need help. At that moment, empathy is what they value most. AI amplifies empathy, ensuring that every customer interaction is not just efficient but also compassionate. We call this "Empathy Amplified," where AI and agents work together to deliver meaningful and impactful customer service experiences.
00:33:04 RIDHIMA BHATNAGAR: So, yeah, I, I like, I like the fact that, you know, you've given a positive interpretation of how AI is being used in delivering customer experiences. Because when I speak on, you know, to a lot of people, usually the question is that can you really replicate the human emotion when it comes, you know, to artificial intelligence or. Yeah. But before I continue, I think Vijay wanted to come in. Vijay, I believe you want to come in.
00:33:32 VIJAY NARASAPUR: Yeah, I was just going to say that I might have a point to add to what both Sameer and Abhinandan have discussed. The point I wanted to address is what AI is going to do to the industry, specifically the customer service industry. Picking up from where Sameer left off, he mentioned that AI is going to disrupt this industry—absolutely true. But in terms of its impact on jobs, I believe there will be an increase of anywhere between 2X to 5X in the number of jobs created within this industry.
For someone like me, and I believe the same applies to the other panellists on this call, the central reason we are discussing this is economics. What impact will AI have on the industry? The nature of AI is such that for every ten lower-paid jobs it replaces—pardon me for using that term, as I am keeping my vocabulary simple—it will create anywhere between two to five highly paid jobs. These new roles will require expertise in data cleansing, algorithm development, model training, and understanding concepts like model drift. These are not easy skills to acquire.
In a way, what has happened in the customer service industry due to AI is almost serendipitous. The golden age of customer service has begun. Looking at it from this perspective, my prediction is that the net amount of venture capital and private equity investment in the customer service industry will increase by anywhere between 5X to 10X compared to the last five years. This is great news for us.
However, while significant funding is being poured into AI and AI research related to customer service, people will also realize that AI and Generative AI are not the ultimate solutions they are often perceived to be. This is also great news for the customer service industry, particularly for a location like India. Due to the way we grow up in familial and societal environments that emphasize high-contact interactions, people in India have a refined ability to deal with others. Language may be a barrier, but AI enables high-EQ, high-IQ individuals who might otherwise be limited by language to connect with customers worldwide.
This drives the economics in favor of this business, reinforcing the idea that we are just scratching the surface of the golden age of customer service, both globally and particularly in India. That’s my perspective.
00:37:58 RIDHIMA BHATNAGAR: Interesting, very interesting, Sanjay, taking on from what Vijay is pointing out that if the golden age of the customer service industry has just begun. I just have a small, you know, question to ask in, you know, before we start understanding the future trends and wrapping, which is that, you know, when we speak about the use of technology, I want to understand is there specific data analytics that can in fact be used to predict customer needs? Because what you're essentially trying to do is use technology to save time to be more productive. So is there a way to preempt customer needs and expectations as well through data analysts?
00:38:34 SANJAY KUKREJA: Absolutely, all the data is available through large CRM tools in use. There are platforms like Genesis, Nice, and Nixedia, which serve as contact center and touchpoint tools. All that data is already within the organization. Additionally, the concept of the next best action has been mentioned. With a wealth of customer data available, it can be analyzed to provide a 360-degree view of the customer when a call, text, or chat reaches an agent. Using AI models, structured and unstructured data can be mined, past data retrieved, and not only can customer issues be resolved, but next best action recommendations can also be provided.
As the panelists mentioned, this is probably the best time to be in customer care or customer service. There is an unprecedented amount of data available, along with tools and technology to mine structured and unstructured data. Traditionally, people relied solely on CRM or billing systems to retrieve structured data, such as past purchases or previous complaints. From there, they would start the conversation from scratch to understand the problem.
Now, in addition to structured data, internal blogs, wikis, and knowledge databases (KDBs) contain solutions to similar issues that might not have been updated in core platforms but are documented for reference. AI can pull this data and assess the relevance of responses, significantly improving the accuracy and timeliness of customer interactions, which was previously a major challenge.
