Immersive Visualization Streamlined in Bid and Proposal Work Using Autodesk Flow PTR

STEVEN COYLE: Thank you, Autodesk. I'm looking forward to the opportunity to present today, co-presenting with Sally, Sally Herdman, our CSM for Autodesk. So we're co-presenting the Immersive Visualization Streamlined in Bid and Proposal Work Using Autodesk Flow PTR. You may have heard Flow PTR being called another platform that was used to be called ShotGrid. So this is a bit of a presentation to show our journey of how the engagement through Autodesk and how through that engagement and through our refresh and our strategy has really enabled us to not only help promote our business in and delivery of our projects, but also win more work in our bids and our tenders.

So three learning objectives, and we've got an agenda around this. So we're going to show you how learning about the-- how we're increasing our win rate of using Flow PTR on our tenders and our bids and pursuits and how we've streamlined that visualization process and also our journey as well. So you'll get to see a bit about that. Learn how we're enabling not only our visualization team, our technical team, but more around our project managers, our pursuit leads, our bid leads, and now our clients to be part of that visualization progress program. And then how we can be more efficient using things like Flow PTR and how that's making us more efficient in terms of the review time, the iteration time when we're reviewing, and checking the visualization.

And when I refer to visualizations, it's probably worth noting that could be talking about, really, 3D visualizations, immersive visualizations, but it could be just looking at design intent, reviewing design intent. So we'll show you some examples of that through this presentation.

Here's our agenda today. It's a bit of a packed agenda, but a brief introduction with-- around Autodesk and the Arcadis partnership. I'm going to then introduce a little-- I'm not going to talk a lot about strategy because strategy is somewhat boring, but I think it's really important to understand the strategy and how we've used the drive from the strategy from our global business to-- and how we help supporting that drive and win more work. The problem statement, what were some of the problem statements that we had with the immersive visualization, and then how Autodesk has helped with that. How it's helping us win more work, how it's driving efficiency. And then Sally is going to talk briefly about what's next around immersive visualization.

With that, I'll hand that over to Sally.

SALLY HERDMAN: Thanks so much, Steve. So welcome to Autodesk University 2024 and thank you for joining our session today. So my name is Sally Herdman. I am a principal customer success manager here at Autodesk based in Sydney, Australia. And today, I'm honored to be here introducing you to our global named account customer, Arcadis, as we dive into a remarkable collaboration that is set to redefine the future of visualization in the engineering industry.

Today we're excited to introduce and highlight the strategic partnership between Autodesk and Arcadis, a partnership that is not just a business relationship, but a shared vision to drive innovation, efficiency, and disruption in the engineering industry globally. Autodesk and Arcadis have a mature strategic partnership which has continued to grow, deliver value, and achieve success for over 14 years. Our strategic partnership is founded on a mutual commitment to harnessing the power of digital transformation to address some of the most pressing challenges in the built environment today.

By combining Autodesk's software solutions with Arcadis's deep industry expertise, we're able to innovate through collaboration, enhance project delivery and efficiency, empowering our people, and striving to deliver industry-leading solutions.

So why are we here? Arcadis teams in Australia, Manila, and Romania have provided traditional client-requested visualizations since early 2019, and Arcadis came to Autodesk wanting to enhance their capabilities through a new digital workflow, integrating immersive worlds, mixed reality, and AR/VR in their mobility business. So following an in-depth discovery with Arcadis, Autodesk proposed a technical solution. However, due to an acquisition, we discovered that the acquired business were already a big user of Autodesk Flow, previously ShotGrid.

Our dedicated technical specialists and business consultants were then able to pivot and adjust our solution to align with this and the software that was already embedded in their business, which is just one of the benefits of partnering with Autodesk. We have access to global resources, product experts, and thousands of hours of industry expertise to draw on to remain solutions-focused, strategic, and agile in our partnership with our customers.

Our partnership with Arcadis is more than a collaboration. It is a commitment to shaping a better future. Together, Autodesk and Arcadis are poised to lead the way in innovative design, engineering, and construction, pushing boundaries and setting new standards and expectations for the industry.

As you can see, this has been an APAC-led initiative with stakeholders and sponsors from Arcadis in Romania, the US, and Australia, showcasing the collaborative and scalable approach to this initiative.

