WEBVTT

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DAVID HAMILTON: I could
not do my job without SAS.

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If we think about the
forecast area that I work in,

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we drive the budget every year.

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We drive long-term planning.

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We actually drive every
cost lever in the business.

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And when you think about our
business being nonprofit,

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our main focus is
to control cost.

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So forecasting is
part and parcel

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of the most important
thing we do,

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because it sets off
everything to do with money

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that drives our business.

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We're not a big company,
but there's still

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millions of dollars riding
on those forecasts every day.

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I don't think you can
find a better software

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company to manage data or to
do models or to do analytics

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or to do risk evaluation
than going with SAS.

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We know from the
inception of SAS,

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we were able to control
our forecasts, which

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controlled our rates.

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We've had, over the
years, six or seven, maybe

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even eight or nine, rate
decreases now because

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of the way that SAS has
been able to forecast.

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Most co-ops or G&Ts probably run
one or two a year, forecasts,

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and that's all they do.

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We run every month, sometimes
multiple times a month.

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And we could only do that
with SAS, only do it with SAS.

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