Driving Renewable Innovation with Drax’s Mark Leonard

In this episode of Evolving the Enterprise, we sit down with Mark Leonard, Director of IT at Drax, the UK’s largest renewable power generator. From transforming the largest coal-fired power station in Europe into a biomass-powered facility to leading an ambitious AI-driven digital strategy, Mark shares how Drax is shaping the future of sustainable energy.

Mark takes us inside the Drax Digital Hub — a platform approach that combines data, integration, and microservices to deliver innovation faster, modernize heritage systems, and enable smarter decision-making. He also explains how Drax is leveraging AI, machine learning, and digital twins to improve operational efficiency, automate 550+ sustainability metrics, and prove renewable credentials at scale.

From clean energy and enterprise technology to the real-world use of AI, Mark’s perspective on transforming a complex, global energy operation will inspire you to envision what’s truly possible.

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Driving Renewable Innovation with Drax’s Mark Leonard

Welcome to Evolving the Enterprise, a podcast that brings together thought leaders from the worlds of data, automation, AI, integration, and more. Join SnapLogic's Chief Marketing Officer, Dayle Hall, as we dive into the captivating stories of enterprise technology successes and failures through lively discussions with industry-leading executives and experts. Together, we'll explore real-world challenges and opportunities that companies face as they reshape the future of work.

Dayle Hall:
Hi, and welcome to the new season of our podcast. It's been a while. We're just back. We had a little hiatus, give you guys a break out there. A lot's happened in the world over the last probably six or seven months since we did one of these. The AI storm has really hit many organizations. We're seeing AI washing across multiple vendors that we compete with. It's been a crazy time.

We're seeing crazier things like Elon Musk has now become a political advocate for the president and then had a quick falling out and decided to run back to Tesla. So it's a crazy time in the economic markets. It's a crazy time in technology. But it's also a good opportunity. We're seeing a lot of developments. We're seeing new LLMs launch every couple of weeks, new versions, new technologies popping up. In our world, it's a very exciting time. So we're really excited to kick off this new season. And I'm excited to introduce our new guest.

Our new guest for this Season 4 is Mark Leonard. Mark is a forward-thinking IT leader. He has very deep expertise in driving innovation at the intersection of energy and technology. He is currently the director of IT at Drax. And I have a personal story about that, which Mark knows, but I'll share with the listeners in a second. Mark is leading the company's transformation into a data-first, AI-ready enterprise. So it's a great time to be able to talk to him.

Supporting this mission is to deliver renewable power and reduce carbon emissions. His work focuses on scaling innovation, accelerating AI readiness, and using technology to advance sustainability and performance at one of Europe's leading renewable energy companies. That's a hell of a remit, Mark, and welcome to the show.

Mark Leonard:
Hey, thanks, Dayle. It's great to be here.

Dayle Hall:
Yeah, it's great to have you. My personal story, as I shared with Mark when we met last time in London, is I'm from the north of England originally. And I grew up playing rugby in the shadows of the Drax power station in Selby. It wasn't that far from my home. So we played a team that used to play out there. So there's a real personal connection for me with this. Mark, as I said to you before, I'm excited to come up, and we're going to do one of the customer videos up there. I'm going to take some footage and get some nostalgia back in my life. Thanks for agreeing to do the podcast today.

What I'd like to do is just get a little bit about you, give us a little bit on your background and leading up to how you got to the position you are now at Drax. Give us a little career history.

Mark Leonard:
Well, I've always loved technology, but technology that can really make a difference. In my career, I've been very privileged. I was the CIO at Vodafone's UK business and a very grand title at a company called Colt Technology, which is an international network company where I was the executive vice president of infrastructure services, which basically meant- yeah, I'm mouthful. It meant I ran all the technology and operations in Colt.

I think in my career, I've been really privileged at Vodafone to be part of launching 3G, at Colt, launching the first pan-European cloud computing platform, and also the first commercial Ethernet software-defined networking product that we used across all our Ethernet customers across the world. I've always enjoyed that aspect of the role. At Drax, I look after all the tech. We are trying to do some really amazing things, and technology needs to be at the heart of everything that we do.

Dayle Hall:
Yeah, we had some of our initial discussion. I want to talk a little bit about the Drax mission and what it is that you're working on. I know you're working hard on the technology side to help support the company mission. Tell us a little bit about Drax and where you're focused.