By engaging with Autodesk under the global EBA agreement, we've been able to resource this project with media and entertainment software experts aligning with our AEC industry experts, providing in-region support to all end users on this initiative.

STEVEN COYLE: Thanks for that, Sally. I think that shows the-- yeah, I think that shows a really good example of how making the most of what-- with the acquisition through IBI, all the intelligence that was being used through previous knowledge, and then that global knowledge that both Autodesk and Arcadis had to be building this together. And I think, yeah, from my perspective, so my role in the business as the digital lead for mobility, I was from a governance perspective, so basically working alongside the-- [CLEARS THROAT] excuse me, the Steve Shaws and the Gabbys in Romania.

And Gabby actually presented at-- is presenting also at Autodesk University as well-- a lot more technical in terms of the other initiatives around this-- around the technical side or actually the delivery side of this as well. So this has been a truly, truly global initiative of driving this initiative forward. So you can see how big Arcadis is globally. And I just thought I'll start bringing this back down to Australia and just paint a bit of a picture of Arcadis Australia.

So we're around 1,350 people within Australia, 36,000 people globally. We've got five offices all around Australia. And Arcadis have been around in Australia for quite a while. I think it's really important because I think this has really been a catalyst to how we have worked with-- how we work with our clients, but also with Autodesk. And so we've used the same values of behaviors that we do internally with Autodesk. So yeah, people first, client success, integrity, sustainability, and collaboration is really true, but more importantly, our behavior.

So we've always worked as one team through this initiative. We're valuing each other. It was really impressive how Autodesk brought a lot of technical people. I'll probably question that at the start of the initiative, why we have all these technical people involved. But it was extremely valuable. They basically said, here's everyone that's been part of Flow PTR. And it helped from everyone, from my level to the people actually delivering the visualizations, understand the whole initiative, which is really important.

So this is only one slide on-- or maybe two slides on strategy. So we've just recently gone through a global strategy refresh. So Arcadis in Australia, we're predominantly known for our design and engineering grunt work, so a lot of design and construct design and build work for major highways, major infrastructure projects, et cetera. And a bulk of our revenue or a bulk of our work, you can see there, last year, 95% of that work was around design engineering, with our revised strategy to be doing more client-side work, to be doing more asset and program management type work, and using what we call asset intelligence.

So what have we learned from these design and construct projects, working closely with our contractors, how can we bring that knowledge back into that other parts of the business and using that. You can see that it's not that our design and engineering is gone from 95 to 76. We want to keep that stable-- those numbers, that revenue stable. But we want to grow around our technical advisory project management and asset management.

And this is where immersive visualizations is really important. That acts as a huge catalyst of these projects. If you think about, we've been involved in a lot of strategic type projects, working client-side, and that's very early stakeholder engagement, very early understanding of the projects. And part of that is building these visualizations. So we found that's a way that we're actually helping implement our strategy-- a tactful way to implementing our strategy from a TA perspective, to a technical advisory perspective, but also a project and asset management perspective. So that gives you a bit of a background of the why, I suppose.

And you can see, what this diagram is referring to is, as I mentioned before, is that overall design and engineering. But you can see, that pretty much goes across all the areas that I've talked about previously. So around the advisory, the project management, the cost management, cost commercial management, and the asset management. So we're essentially bringing that all together now using all that asset intelligence.

And so learn a bit about our strategy. So I think it's worth talking about how-- why-- yeah, did we actually have an immersive visualization team, or why are we doing it before? So we started this around five years ago. So 2019 we had a team of one, and that one person was accountable for essentially coordinating visualization, basically based out of necessity. So our projects or our programs of work required visualizations to be completed. So we worked on that using our team in Romania and our team in the Philippines, which we call our GEC, is our Growth Excellence Center.

So there was no real process around it. It was just like, we need to get this stuff done, let's do it. And we didn't have a workflow process around the creation and/or the review or the design iteration. It was more so probably built a little bit on trust, but just a lot of back and forth via Teams, via Outlook, et cetera.

