00001
1	SOME PORTIONS DESIGNATED HIGHLY CONFIDENTIAL
2	SUBJECT TO PROTECTIVE ORDER
3	ENTERED ON MARCH 1, 2004
4	* * *
5	UNITED STATES DISTRICT COURT
6	FOR THE NORTHERN DISTRICT OF CALIFORNIA
7	SAN FRANCISCO DIVISION
8	_____________________________________
9	UNITED STATES OF AMERICA, et al.
10	Plaintiffs
11	-v- Case No: C-04-00807 (VRW)
12	ORACLE CORP.
13	Defendant
14	_____________________________________
15	DEPOSITION OF
16	DAVID L. DORTENZO
17	VOLUME 1
18	Wednesday, May 5, 2004
19	9:24 A.M. TO 5:22 P.M.
20	held at
21	1735 New York Avenue, Northwest
22	Washington, D.C.

00005
1	***PROCEEDINGS***
2	DAVID L. DORTENZO,
3	called as a witness in this case,
4	having been first duly sworn upon his oath,
5	testified as follows:

00008
8	Q. Okay. Very good.
9	Mr. Dortenzo, for the record, can you
10	spell your name and also state where you work, and
11	give the address of your employer.
12	A. Sure. It's Dave D-O-R-T-E-N-Z-O. I'm
13	a principal with Deloitte Consulting. My business
14	address is 1000 One PPG Place, Pittsburgh,
15	Pennsylvania, 15222.
16	Q. All right. And now, is that Deloitte
17	Consulting LLP?
18	A. That is Deloitte Consulting LLP.
19	Q. And how long have you worked at the
20	Deloitte Consulting?
21	A. A little bit over ten years. I started
22	in April of 1994.

00009
1	Q. Okay. And what did you do before that?
2	A. I was a consultant with Pricewaterhouse
3	from 1981 through 1994.
4	Q. Okay.
5	A. I was in industry for four years before
6	that.
7	Q. Okay. And what do you do as a
8	principal of Deloitte Consulting?
9	A. I manage our U.S. operations for our
10	Oracle consulting practice. I'm responsible for
11	all of our consulting operations, our partner
12	deployment, and staff growth.
13	Q. Now, at one time were you a global
14	leader for the Oracle practice?
15	A. Yes. I was a global leader last year.
16	Q. And when did that end?
17	A. That changed in this fiscal year, which
18	began in June of 2003.
19	Q. June 2003.
20	A. Uh-huh.
21	Q. Why -- what was the reason for that
22	change?

00010
1	A. The reason for that change was that the
2	Deloitte Consulting was folded back into Deloitte
3	& Touche's parent organization, and the accounting
4	structure within the organization is of a
5	country-specific nature. And so the leaders are
6	assigned to the country levels, and not to the
7	global levels.
8	There are some global leaders that are
9	more responsible for alliance operations,
10	relationship-type of operations than they are the
11	consulting operations and the actual practice of
12	consulting in the field.
13	Q. Okay. Now, that was a lot of
14	information. I just want to go through it so that
15	it's clear.
16	You said Deloitte Consulting was folded
17	back into Deloitte & Touche?
18	A. That's correct.
19	Q. What's Deloitte & Touche?
20	A. The -- there's the parent corporation,
21	Deloitte Touche Tohmatsu, that is the global
22	holding company.

00011
1	The parent organization for Deloitte
2	Consulting is Deloitte & Touche LLP USA.
3	Deloitte & Touche LLP USA is divided
4	into two partnerships. Deloitte Consulting LLP
5	and Deloitte & Touche LLP so there are two
6	organizations that fold up into Deloitte & Touche
7	LLP USA, and that is part of holding company of
8	Deloitte & Touche and Tohmatsu on a global basis.
9	Q. Deloitte & Touche Tohmatsu --
10	A. Tohmatsu.
11	Q. Is that headquartered in Switzerland?
12	A. That's a Swiss Verein.
13	Q. What's a Verein?
14	A. It's a holding of partnerships.
15	Q. That's just the Swiss terminology for
16	holding and partnerships?
17	A. Yes.
18	Q. Okay. And then Deloitte & Touche LLP
19	USA that's the parent organization for both
20	Deloitte & Touche and Deloitte Consulting?
21	A. That's correct.
22	Q. And you work for Deloitte Consulting.

