Mm.

Um, but really the education cycle for how to get it right is a long one, which is that we end up first talking about data hygiene and the infrastructure that's required to surface meaningfully inside of LLMs.

And so if you think of an LLM as your clone, you are now delegating someone with the power of discernment to go shop for you.

You really have to think about what attributes are actually going to surface in the shopping cycle that are going to matter.

So if you say, um, "I'm going to Cannes soon.

I need a, you know, maxi length linen dress that has to have good reviews, and it needs to get here by next Friday," and you delegate that out, the LLM has to go look for products that have those attributes assigned to it.

Well, those attributes-

Mm-hmm.

Yeah.

But, um, and so I, I think what a lot of people who l- live inside of tech companies, especially, uh, high-growth companies that might be a little bit smaller than, say, a Macy's, which is absolutely massive, is that they have this sort of fantasy of, like, "Well, why don't you just go do that? Why don't you just go do this thing?" And, and you have to explain to people that person doesn't even sit in the same building as this other person.

And so a lot of it, Kerry, I actually think has to do with the specialization of talent means that you end up sitting somewhere really specific and getting really good at something really specific.

And then when a leader comes in who wants to be transitional and actually wants people to bring those capabilities together, it's really not that simple because you actually have to cultivate that talent alongside the systems that you're being asked to merge.

And so again, I mean, I, I don't mean to just praise Mark this whole time.

We'll make sure that I say some cutting remarks later so he doesn't get too high on himself.

[laughs]

If I were walking into a retail media network that already existed, and, uh, I have a former colleague, Drew Cashmore, who has incredible intellectual property on this idea of the first wave of retail media networks put their hand out, they got a bunch of money, and then what you see is this sort of plateau in growth.

Mm-hmm.

And again, I would just sort of argue that everyone is playing that, that record internally somehow, which is if, if it's interrupting the shopper experience, if it's somehow not encouraging sales to the degree that we thought it would.

When you look at Miracle's core software, the business is actually 13 years old.

The focus of the business for that long has been third-party e-commerce marketplace software.

That's what we power.

450 retailers worldwide actually leverage the marketplace software.

And so when we look at why Miracle Ads was built and what is it for, it's, it came out of the fact that these retailers were layering in hundreds if not thousands of new sellers who they wanted to convert into advertising, and the tech stack that existed just simply didn't support that kind of advertiser.

Yep