Started to get a bit more globally connected, understand a bit more around the team with Romania, started to see who our subject matter experts were, started to see where they wanted-- where they could see where their growth were. And you can actually see that they actually had a plan themselves. So they were using a lot of 3DS Max. They had a lot of Serious Game Engine experience. And we really started to build those relationships and went, well, hang on a minute, how can we make this work for our region and co-develop the workflows to create? We still weren't there yet with the whole design iteration or review process yet.

As Sally mentioned earlier, Arcadis acquired IBI. So as said, yeah, through-- I think this was actually through Autodesk actually connected us with the IBI experts. And we started to understand what they were doing and, well, actually these guys have got a lot of experience in delivering a lot of-- they were doing a lot of advisory client-side type stuff as well. So I think that was really important to connect with that.

But then we started to see that immersive visualizations, it could be a solution for Australia. So we started to paint a bit of a vision around that, again, back to our strategy. And then, as I mentioned before, we're looking at-- when we revised the strategy, this was a full life cycle approach. It just wasn't for design and engineering. This was more around the talent, the TA project management and asset management.

And where we are at today, and essentially, what this project-- what this presentation is around is, we're using the term connected. You can see previously that we didn't have many workflows, we didn't have many processes, and it was very transactional. And I think, with Flow PTR and use of Autodesk, we've coined the term Connected Projects. We're meeting our global strategy, we're meeting our local strategy, and we're building the capability in our GEC offices, and we're winning more work.

And I'll show an example. And this is literally hot off the press. [CLEARS THROAT] Excuse me. What happened last week is that we may not have won a project, but it's allowed us a foot in the door for another project, and I'll touch on that a little bit later.

So the problem statement and why. So this is probably just going a little bit more detail in the previous slide. So we found that, yeah, unconnected projects, transactional. So what does that mean? So subject matter experts in Australia, in Canada, in the UK, in Romania, [INAUDIBLE], we're pretty much-- yeah, we didn't understand who was who and who were the best people to use whatever, what platforms, what software. Yeah, requesting a service replied on people just knowing each other. We just, we didn't know who the experts were, we didn't know where to go to. So it was more so, it was like tossing a coin and hoping that someone would respond to a request.

It was always very-- when we're working on bids and/or projects, it was very manual process to actually work out how long or how much it was going to cost, so-- because it wasn't based on workflows, it was basically, well, we need to produce this, we've done this before. I think it's going to be around about this. So that didn't give confidence to our project managers back in our business. So it really wasn't gaining the traction that it needed to be gaining. So yeah, deliverable management was manual, so it was very inconsistent transactional. And that goes, again, with the quality, the managing the quality.

So we found that the focus was on capability and capacity, which I think was a really important point. I'm going to talk about this a lot, this next point, around the manual capture of review comments. So yeah, multiple different platforms we used, copy and pasting screen images onto Excel files, onto Word documents, and then emailing backwards. Yeah, it just taking a lot of time, but not only a lot of time, it takes up a lot of valuable storage as well, which is not sustainable.

And then when we work on technical advisory or asset management type projects, obviously security is critical. And when we've got emails flowing everywhere, it's hard to manage that type of security. So that was a real issue that, actually, there was a few projects that we couldn't work on because of that issue.

And so you have this problem that you've got one project with all these emails, everything flowing around and disconnected, and then that just flows on and flows on and gets messier and messier. So you have files and disconnected documents everywhere, and then traceability becomes a complete-- it becomes an issue, referring back to what someone said in the first part of a review comment that becomes very difficult to research and find. So this was a huge challenge.

So as Sally mentioned, it was just through-- it was actually through having conversations through our regular meetings that we started raising some of these issues. And it actually Autodesk said, I think we could have something here, Steve. So we said, OK, well, OK, let's put it-- what do we need? And that's when we started saying, well, we need to have better connected projects.

And so benefit statement, so linking the correct SMEs, streamlining of the engagement, we needed to have consistent workflows. And these link to rates, so then we can actually work out how much things are going to cost based on how we're going to work, and with these workflows, make them repeatable so we can have consistency in deliverables and increase and consistently increase our quality levels, whilst we're increasing our quality levels, reducing our risk profile, because we want to have that based on workflows and rather individuals' knowledge levels.