00012
1	A. That is correct.
2	Q. Now, before June when there was that
3	reorganization, how did Deloitte Consulting fit
4	into this organization?
5	A. It was a very similar structure, but
6	what was going on at the time was Deloitte
7	Consulting was going to spin off from that
8	structure and become -- it's a legal entity, and
9	it's an organization. The partners voted against
10	that spin-off, and that's when the organizational
11	change took place that is reflected in the
12	structure that I just explained.
13	Q. Okay. So was Deloitte Consulting,
14	before June, solely a U.S. organization?
15	A. No, Deloitte Consulting was a global
16	organization at that time.
17	Q. And --
18	A. That's when I had the global
19	responsibilities.
20	Q. Okay. So at that time -- at that time
21	Deloitte Consulting operated globally and not just
22	in the U.S.

00013
1	A. That's right.
2	Q. Now, after the reorganization, do you
3	still provide global services through the
4	consulting organization?
5	A. We do. We do, through national
6	organizations and global organizations, we're
7	involved on a global basis in our local practice.
8	Q. So do you continue to work with some of
9	the same people that you worked with in other
10	countries before the reorganization?
11	A. Yes, we do.
12	Q. They've just been reorganized into a
13	different way within Deloitte Touche Tohmatsu?
14	A. That's correct.
15	Q. Is there anybody else who is nominally
16	the leader of the global organization for
17	Oracle -- for the Oracle practice any longer?
18	A. No. There is a Global Alliance
19	Partner, but they're not operations --
20	Q. Who is the Global Alliance Partner?
21	A. Jeff Plewa, P-L-E-W-A.
22	Q. And where is he located?

00014
1	A. Chicago.
2	Q. So he's in the U.S., too?
3	A. Uh-huh.
4	Q. And you are the U.S. --
5	A. Practice Leader.
6	Q. Practice Leader?
7	A. Responsible for Oracle operations.
8	Q. And are you a Practice Leader for any
9	other -- for any other groups within Deloitte
10	Consulting?
11	A. Not at this time.
12	Q. Okay. And have you been in the past?
13	A. Yes, I have.
14	Q. Was Retek one of those groups for which
15	you were --
16	A. Retek was one of the practices that I
17	was responsible for.
18	Q. Okay. And when were you responsible
19	for the Retek practice?
20	A. Retek was the last fiscal year, so it
21	would have been from June of 2002 until June of
22	2003.

00015
1	Q. Okay. And why did your responsibility
2	for the Retek practice end?
3	A. Retek is a specialty software
4	operation, and we folded that responsibility back
5	into our industry practice, because the expertise
6	required to implement Retek was very specific to
7	our consumer business retail -- excuse me --
8	industry segment.
9	Q. Okay. And by the way, how long have
10	you been, before the reorganization, how long were
11	you the Global Practice Leader for the Oracle
12	practice?
13	A. 18 months.
14	Q. And what was your position in relation
15	to Oracle before that?
16	A. I was the Oracle Americas Leader before
17	that, for one year. And for the year prior to
18	that I was the Central Region Practice Leader.
19	Q. For Oracle, too?
20	A. For Oracle. The year ... yeah, that's
21	right.

00016
8	Q. Eighteen months back would be about to
9	the end of 2000 -- no, the beginning of 2002?
10	A. Should be the mid of 2002. The global
11	responsibility that I had was June of 2002 through
12	the calender year of 2003.
13	When I mentioned that earlier that
14	Deloitte Consulting folded back into Deloitte &
15	Touche, the legal date for that transaction was
16	actually December of 2003.
17	Q. Okay. I understand.
18	A. So as we went through -- the overlap
19	that I was trying to explain is from June of 2003
20	until December of 2003 I was still the global
21	leader although the organization was shifting to
22	the country-specific organizations, so we started

00017
1	to ramp down some of the global responsibilities.
2	But I still had the title, if you will, through
3	December of 2003.
4	So it would have been June of 2002
5	through December 2003, eighteen months.
6	Q. And as the U.S. Practice Leader, that
7	would have been for the year before June 2002, so
8	from about --
9	A. That's correct --
10	Q. June 2001 to June 2002?
11	A. That's correct.
12	Q. And Central Practice, it would have
13	been about June 2000 to about June 2001?
14	A. That's right.

