So if we roll the clock forward now to RWS, I think it'd be worth you in your own words explaining RWS and the offering, but also really what attracted you to become CEO?

Yeah.

So, RWS is, you put it nicely, it's an AI technology company that helps mostly large enterprises deploy their content safely around the world.

And so that means being sure that through our tools, they are able to use the content they create in any language, any culture, to respect the legislation, the regulation, etc.

And so that's what we're doing through a mix of AI platform and network of experts.

To be honest, when I was approached to lead the company, I was quite anxious because I didn't know anything about that space.

But what attracted me is first, the mission was really a turnaround of the company.

And then maybe if you could, could you walk through a client interaction or client case study to maybe highlight to the listeners in a little bit more detail how you serve your clients or what you do for them?

So c- just in practice, what does this mean? And then I guess culturally or organizationally, what have you needed to change in order to deliver the go-to-market approach or strategy?

So go to market is the fancy word that, uh, enterprise software company use to describe how they sell their product.

Uh, to who do you sell? Uh, how you position it, how you price it, how you organize your sales team, how you pay your sales team, how you that.

Um, this is something that I think hasn't been taken, uh, seriously enough, um, with RWS, and especially not adapted enough post the acquisitions of SDL in particular.

Uh, you know, a, a lot of the work I've done when I joined back in January '25 was understanding all of our assets, all of the type of product or type of solutions that we were, uh, building, uh, who was selling them where to what type of company and, uh- And there hasn't been enough work to structure and help our sales team focus on the right target, on the right solutions.

And so this is really what we've put in place, reorganizing the group around those three segments, each of them, uh, speak to a different type of buyer, uh, unifying all of the sales organization, the bonus structure of the team.

... that you could be providing?

I-- We, we've tried to, um, to give a, a vision of, uh, where we came from, where we are today, and where we're going, uh, in our end-of-year result.

To the extent you can share details, what do you envision for RWS?

I see three significant growth vectors that barely existed two years ago.

First, AI data services through TrainAI.

Every frontier AI model needs massive volumes of high-quality, culturally nuanced training data, preference data, evaluation data, red teaming data.

We have more than two hundred and fifty thousand data specialists, linguists, and domain experts across one hundred and seventy-five countries.

That's an asset almost no one else can replicate at our scale and quality threshold.

Second, AI-powered multimedia transformation.

Could you talk in more detail about how AI fits into RWS's strategic vision, and what is its appropriate role?