And we wanted to make sure that we could help build the capability of this team as well and increase that skill set. One platform for all communications, that was something that was really important that we didn't want to have disconnected comms using various different platforms. And going back to the previous slide, so security. So we needed to have strict security and only have certain parts of certain stages of the development of the visualizations for only certain people to have access to that. So that was really important.

So we said, well, it wasn't in our case that we got to do this or this. We worked on this together. And so these essentially were the four KPIs. So we need to be 55% more efficient in terms of hours, which is a huge, huge target. Enhancing quality, so basically that was what I mentioned before, rather than-- not relying on people, let's look at workflows and have repeatable workflows and increase the quality.

Increasing the collaboration, so that reduction of the iteration time, the review time to produce these visualizations was really important, and a strong client focus. And when I say client focus here, it's I'm looking at client as two people-- sorry, two personas. I'm looking at that as our leadership team and within Arcadis, but also our true clients, who are usually our asset owners. We need to be-- because they are now part of this journey as well. So we wanted to make sure that we had a more consistent and efficient solution for them as well.

So when we looked at it with Autodesk-- and Sally's going to talk a little bit about-- tiny little bit about phase two at the end. But I think it's more important that we ring fence what phase one is about and knowing that how we can measure phase one before we go into phase two. So how can we, yeah, so implement best practices for immersive visualizations around workflows, design iterations, client reviews, project delivery, have everything on the cloud, using Unreal Engine, using 3DS and all in all connected projects. What we do with that next going on to ACC, integrating with other platforms, that's phase two. And as I said, Sally will talk about that a little bit later.

So win more work. So this is, yeah, going back to the strategy piece here. So business as usual. So immersive visualization, so initially, as I mentioned, it was part of, hey, yeah, we needed to create visualizations as part of our project requirements. Clients, through what they could see, clients were then directly engaging with us. So this happened on about four or five projects where they could see what we could do on the detailed design project. Said, hey, actually, could you do some visualizations that we'll use for stakeholder engagement and/or community engagement? And some of these have actually been uploaded onto YouTube that you could actually view yourselves.

So then the step three is where we're at now in including these, including visualization on our tender designs. I'm literally-- as the digital and design and engineering lead within Arcadis, I am mandating that we have visualizations in all of our tender designs and our strategic pursuits that is mandated now because, essentially, the cost to create these is nothing compared to pages and pages and pages of design intent that go into a report or a proposal you could quickly show by visualization. So Flow PTR is helping us do that. And then align with our strategy. So moving forward. So use that as a standardized process through all of the project life cycle.

And so part of that is understanding what's important to our clients. And what's really important our clients is, so when I talk to our asset owners here in Australia, Victorian government, Transport New South Wales Team, our Main Roads Western Australia is the data loss through each stage of the life cycle of the project.

Now I'm sure this is something that everyone is aware of. And I think being able to visualize projects very early on, you can actually able to see opportunities that what data or what information do you need at particular parts of the project life cycle that will help you to move forward. And by building these visualizations early, that helps. There will be-- I'm not saying there'll be no data loss, but what I'm saying is, it's actually going to help with that.

Data-driven decisions, that goes back to the first point. Enabling all stakeholders at every single part of that process through the project lifecycle, either that's from an Arcadis perspective or a consultant, a contractor perspective, or the client's perspective. Giving clients access to be able to make those decisions is really, really, really important, again, to move forward, what data do you need to move forward at that point?

And then collaboration with our clients, what you see there is just a sneak peek at Flow PTR. I'm actually going to go through a bit of a video of a session that we created, especially for this presentation. But it's a very simple platform that our clients can actually collaborate with. So yeah, so understanding what's important to our clients. And that's just three key points that I've picked up. And if we understand that, we can actually use visualizations to help with that.

And as I said before, so immersive visualizations, that could be just showing a little bit of design intent, which rather than pages and pages in the proposal-- that's what you see in the left-hand side there. We're just showing a current project and then showing some of the project objectives, project issues, et cetera, and showing some of the design options. Now that's probably 10 pages in a proposal that's in a video that was a QR code.