00018
2	Q. Immediately before you became the
3	Central Practice Leader were you working with --
4	A. I was working with Oracle --
5	Q. [Inaudible] software --
6	A. Sorry. I did have -- we have major and
7	minor responsibilities, so I was an energy
8	practitioner as a partner within the firm.
9	Q. Uh-huh.
10	A. I had a minor or a secondary
11	responsibility in the software packages practice.
12	And while I was at British Petroleum,
13	which is where my assignment was as a line
14	partner, as the lead client service partner on
15	that engagement, we did work with both Oracle and
16	SAP.
17	Q. Okay. Was that your first work with
18	this enterprise software at British Petroleum? Or
19	had you been working for some time with this
20	software in your practice before that?
21	A. I had been working --
22

00019
14	Q. Are you familiar with the term ERP or
15	Enterprise Resource Planning?
16	A. I am.
17	Q. What is that, or how do you use that
18	term at Deloitte?
19	A. Well, ERP is a categorization of type
20	of software that discusses the scope of that
21	particular software and how it can be used within
22	the company.

00020
1	So when we talk about ERP, typically we
2	refer to software that can be used throughout the
3	entire enterprise which takes care of financials,
4	which takes care of order management and customer
5	relationship management, and also fulfills supply
6	chain applications, and business processes. So
7	when we talk about ERP within the firm, that's the
8	scope of processes and applications we usually
9	think of.
10	Q. Does it include a human resource
11	functionality also?
12	A. It can. At Deloitte we have a separate
13	practice that's entitled the "Human Capital
14	Practice," that also deals with human resource
15	solutions.
16	So sometimes we do incorporate HR
17	applications into the ERP, and sometimes we deal
18	with them independently through our Human Capital
19	Practice.
20	Q. Okay. And in terms of the types of
21	software that is used for the financial management
22	of the corporation for enterprise purposes, can

00021
1	you just provide some examples of that, of what
2	that software is?
3	A. Application examples, Kent or brand
4	names --
5	Q. Like a general ledger, for example.
6	A. Financials usually incorporates general
7	ledger, accounts payable, accounts receivable,
8	fixed assets, the primary applications.
9	Q. Okay. And in your Human Capital
10	software packages, what are the types of
11	functionality that are normally included within
12	that area?
13	A. Basically human resources and payroll
14	processes.
15	Q. Okay. Is an added functionality that
16	is often included now a self-service
17	functionality?
18	MR. YATES: Objection. Vague.
19	BY MR. BROWN:
20	Q. You can answer the question.
21	A. Okay. Self-service is a feature within
22	applications. It can be a feature that's involved

00022
1	around human resources. It can also be involved
2	around customer relationship and supply chain as
3	well, depending on how that application is
4	designed.

00023
10	Q. Okay. I understand.
11	Now, just one little piece more on your
12	background. At any time have you been responsible
13	for another -- any other practices at Deloitte,
14	other than Oracle and Retek?
15	A. Yes.
16	Q. What-
17	A. I had responsibility for the PeopleSoft
18	practice from June of 2001 to June of 2002, as
19	well as Oracle.
20	Q. And were you the global leader for that
21	practice too?
22	A. The Americas.

00024
1	Q. Americas.
2	A. That was the years I was Americas.
3	Q. All right. Now, I'd like if you could,
4	could you just explain what a -- the Oracle
5	practice is at Deloitte.
6	What do you mean when you say "the
7	Oracle practice"?
8	A. We have -- we have a number of staff
9	who specialize in implementing the suite of
10	applications that Oracle sells in the marketplace.
11	In addition -- those could be HR,
12	financials, same thing we talked about earlier,
13	CRM, supply chain.
14	In addition to implementing those
15	applications we have practitioners that specialize
16	in Oracle technology. So when I say "Oracle
17	technology," what I mean is the database
18	applications, the integration of the Oracle
19	software with any other legacy systems that a
20	client might have within their organization.
21	And the other services that we provide
22	around technology have to do with applications,

00025
1	database administration. So it's managing the set
2	of applications, sizing those applications, tuning
3	them from a performance perspective, making sure
4	that the tables are set up correctly, and that the
5	patches that come out and the updates that come
6	from Oracle are applied.
7	So the scope of our Oracle practice is
8	comprised of practitioners who deliver those
9	services to the marketplace.
10	We will take those practitioners, and
11	join them with practitioners from our industry
12	specialties within the firm, and that generally
13	speaking constitutes the project -- the people
14	component of our projects as we deliver services
15	to the market.