Mark Leonard:
Yeah, sure. Drax is the largest renewable generator in the UK. The power station that you fondly remember, Dayle, and the big cooling towers, which obviously have lots of steam coming off of them when the plant's generating, that's not smoke, it's steam. Lots of people think it's smoke, but that's obviously the steam that you generate, and then recool, and then reuse the water to drive the turbines to generate the electricity. Anyway, it used to be the largest coal-fired power station in Europe. When the energy industry deregulated in the UK, it became a private company. The then CEO took a very brave decision to convert it to biomass. Drax uses biomass at Selby to generate renewable electricity. That biomass is sourced from sustainable forests and is taken from the waste products, so sawdust, branches, et cetera, that can't be used to build homes or to make furniture, et cetera.

We also have a very interesting hydro portfolio, hydroelectric portfolio in Scotland. We have the largest pumped hydro generator in the UK, which is at a place called Crookham. I always think it's like incredibly James Bond to visit there because you drive into a tunnel about a kilometer and a half into the mountain, and then there's this huge cabin inside where the generators are. Of course, bored through the rock, the ducts that let the water fall down from the reservoir when you want to generate electricity. And then when electricity is cheap, you pump the water back up. In many ways, it's a natural battery.

We also have a couple of run-of-river, as they're known. They sit there on the river, and as the river flows through, they're generating all the time. And then a very complicated scheme up, just outside Glasgow to the southwest of Glasgow, around the Galloway Basin, if you like, with many smaller reservoirs and about six hydro stations. And there is a delicate balance because, obviously, it rains quite a bit in Scotland.

Dayle Hall:
Yeah, I've heard that.

Mark Leonard:
Between keeping all residents in that area, which is quite huge, really, making sure that nothing floods, but also making sure that you keep as much water as possible to generate. And if you think about it, you're going down the valley until you reach the estuary at the coast. You're using that capability to generate with the same water multiple times.

Dayle Hall:
Yeah. It's a hell of a remit that you have to support in terms of what it is that Drax are doing overall for renewable energy. I like the James Bond analogy. I guess if you're in charge of technology, that makes you Q. So I can refer to you as Q from now on.

OK, so it's a great remit. Obviously, in your line of work and your position, you have to support very disparate locations. Obviously, a lot of people. So tell me a little bit about how broad that remit is and the kind of technologies that you're in charge of.

Mark Leonard:
It's worth adding, we have a very big supply business that focuses on the largest customers, energy customers in the UK, so water companies, et cetera, some of the supermarkets. We have a really unique electric vehicle fleet management proposition, which we can come back to a bit later. We trade our own energy, and we trade on behalf of our customers. So we have a trading organization. We're highly regulated with critical national infrastructure, so security is paramount. And of course, then we have the other regulations around trading.

We also, in North America, own 17 pellet plants where we make the biomass that stretch from Alabama, if you like, in the US all the way up nearly to the Arctic Circle in British Columbia, and four port facilities that we use to ship the pellets. We make pellets for ourselves, but we also sell to the Far East, where, again, there is quite a big biomass generating industry.

So from an IT perspective and a technology perspective, of course, you've got all the normal things that you would expect. And you've got to manage that at scale across many different geographies. You also have mission-critical systems. And you've got to build them in a safe, secure, and resilient way. And of course, the energy industry is well established, so you have many heritage applications. I won't call them legacy applications because they still work. They still provide great functionality. We don't want to be a company that is continually saying we're going to just swap that out for the sake of swapping it out. Those large-scale projects are full of risk, and many of them fail.

We have an eclectic mix, I would say, of applications and software. And of course, in IT, we reach down to the boundary with what we call OT, or operational technology. So there is technology inside the power stations and the pellet plants that run the industrial side. So yeah, it's vast.

Dayle Hall:
Yeah, I can imagine. I can't even imagine how many applications, heritage or modern SaaS, that you have. That's an interesting place for us to start. And so you've got some of these older systems, and I understand why you don't want to keep having to change things out. If you look at a company like Drax and you're going every day and you're thinking about, okay, we do have to do some kind of digital transformation, so we want to be modern, and we'll get into AI in a little bit, but you want to be modern, where do you start with scoping? How do you decide what to work on first when you've got so many different technologies, run the business, run the power plants? How do you start with the digital transformation kind of project?