So I firmly believe that's an immersive visualization as well as the example on the right-hand side, which is a fully 3D immersive visualization of a recent project that Arcadis were working on, where we can actually see traffic movements, we can actually see the design, the existing terrain. And by giving everyone, and I mean everyone, the community, the clients, our internal project stakeholders, external project stakeholders, the client, to be included within this environment. So yeah, from an Arcadis perspective, immersive visualization takes on all these different types of opportunities to deliver a solution to our clients, again, understanding-- reducing our data loss, making data-led decisions.

And it's not only for design, it's also for operate and maintain. And this is a challenge that I had internally within Arcadis, where asset management team and our project management team said, well, Steve, we don't really need visualizations. Our stuff's already built. But this is an example in the Netherlands. And in Netherlands, they have a lot of movable bridges.

And a lot of the-- and so understanding maintenance around these movable bridges, safety zones, when they need to perform maintenance, what areas do they need to block to the community so they don't access this, where do people-- where do workers need to get in for laydown areas, et cetera. So they can now be interactive with this as well. And this is now going into our Digital Twin platform, which is something that's probably a little bit beyond this. But you can see how using that information is now helping us drive to use for other solutions.

So win more projects. So as I mentioned, this is just essentially a summary slide. So understanding design intent. And Tim Munsel, one of the digital engineering leads based in Queensland, he said it perfectly. He said immersive visualizations, unengineer the projects. And I really do like that comment that, basically, it puts it in a very simplified perspective that all stakeholders can understand, enables you to see the problems or issues earlier in the design phase before things are constructed.

And then, this one I mentioned earlier. So when we don't win projects, we receive this feedback on a recent proposal. So this is direct quote from the client meeting that we had. So "visualization was top quality with the fly-through presented and watched several time by the assessors. A really good approach." "It stood out from other submissions." And "I was disappointed not to be working with Arcadis." And because of that, we've been invited the next tender, which we didn't actually know about. So we may not have won that project, but it's helped us to be involved in a much bigger project, which is an awesome opportunity.

So how is it helping us drive efficiency? I thought I would just-- yeah, I think my role are very process-driven, so let's put a process diagram in there. So I thought, well, let's put a diagram before Flow PTR and with Flow PTR and, guess what, it's the same.

But I think it's worth noting-- and I've probably talked about this earlier-- that through this process of engagement production review, all of this is like a data stored in SharePoint review, issues being emailed, Word documents being created, passed back, Excel files. So it's all quite disconnected or transactional. And then it said, traceability has become a real issue for us, and we actually have had a few issues around that. So you can see just the amount of times that we've-- reviewing, making sure people can stay consistent upon that workflow, and using the right area within SharePoint, et cetera, as being quite painful.

So what does it look like within Flow PTR? That is all now within Flow PTR. It's all in one platform. So the reviews, storage, everything is in Flow PTR. So I essentially think of the way I look at Flow PTR, so there's the administrative part of Flow PTR where everything's created, and there's the review part of Flow PTR. And that's the part I'm going to be talking about today.

So when we say-- and when we talk about the KPIs, 15% are from project budget. And we've worked collaboratively with Autodesk and others. We didn't just say Autodesk, you need to help us with this. It's something that we've done as well. So way that we've helped understanding that process now using Flow PTR, we've actually created our own templates. And these templates are in Word and PowerPoint.

And it's a way that people can-- and when I say people, I mean our pursuit leads, our project managers, our market lead. So not technical-- literally, some of these guys are not technical people, but these people can actually start putting together a bit of a storyboard, a bit of a storyline in terms of what they would expect to see. So previously, that relied upon Steven Shaw, who's our visualization lead, to be sitting down in a maybe two, two-and-a-half-hour, three-hour meeting with these pursuit leads and personas to be able to work out what that story-- what that storyboard would have to look like. So we've saved a lot of time there.

We've increased our collaboration. As I said, it's, yeah, we've-- usually the visualization requests would come from the pursuit leads, market leads back to Steve. But now we've actually now almost-- yeah, Steve can start working with on maturing our workflows and our Romanian team and our Philippines team because, now, what we're trying to promote is our market leads going directly to the visualization team to be able to do these-- to do the production of these visualizations. So what that's doing is essentially reducing the piece of string to increase the collaboration and get directly to the people requesting it and what's in their head to the people that are actually creating it.