With the available technology, customer service teams now have powerful tools at their disposal to enhance response efficiency. These advancements are being actively implemented with customers, and clients are appreciating the enhanced capabilities for the first time.
00:41:25 RIDHIMA BHATNAGAR: Yeah, so this is interesting. That's exactly what I wanted to understand—how are you eliminating the time? What are the learnings from the period when we didn't have these advancements? Very interesting.
But gentlemen, since we're running out of time, I want to begin wrapping up the discussion. One aspect we haven't touched on is where we stand now and what comes next. When we say the golden age has begun, what does the next chapter of the service hub industry look like?
Samir, I want to bring you into the conversation. Could you quickly share two trends that stand out to you—ones you believe will dominate the future of the service hub industry?
00:42:06 SAMEER BAPAT: So, I think, as with any massive change, the nature of the industry will evolve. Even referring to it as customer service or the service industry may have a very different outlook five years from now. I say this with an awareness of how we approach it in this market, where we are deeply embedded in customers' middle-office processes. Customer service has always been an element within a larger operational setup.
With all these technologies, one clear trend is emerging. We spoke earlier about platforms, and their nature is to integrate multiple functions. Innovation often happens in fragments, but over time, platforms receive deep investments and absorb most of that innovation. So, whatever the operational aspect of customer service may be—whether internal, external, or involving vendors—it will increasingly become part of a larger process and operations framework.
This shift presents a significant opportunity. Someone mentioned a potential 2-5x increase in jobs, but that requires effort. It won't happen gradually; we need to redefine our role in operational management and take on larger responsibilities. Customer service will remain a key element, powered by the technologies we've discussed, but the real focus should be on broader operations.
For me, the major trend is moving beyond the traditional notion of customer service and thinking on a larger scale. Ultimately, operations are what the final client is most concerned about, with customer service being just one component. This shift, integrating domain expertise, functional knowledge, and technology, will drive improvements in both cost and revenue for customers.
00:44:00 RIDHIMA BHATNAGAR: OK. So essentially, what you're saying is that our mindset is shaped by how we have traditionally seen things. Once we begin to change that, we can better understand recent needs and how to cater to future demands as well. I’ll bring you in for the final word—when we talk about adapting to changing trends and evolving expectations, what is the one major adaptability you wish to see in service hubs moving forward? As demand grows and customer expectations rise, how should service hubs respond?
00:44:38 ABHINANDAN JAIN: I think the single biggest thing is the is change management and narrative, right? So because there's there's there's a lot of noise in the system, which is like, oh, Jenny, I is going to take away jobs. And then you and your organization can start with that. You know that it is here to coexist, you know, and improve the level of service, you know, which you deliver. Plus also, you know, as earlier panelists said, you know, moving people up the value chain and that is what is there, you know, because you know, so that is what I would say is a single biggest thing where you know, now the innovation and all of us, you know, have made innovation into more, you know, I would say Federated, you know, distributed models. So it, it has to happen at the last mile in the organization. And how do you enable that? The single most important thing, because you know, that is where it will come and transform, you know how we work in these service hubs and then what is the experiences we deliver out of these service hubs?
00:45:36 RIDHIMA BHATNAGAR: Got it. OK. So I think that's a good note to wrap the discussion as well, essentially trying to understand where service hubs currently stand and where the expectation of the customer also stands. So the consensus from the panellists seems to be that, yes, there is an integration and penetration of technology, but we want the technology to coexist with this industry to take us to this next level. Gentlemen, it's been a pleasure chatting with all of you. Thank you so much for taking our time and joining us.
00:46:07 ABHINANDAN JAIN : Thank you.
00:46:08 SANJAY KUKREJA: Thanks a lot.
00:46:09 RIDHIMA BHATNAGAR: To all our viewers as well, we hope you enjoyed watching our continuous coverage of different facets of the BPM industry, how the evolution of service hubs is being integrated with technology, and as someone said, the golden era is still yet to come. We hope you enjoyed watching it. We'd love to hear feedback from you. Thanks a lot for watching.