Mark Leonard:
That's a great question. We took a step back and we looked at what we wanted to be able to achieve and how we could deliver more functionality, more information, more cost effectively and faster. We very quickly came to the realization that you need to make some fundamental decisions. And we're kind of guided by what I call a platform approach and with what we call abstracting functionality. People get very caught up with what we call megalithic systems, big systems. Why can't you do everything in a big system? When I was in telco, of course, the big system at the heart of everything is billing. Change becomes very difficult. The more features you add, the more complex they become. That just very quickly builds upon itself and becomes untenable.

So we took this platform approach and we said, how can we abstract functionality away from that? Quite honestly, we took a look at the biggest and best technology companies in the world. What does Apple do? What does Google do, and Meta, et cetera? We were clear that we wanted to move to what some people call modern applications these days and we call microservices for all the flexibility and scalability that gives you.

So we came up with this principle. We call it the Drax Digital Hub. We have three parts to that. We have three hubs in the hub, if you like. One is the data hub. We bought some technology that allows us to interrogate any data stores that we might have, whether it's a warehouse, or a lake, or just part of an application, and give us data lineage, metadata, data quality, all those good things.

We then said, if we understand our data, then what's the next piece we want to be able to do? We need an integration hub. That's where SnapLogic came into the story. And I can remember, Dayle, the day my head of software engineering, who was looking at that piece, came and said, I've seen this product. It's called SnapLogic. You've got to see it. He said, I think my 14-year-old could use it and build an interface in an afternoon. Of course, that kind of thing is music to my ears.

We built this integration hub and we have SnapLogic and we have an event-driven mesh capability as well for some certain scenarios. And then we built the microservices hub. One of the other things that we decided to do, which some people may think is slightly counterintuitive, is we built our own cloud. And that's because we generate our own power. And hey-ho, power is quite an expensive part of using the hyperscalers. It's not that we don't use the hyperscalers. The stuff that we want to run and grow, et cetera, it's just more cost-effective and more scalable on our cloud platform.

What we were really fortunate about was that the management layer and the hypervisor layer that we used also allowed us with a product that they brought to market to run a native Kubernetes. We have one management platform, if you like, for the infrastructure. And then we have Kubernetes running on top of that. And that's where we build all of our modern applications.

Now, this is the key bit here, is when someone says, I want to add some more functionality to one of the heritage applications, instead of going to the application provider or saying, hey, gosh, that means we have to swap the whole thing out, what we use is the Drax Digital Hub to present the data, write the functionality we want in microservices, and then we can drop it back in the application.

In fact, a very good example where we've done that was basically using AI machine learning to really automate the ingestion of invoices, matching them against POs, which are in two different systems, two separate systems, and that's provided phenomenal results. We gave the finance team a little slider that they could use that said, okay, what confidence match do you want on AI machine learning ingesting the invoices? They can set that themselves and they can reap the benefits of that. That's just an example.

Dayle Hall:
Yeah, that's great. I like the principle. And so you're responsible for all of those for the digital hub, and then you have people that obviously run each part. You just mentioned finance as an example. How do you manage requests then from the business? So if the business wants to do- you just said they want new functionality. How do you manage that? Is there a formal process?

On these podcasts before, people have set up councils and ways of being able to share this, because often with new functionality, there might be other parts of the business that could also leverage it. How do you enable the business to come to you with requests, and how do you make that assessment on what you should and shouldn't do?

Mark Leonard:
I think we've been very fortunate. When I joined Drax, we had six different IT teams. We were really running as six different companies. Our CEO, I think, made a great decision to give the business units freedom, but also to deliver common services from the center. As part of that, we have something we call the IT board, which is a fully devolved subcommittee of the executive board. A decision was taken that anything that was IT or IT enabled needed to be governed through that.

Now, we obviously have mechanisms for smaller activities. We call that small change. There is less formal governance around that. There are a lot of local user groups that look at feature sets and backlogs and what they would like to promote. But if it's a really big project, then it has to go through the IT board and be planned out accordingly. We also have what we call the architecture reviewboard. We've got a great architecture team. We have lots of patterns that are reusable. But if someone wants to do something differently, they have to come to the architecture review board first, and we'll have a good discussion on why that needs to be an exception.

Quite interestingly, we've just gone live with a big change. It's the way we communicate between trading the power stations and the national grid in the UK, which is the UK-wide body that overlooks the security and the running of the distribution of power. We've just put a new system in there. The great thing is, any system that you might put in, you've got to integrate it to a lot of things. Our integration hub, and the fact that we've got an integration practice, just makes that so much simpler because it's following the patterns. It's all going to the same place, and the architectural decisions are really simplified. And certainly, from a high-level design perspective, of course, every interface is slightly different. But it gives us a great opportunity and a great opportunity to leverage your technology. When I joined, the integration side of that would have been horrifying. Now, I don't want to do my team an injustice, but it's much simpler than it used to be.