And as I said, everything's in the one platform. So the tracking of deliverables, the tracking of comments, the marking, viewing the design iteration is in that one platform, where previously multiple emails, multiple Word documents, et cetera. And I guess this is where we see-- and there's a lot more that could be done as well.

So we can actually track the management. We track and report how things are being managed, produced, et cetera. Whether-- and this is on the admin side, and this is what we've given that accountability back to our Romanian team. So they're actually accountable for the budget, and they can actually see how they're tracking against that budget. And the program to complete these works, that's all now within Flow PTR, and we can view that as well, which is something that we did not have previously. So it's essentially a project management tool for immersive visualization.

So look, it's probably enough talking about it. I think this is a recent example. So basically, this is just a sample project. So I get a simple link. this link was sent to me by Gabby. So usually phase one when we produce our immersive visualization is, let's define some basic geometry, some basic routes in terms of the traffic, the camera angles, et cetera.

And you can see he's already started to produce-- Gabby's already started to produce some stuff. Someone's already made some comments in here. Gabby's responded to those comments. Someone's marked, I think Steve Shaw, he's marked this area up here. Yeah, there's a bit of a problem here with the footpath and the transition on the road. So yeah, so Gabby's respond to that. So look, so yeah, so these are actually embedded videos. You can stop that. You can take screen grabs at any time. You can comment at any time, and it'll create an issue and create a task. And I'll show you an example of actually doing that.

Here's another issue based upon another camera angle. So the comment there that there was-- the topography looks pretty rubbish there. So we need to fix that up. There's some other-- looking through some of the other videos that-- or some of the other, yeah, some of the other videos that Gabby has created. This is a comment that I actually included. There was an issue with some of the line marking. And yeah, that was another part of the video that needed to be updated.

Here's a comment. And Gabby's actually responded saying there's actually no issue there. He'll fix that up on the next one. So I'm just going to play that video. You can see. Oh, hang on, there's a little gap. [CLEARS THROAT] Excuse me. There's little gap. But the gap of the line-marking there. So let's zoom back there. There it is. So we can-- there it is there. So we can actually mark that up.

So there's a bit of an issue there. You might call that a bit-- yeah, a bit crazy. But that is, yeah, that's something that we want to make sure the quality is high. So you can see, I've put an issue there. That's already created that screen grab. Said that's a problem. That's gone straight to Gabby. He would receive that as an email saying, OK, I need to fix this up.

Here's the next part in the process of the visualization where we started to fix. So he's fixed up some of these issues from the previous route selection. We're starting to get a better, more quality, starting to get a bit more-- we've put some car movements, vehicle movements in here as well. There's already been some issues. This is an issue that I raised that there, for some reason, from the previous one, there was some weird object in there, so that wasn't picked up previously. So I'll pick that up and Gabby's responded, I'll fix that up straight away.

So you can see some of these issues, as soon as I comment or anyone comments on these, they can be-- they'll be sent, sent an email, and they can be, essentially, within the same minute, updated. You can see that truck's moving very slowly, so that's an issue. That's not flowing right. So that's been reviewed and commented on.

And then finally, this is the final video. So this is all the comments are completed. And this is where all stakeholders actually can see the final video that's been created. So no need to go in to or be sent another link. This is the video where the information can be extracted from here and used for slide decks, for proposals, using QR codes, for pursuits and bids et cetera. So yeah, everything within the one platform. So everything that I mentioned previously is essentially now all disappeared where we can actually be able to get access. And you can see all the-- well, it's going pretty fast through that video, but all the comments that were made previously being closed out by Gabby.

So essentially, look, a summary is, yeah, how, yeah, I think this has been-- it's alignment to our global strategy. This is what we would call a true cross-GBA collaboration. What I mean by GBA is our global business area. So we're divided into business areas, mobility, resilience, and places. And what essentially that's doing is bringing us together. Because IBI, who are very much a places-focused business, we're essentially helping them grow to be doing more, I guess, infrastructure or mobility type projects. Whereas our team in Romania were doing more infrastructure type projects. So we're getting a lot of cross-GBA collaboration.