00026
2	Q. Okay. By the way, with respect to --
3	with respect to the focus of my questions today,
4	I'm going to be asking primarily about the ERP
5	applications dealing with finance and HR. And
6	only peripherally covering the applications that
7	might deal with the CRM -- I think that's customer
8	relationship management.
9	A. Correct.
10	Q. And supply chain management.
11	If I'm asking a question about
12	applications, will you be sure to think of it in
13	terms of financial management and HR management?
14	A. I will.
15	BY MR. BROWN:
16	Q. If I want to talk, or ask about the CRM
17	or the supply chain management applications, I'll
18	extend the question to those areas.
19	A. Okay.
20	Q. Now, can you tell me a little bit about
21	what types of clients Deloitte works with, with
22	its Oracle and its PeopleSoft practices?

00027
1	A. We practice across seven different
2	industries to a number of client companies. There
3	are about 2000 clients in our Deloitte & Touche
4	portfolio.
5	Those clients, generally speaking,
6	range in revenue size from $500 million revenue,
7	all the way up to the largest organizations in the
8	world like General Motors. So multiples of
9	billions.
10	Q. And do you recall what the seven
11	industry practice areas are on which you
12	specialize?
13	A. We can go through them -- I think I'll
14	get them all.
15	It's consumer business; financial
16	services; manufacturing; public sector; health
17	care; technology, media and telecommunications;
18	and energy.
19	Q. Now, when you talk about the 2,000
20	clients that you have at Deloitte Consulting, are
21	those the 2,000 - are those 2,000 clients that
22	Deloitte Consulting has for its U.S. operations?

00028
1	A. It is. That is our client portfolio.
2	Q. Okay. And in addition to PeopleSoft
3	and Oracle, do you have any other -- do you have
4	any other practices that are -- in which you
5	provide ERP solutions to -- and that's the
6	financial and HR solutions -- to these groups of
7	clients?
8	A. We do. We have an SAP practice
9	effective, as of the first of the year, as the
10	firm is all back together there is also Lawson in
11	our portfolio.
12	Q. Okay.
13	A. That's primarily it. Retek is still
14	part of the industry practice, so we still do deal
15	with Retek. And then any particular software
16	applications that support any of these might as
17	well be included in our ERP practice as well,
18	because that falls under our packages practice.
19	So if we were dealing with a specific, or as a
20	term "bolt-on packages," something to do with
21	sales tax, we would also potentially have
22	practitioners who have that expertise as part of

00029
1	this practice.
2	Q. Okay. So now, when you talk -- when
3	you are talking about this, this would be software
4	that would be used together with one of the ERP
5	packages that of, say, PeopleSoft, Oracle, SAP or
6	Lawson?
7	A. That's right. That's right.
8	"Complementary," I guess, might be a good term.
9	Q. Can you just give us an example of a
10	type of software that would potentially be used to
11	complement one of the ERP packages?
12	A. Sure. It's a company named Vertex,
13	V-E-R-T-E-X. Vertex's specialty is to deal with
14	sales tax, use tax, processing. So as clients
15	look at their financial processes and have to deal
16	with taxation issues, that software is specialized
17	to work together with the ERP softwares to deliver
18	that functionality to manage that tax function for
19	our clients.
20	So we will implement that together with
21	the ERP packages in a lot of cases.

00030
1	Now, you mentioned after the first of
2	the year, your practice with respect to a Lawson
3	was within Deloitte Consulting.
4	A. Uh-huh.
5	Q. Did any of the Deloitte groups have a
6	Lawson practice prior to that time?
7	A. The Lawson practice was managed from
8	our Deloitte & Touche organization prior to the
9	reorganization of the firm, effective December --
10	December 27th was that date.
20	Q. Why don't - I think that's a good
21	idea. After 2004,I think you said there's an
22	umbrella organization, and you have -- on one side

00031
1	you have Deloitte & Touche and Deloitte Consulting
2	on the other side.
3	A. Uh-huh.
4	Q. And so to make the question more
5	specific, now, how was -- how are the functions of
6	those two organizations split up?
7	A. Currently they are split where all the
8	consulting, effective, again, December 27th, 2003,
9	all the consulting is housed within Deloitte
10	Consulting LLP.
11	Prior to that, and for a period of very
12	close to ten years, about the time I started with
13	the firm, the Deloitte & Touche organization had
14	commissioned the startup of a practice that was
15	called Management Solutions, which was a
16	consultancy that was more dedicated to serving
17	audit clients, and typically smaller clients, than
18	what Deloitte Consulting served in its
19	marketplace.
20	When I say "smaller," in terms of
21	company revenue, again generally speaking.
22	So over that period often years, the