Dayle Hall:
No, that's good. You're ahead of a lot of other companies in terms of how you're structuring things. I like the digital hub and the three practices. That's why we think we're in a unique position, because the capability of the platform, not just data sources, applications, and so on, obviously, I think that's where we're slightly differentiated.

Talk to me a little bit about the team that you have, the teams that run the hubs. When we talked in the past, you mentioned that you've been able to now have people that are more data scientists, focused on doing more of that analysis to get some insights. You don't necessarily need thousands of people doing coding and fixing bugs and so on. Talk to me about how the team's structured, who you have, what they do.

Mark Leonard:
Because we're so globally located, we took a decision, again, to try and simplify things, to have a matrix organization, basically. We have a software engineering team. Your team knows our head of software engineering very well, as you'd imagine. In there, we have the developers, the software engineers, the testers, and interestingly, the designers. So we split enterprise architecture and design. That's one of the other key things that we've done, because I think the ownership of the design is really important if you're writing code or you're doing integration work. We have, in that team, people that specialize, as you were saying, around the integration hub.

We took a big decision back in 2020, when we started on this journey, that we needed to make inroads into data science, basically predictive AI and managing and understanding our data better. We started off with a team of about six people, and now we've got over 60 people. We've built probably, I think at the last count, 29 digital twins that do everything from provide a predictive model for parts of our pellet plants or parts of our generating assets, to how can you start a unit. We've got four units, the big Selby biomass plant. So how can you start one of those units up most efficiently? How do you make the best pellet? We even use camera vision on top of the chimney stack at the power station to monitor emissions. I could go on and on. We could have a long conversation about some of the fascinating things we're doing.

One of the big projects we've been doing right now is around sustainability. Two aspects to that. Using AI and ML and those hyper-automation techniques we talked about with the finance procurement example, we've taken over 550 sustainability metrics and automated them. If you're going to claim to be renewable, you have to prove it. So we've taken that. In that model, we have the integration hub, we have our microservices, and we're using AI and ML to automate the ingestion of a lot of the data, which, at point of origin, might be relatively manual.

We then are taking things to the next level. For example, the European Commission is very interested, not just in biomass, but things like palm oil, et cetera, in deforestation. New guidelines are coming in that basically say, if whatever you harvest, be that palm oil or whatever else, you cause deforestation, then that's not sustainable. So we've been doing another interesting project where we're using satellite imagery to basically look at the area that has been harvested over a 10-year period. If you imagine, you get a polygon on a map, which is the area where some of that may have been harvested. We're using satellite imagery and, obviously, AI behind that to prove that the biomass has come from something that is not just sustainable, but it has not caused a level of deforestation.

Dayle Hall:
That's interesting. You mentioned 550 sustainability metrics, and you have to be able to prove it, the deforestation, and you're using AI and ML. How much of the proof to prove that you're renewable, how much is forced upon you? Are there guidelines that come from the government or from a body that says you have to prove that? And then at what point do you say, look, I think we can do this more automated so we can use AI and ML? I'm trying to go through how a company like yours that obviously has to hold themselves accountable to some serious metrics and accountability, how do you decide we can be better, we can be more efficient? How do you decide to use AI in that instance?

Mark Leonard:
I think you've got two vectors really, Dayle. One is that the regulation is getting enhanced all the time. And the second is, if you want the reputation, then you need to be able to prove it. And really, the only way you can do it is with automation. These are large areas, and you just need to be able to do it.

I think, for me, the interesting thing is when we started off on this road in 2020 and we started thinking about building the digital hub and investing in data science and AI, it was really at the point that was becoming affordable. It was a price point where you could implement it. I remember having the conversation when we took the strategy to the board, and that was one of the things that we pointed out. Obviously, there are some very clever people and some big technology companies that have been doing some of this stuff for a while, certainly in terms of a platform approach. But it was now at a price point that was affordable. That's the game changer. Again, I go back to my past career. I think it's those moments when technology really gives you the ability to make a difference.