And I think one of the biggest things here is defining a better global team structure. So as I mentioned, it was only a certain handful of people that were able to do this. And now we're starting to understand how we can best share the work using Canada, Romania, Australia, the Philippines, et cetera. And then the guidance of the review. We want to make this better. We want to make the workflows and streamline our workflows and design iteration better using Flows PTR. As we grow further into the asset maintenance and asset management, I think this is a huge growth area for our business, and it's not something that we've actually really pushed and tested enough yet as our asset management and maintenance market actually grows here in Australia.

So what's next with the immersive visualization? I'm going to hand that back over to Sally.

SALLY HERDMAN: That was a great insight into what we've been able to achieve with Flow PTR in the engineering industry. But what's next? So the future of immersive visualization at Arcadis. So we're going to be targeting to implement a streamlined strategy to connect the animation pipeline using Autodesk Construction Cloud with Flow PTR using the Autodesk Platform Services.

So immersive visualization is recognized as a strategic global initiative within Arcadis. We will scale up the successful solution, which has been pilot piloted between Australia and Romania, striving to achieve immersive worlds, mixed reality, and AI in the mobility sector for future Arcadis infrastructure projects. Our visualization teams will be delivering industry-leading services using this cutting edge solution and utilizing this solution to increase their market share by winning work.

So implementation of this solution has delivered a valuable edge to Arcadis in a competitive market. By using this cutting-edge technology and by merging media and entertainment software with engineering design, combining mixed reality and AI for mobility projects in roads and infrastructure, it's positioned Arcadis to win more work and realize value of increased revenue, market share, and a reputation as an industry leader.

Streamlining the early design phases with visualizations, that reduce documentation costs and enable efficient, repeatable processes, along with the use of gamified formats, offers Arcadis clients dynamic visualizations based on current models, and it demonstrates performance under various conditions such as traffic, pedestrians, and weather. So we saw insight into that in the previous video that Steve was able to demonstrate.

Increased awareness of the gamified functionality in infrastructure models has allowed Arcadis to expand their market options and gain a valuable competitive edge over competitors in bid and proposal processes. So what does that mean? What's the impact? So leveraging immersive visualization offers numerous benefits for project and client management. Clients and communities can thoroughly review assets, enhancing their understanding and involvement, while making informed design decisions live. So project and design managers can excite and inspire clients, winning more work by showcasing cutting edge visualizations.

So we've equipped Arcadis to provide industry-leading services, visualization teams in Australia, Manila, and Romania can ensure consistent quality and continued innovation. So the workflow that we saw demonstrated dynamically captures and reflects design changes during the tender phase, incorporating scenario modeling data for accurate movement and comparison analysis.

So in addition to this, an interactive and gamified visualization approach resembling a video game aids clients in being able to comprehend the project's impacts at different times and phases. It makes the experience both engaging and intuitive and particularly appealing in today's current digitally-focused environment of merging business and technology.

So we can see here a demonstration of how Autodesk Flow fits in to Autodesk Platform Services. So Autodesk Flow is an industry cloud specifically designed for media and entertainment, built on Autodesk's Design and Make Platform. It integrates seamlessly with Autodesk Platform Services, APS, and streamlines production workflows. So in summary, Autodesk Flow fits into Autodesk Platform Services by utilizing its APIs and cloud capabilities in order to provide a comprehensive, integrated solution for media and entertainment workflows. However, as Steve and I have demonstrated today, through this initiative, we've been able to achieve this for the AEC industry, particularly in engineering design workflows.

So we'd like to finish and leave you with a quote from an infrastructure client that Arcadis were tendering to. And Steve touched on this earlier in the presentation. Although unsuccessful in the bid, the client was so impressed with the submission and the immersive visualization component that they've invited Arcadis to tender for a larger project, which will generate higher revenue and further future opportunities to potentially increase Arcadis's market share, which is an incredibly positive outcome of an unsuccessful tender bid.

So we're going to leave you with this quote. I hope that you have enjoyed the demonstrations that we've provided here today in relation to immersive visualization, streamlined in bid and proposal work using Autodesk Flow PTR. Thank you so much to Steve, my co-presenter, and the national mobility lead for Arcadis Australia.