00032
1	Management Solutions organization had grown, and
2	the -- one of the services that they delivered to
3	the marketplace was around Lawson implementation.
4	That practice was primarily focused around health
5	care, although there were also retail and public
6	sector implementations of Lawson taking place at
7	that time.
8	So they served primarily those three
9	industries.
10	When the firm reorganized, and the
11	Braxton separation was voted down and the firm
12	reorganized and became effective again December
13	27th.
14	All of the software practices --
15	software package practices and operations shifted
16	at that time into Deloitte Consulting.
17	Q. Okay. Did the -- did the Management
18	Solutions practice focus primarily on operations
19	that were within the U.S.?
20	A. Not exclusively. Primarily, but not
21	exclusively.
22	Said differently, if we ran into a

00033
1	client situation from a solutions perspective that
2	had global operations, again, that would be served
3	from the company headquarters site. So if the
4	company was headquartered in the U.S. and had
5	tentacles into Europe or another part of the
6	world, then U.S. firm would also serve that global
7	client.
8	Q. Okay. I guess what I'm trying to get a
9	more precise definition of the types of companies
10	that were served by Management Solutions prior to
11	the reorganization.
12	MR. YATES: Objection. That question
13	lacks foundation.
14	BY MR. BROWN:
15	Q. Do you know what types of companies
16	Management Solutions served before the
17	reorganization?
18	A. I don't think it's --I don't think
19	it's easy to categorize those kinds of companies.
20	I can say that the client portfolio was very
21	similar to what Deloitte Consulting was serving at
22	the time.

00034
1	Q. Okay. But-
2	A. So at the early design, Kent, I would
3	tell you that there was intent that those
4	companies would be smaller, and they, again,
5	generally speaking, would be up to a billion
6	dollars in revenue.
7	However, over time, as consulting was
8	competitive, and as these two organizations,
9	Deloitte & Touche and Deloitte Consulting became
10	more involved in the marketplace, there was even
11	internal competition that led to the solutions
12	organizations serving very similar clients to
13	Deloitte Consulting.
14	So if, in using the Lawson example,
15	they ran into -- let me think of a good
16	representative example ... there's a -- I believe
17	an organization called . It was a large health REDACTED
18	care organization that operated nationally.
19	Q. It's a hospital organization?
20	A. Yes. And I was aware that there was a
21	large Lawson implementation going on there. But
22	this would be a, you know, a multi --

00035
1	multiorganizational -- very large client that
2	typically you might have found Deloitte Consulting
3	serving. So Solutions was in fact serving that
4	client and delivering to a very large client some
5	very significant services, which, again, is not --
6	was not that original intent I spoke of, up to a
7	billion dollars, smaller types of services.
8	So the marketplace was very similar to
9	what you'd find in Deloitte Consulting. The
10	specialty of Lawson existed, and was managed from
11	Deloitte & Touche as opposed to Deloitte
12	Consulting.
13	Q. Okay. Now, do you know approximately
14	how many people are working in the Oracle practice
15	in Deloitte Consulting today?
16	A. I do. We quote two numbers. There are
17	about 300 practitioners that are solely dedicated
18	to Oracle implementations. And there are 1500
19	practitioners that we speak of in terms of global
20	capability.
21	The difference between those two
22	numbers represents those practitioners who have

00036
1	specialty in our industry practices, who as well
2	have Oracle experience, but have not dedicated
3	their careers to implementing Oracle applications.
4	So they may have worked in high-tech,
5	or they may have worked in telecommunications;
6	they may have worked in financial services
7	implementing, let's just say, an inventory
8	solution or some piece of an Oracle application.
9	But after that project's finished they
10	may as well go do SAP or something else. So they
11	specialize in the business processes, and in
12	business transformation, but they don't specialize
13	within any one package.
14	Q. So, just so that I understand, you have
15	300 who are solely dedicated to Oracle.
16	A. That's correct.
17	Q. And in addition you have another 1200?
18	Or would that be 1500 that you could call on who
19	have --
20	A. 1200 -
21	Q. -- who have Oracle expertise.
22	A. 1200.