Dayle Hall:
Yeah. There's many of these conversations that I've had. One of the things that I've heard a lot, particularly as Gen AI became really prevalent, a lot of it was the guidance from people like yourself and other people in these kinds of roles, is just because you can use AI on do more automation doesn't necessarily mean you should. It has to be something that's going to help the business. I just think it's interesting that given all the regulations that you probably have- and you mentioned it there, it was like, oh, there's some other tech companies that may be doing this for a while. Do you think it's misunderstood how advanced some of these energy companies actually are?

I think there's a little bit of a perception that, yes, you're supplying energy to the grid and you're trying to be more green and sustainable, but do you think it's a misperception that the technology behind it is more outdated or more legacy and behind the scenes? You're one of the most advanced tech companies that I've talked to, and you also provide power. So when you talk to people about this, are they surprised at how advanced you are?

Mark Leonard:
I think our approach is pretty advanced. Certainly lots of people in the technology community recognize that and say, yeah, we have made some great decisions. I think there are point solutions, if you like, where there are energy companies that are quite advanced. If you're building batteries, you're building that with modern technology. You don't have any of the legacy. The grids, the people that are managing the energy supply for countries are using predictive AI and trying to improve on that all the time. I know some of them are even looking at quantum computing as a way of building even more sophisticated models. There is obviously heritage technology. There is a big piece coming as IT and OT converge.

It's a bit like for the IT folks, who I guess are going to be listening into this, 25 years ago, there was a real barrier between the network, even if it was an enterprise network, and it was switched. It was engineered. That's all software. And so the people who are coming on and bringing new management solutions or operations solutions to power stations, whatever shape or form they have, are now building them in software. So it's moving.

One of the things we didn't talk about and I'd really like to mention is, of course, what we're trying to do in our next evolution is do carbon capture. We call it bioenergy carbon capture and storage. We're looking at building that capability on the power plant at Selby and maybe build a couple of new power plants in the US and build carbon capture on that. We're actually taking carbon out as the biomass is being burned. We're taking the CO2 out, and then we're capturing it, condensing it. In the UK, we'll be pumping that out from Selby to Hull and out into the North Sea into a disused aquifer.

Now, what's really exciting is that's all going to be new technology. Everything that we do around that, we really need to be leveraging all of our digital twins, building, working with the equipment manufacturers as well to provide something that is highly automated and delivers the carbon capture in the most effective way.

Dayle Hall:
Yeah, that's interesting, future projects for the company itself. As we come towards the end, let's talk a little bit more about AI, future evolution, and how you're going to use AI a little bit more, apart from what you've already talked about. And then, obviously, the latest term is agentic and using agents. What I would like to start with is just a very basic question. I believe there's a lot of confusion out there. I think people that may be using AI, now they're just saying everything's agentic, which I think is- look, I'm a marketer. We do like a good buzzword or two. But when you think of your organization, the infrastructure, what you're using- first of all, what does AI-ready infrastructure mean to you? And what do you see as the difference between the technology, what you're using around AI and ML, and where you might be investigating what agents- what does it mean and where you might use it?

Mark Leonard:
Sure. Again, Dayle, it's a great question. I think the generative AI piece is a bit overhyped at the moment. We use a lot of predictive AI. The generative AI will get better. It will play a part. It needs to be done and used in a safe and secure way. So we are running proof-of-concepts where we've already got NVIDIA chipsets, looking at running large language models internally, because we're critical of national infrastructure. If someone puts the, oh, write me a document on the firewall protocols for a power station, you might find that you've given the public domain information that you shouldn't.

Also, I think there are questions around IP. There are questions around strategic information. I'm not saying that we wouldn't take a hybrid approach. We are looking at some of the public models, the ones that we feel are more secure. And I think generative AI as well, I'm really excited about our software engineers being able to use it, because I think in IT, that would be a great step forward. How can we write code quicker? How can we test it more effectively? I go to the old CIO forum.  I think the last one I was at, which had quite a lot of CIOs on it, I think 70% of them basically, because they had little voting buttons, said they've not found a business case for Gen AI yet.

Dayle Hall:
Wow. That's interesting. 70% of CIOs said they haven't found a business case, which, of course, as we talked about, having the right use case and then deciding if AI can help, that's the critical part, not just saying, let's throw it in because it's the latest tech.

Mark Leonard:
Exactly. And I think the agentic piece becomes more interesting. But in the end, it's really about automation. So what can you automate? I remember earlier in my career, I went into the CEO's office with a proposal to roll out a newer version of Windows and new laptops. And I had been very badly steered. One of the parts of the business case was, well, instead of taking 15 minutes to boot up or whatever the time was, it'll do it in two. And everyone will get back X amount of time. That means you can equate that to a value back to the business. He just laughed. He laughed. He said, good luck proving that, and you're never going to prove it to me.

Dayle Hall:
Wow. That sounds like a CFO discussion.

Mark Leonard:
Yeah. So I think it's really where you can identify where you can use it and you can get a real measurable benefit from it. But hey, if people want it to help them write their emails or write their documents or PowerPoints or their videos or whatever, that's all good as well, right? As long as it's safe and secure.

Dayle Hall:
Yeah. And I think there's obviously been a lot more adoption with that. I think helping you write a LinkedIn post, helping you write a blog, if you're doing that, that's your role, or an email to a prospect, obviously those are very much in play, I think, with a lot of organizations.

But I think it's just interesting to hear you talk about it because of the safety, the regulations, the importance of what Drax does. It's interesting to hear about you. You're looking at it, but there's going to be certain guidelines and things that you have to be more aware of given the nature of the business. But it's interesting that you're still looking at those.

As I think about it, there's the Gen AI capabilities. And then there's agent to agent, where if it's an autonomous agent, it can make its own decision and take the next step. We've seen some of those examples at SnapLogic. They're not related to your kind of industry. Again, you'll do a bunch of testing. You'll keep probably most of it internally in your own infrastructure. But does that feel a little bit too far in the future to think about right now?

Mark Leonard:
The more that you can automate, I think the better. I just think you need the right focus. I think the challenge is identifying it. It feels a little bit, to me, similar to when the iPhone was launched. When the iPhone was launched, if you were a CIO, people immediately wanted apps. They wanted apps like on the iPhone. Why can't we have an app? Why can't IT write an app? There's a lot of excitement about that. And then it faded away again when people realized that it wasn't a universal panacea. Although I love the principle, and I say to our software engineers, design for the small screen, because let's face it, you don't shop on Amazon on your laptop. You shop on your smartphone because it's easier, because it's been made easier, because you've got such a tiny real estate.

I think a lot of people are going to get their hands on it. They're going to get their hands on the tools that maybe give them a bit of a burst into being more effective, with the calendar, with their email documents, as we discussed. And then it will flatten out again. And then it will allow the true piece to come in, which is, how are we going to make this process more efficient?

Dayle Hall:
Yeah, which is why we have technology, because it's all about trying to help us get efficient.

As we come to the end, I have one last question for you. I really appreciate what you've taken us through, the concepts that you have in place, the digital hub, the digital twins that you're using, the automation of sustainability metrics. It's a very advanced group you run. So congratulations on that.

You give yourself the timeframe, 12 months, two years, five years. If you think ahead and you see what's coming down around AI and ML or agents, what's the one thing that you're looking at and like, I'm really excited to see where this technology goes because it will help us do something? What excites you about what you're seeing on the technology landscape today?

Mark Leonard:
I think the big thing for me, and we didn't have time to get into it, is I want our digital twins in the operational technology environment. I think that's where we'll get the greatest value for Drax. I think that's key. Now, how far and how fast generative AI will come in and assist with that, I think that's something we are very interested in. As I said, can we produce code faster, more effectively, test faster? Can we do data science? Because there's gen AI that is replicating data scientists or certainly part of their workload. And of course, IT itself, technology, anyone that's accountable for a large estate, gosh, wouldn't it be fantastic if AI- and I think this is somewhere where generative AI can start to excel, because it could be more dialogue based, is what do I really need to know about my network? What do I really need to know about this hacker that maybe is trying to knock on the door? Those things, for us IT professionals, I think they'll be really exciting.

Dayle Hall:
Mark, I appreciate your time. Every conversation I have with you, I feel like I learn a little bit more. So for all our viewers out there, when this goes live, I highly suggest you follow this guy on LinkedIn, what he's talking about, and the amazing work that Drax is doing. Mark, thank you so much for being part of the podcast.

Mark Leonard:
It's a privilege. Thank you.

Dayle Hall:
Okay. Thanks, everyone, for joining us today, and we'll see you on the next one.

As we wrap up this episode of Evolving the Enterprise, we want to extend our gratitude for joining us on this exploration of enterprise technology. Keep the conversation going by subscribing, rating, and sharing our podcast. Together, we'll shape the future of work. Until our next episode, stay innovative and stay tuned.