00037
16	Q. Okay. Now, do you have a -- and what's
17	the size of the Oracle practice in annual revenue?
18	A. This year it will be about million. REDACTED
19	Q. Is that U.S.-
20	A. U.S.
21	Q. For U.S. only?
22	A. Yes.

00041
10	Q. Okay. And what about with respect to
11	Lawson?
12	A. Same thing. Lawson is smaller, though.
13	I do know that the annual revenues of the Lawson
14	practice are probably $ million. I don't know REDACTED
15	the number of people, though.
16	Q. Do you know how -- what type of
17	global -- whether Lawson has any type of a global
18	practice in Deloitte?
19	A. I don't know that.

00046
3	Q. Okay. Now, do you have a practice
4	of -- do you have practices set up to work
5	specifically with any other ERP vendors other than
6	SAP, Oracle, PeopleSoft and Lawson?
7	A. Those are the primary ones. We do have
8	a relationship with Vertex, as I mentioned
9	earlier.
10	Q. Okay.
11	A. We do have about 40 different alliance
12	relationships within Deloitte Consulting that
13	constitute relationships with vendors who support
14	this marketplace again.
15	So there is a product, as an example,
16	named Optio which is used for reporting in many of
17	our Oracle projects. We have an alliance
18	relationship with Optio, and that is a vendor
19	relationship. That actually is software. So
20	there are, again, supporting pieces that go with
21	the ERP practice, and there are a number of
22	alliances around that, about 40.

00047
1	Q. Okay. And the software that's provided
2	by these -- by those companies would once again be
3	used as a complement with the ERP software?
4	A. That's right. That's right.
5	Q. Did -- can you tell me in general
6	what's the size of Deloitte Consulting's revenues
7	all together?
8	A. About 3 billion.
9	Q. And that's relating now to the U.S.
10	A. Consulting. Right. Consulting revenue
11	in the U.S.
12	Q. And what portion of those revenues in
13	general accounted -- is accounted for by the
14	enterprise software package business?
15	A. About 25 percent. 25 to 30 percent.
16	Q. Why do your clients use Deloitte to
17	assist in -- with their ERP work?
18	A. The reason our clients buy Deloitte is
19	because we do business transformation, which
20	infers that we take technology solutions, and we
21	take industry expertise, and we use the -- the
22	technology to enable process redesign and process

00048
1	improvement, so that our clients achieve financial
2	benefit and business improvement through the
3	implementation of both the technology and our
4	services.
5	So said differently, we try to drive
6	performance and financial result through our
7	implementations and that is the brand that we try
8	to carry in the marketplace.
9	Q. Okay. And why do you -- why do you use
10	the -- let me focus primarily on the portion of
11	the organization that you worked in. Deloitte
12	Consulting.
13	A. Okay.
14	Q. Why historically has Deloitte
15	Consulting used People Soft, Oracle and SAP as
16	the -- as the software with its -- with those --
17	with the clients that it was -- that was providing
18	these business transaction services?
19	MR.YATES: Objection. Vague.
20	BY MR. BROWN:
21	Q. You can answer.
22	A. Two reasons I can think of. Number

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1	one, those particular software houses are the most
2	prevalent within the different industry practices
3	that we talk about. Industries. And therefore
4	become primarily the vendors of choice in those
5	spaces.
6	Consequently, there is millions and
7	millions of dollars of revenue associated with the
8	implementation services that go together with the
9	sale of that software, which is a good business
10	opportunity for Deloitte.
11	So we have built our business around
12	significant vendors in that space.
13	Q. Well, is there anything about your
14	clients' requirements in general that have caused
15	them to turn to the People Soft, Oracle and SAP
16	applications?
17	A. I would say there are a few reasons for
18	that. One is the scope ... the application scope,
19	of those applications, of those particular vendors
20	have broadened their footprint, or, said
21	differently, they have more functionality than a
22	lot of the other softwares that are in the

00050
1	industry. So that's one.
2	Some of our clients, because of their
3	global nature, look for solutions that can manage
4	multinational organizational aspects of their
5	implementations, as well as multicurrency, if
6	they're dealing in different currency. As well as
7	multiple language requirements. Those are the
8	primary reasons.
9	Q. Okay. I'd just like to follow-up a
10	little bit on a couple of these.
11