So, you know, how do you measure that? Is that by, like, number of shipments? Is it, like, revenue dollars? Just if you can shed some light on that.

Sure.

Yeah, we'll start with that second question 'cause it'll lead back into the first.

So the metric that, uh, that we use and is very common in the industry, it's a bit arcane, but, but it's called FUM or Freight Under Management.

So it's essentially the transportation spend that any shipper would have.

And, and for us, you know, the-- frankly, the bigger the better because the bigger the opportunity in terms of savings.

But, but we're, we're comfortable, and we believe we can deliver value, you know, for, let's call it a $25, uh, million annual FUM spend or above.

Can you talk about what AI is allowing you to do, whether it's developing your platforms or, you know, probably more importantly, you know, how it benefits the, the end user?

Is that path still a reasonable path or is there a different way?

Well, I think if you were to look at what some of the leading SaaS providers have done, what they've tried to do is to say, you can kind of have your cake and eat it too.

We understand that for many companies, they will feel like the most sophisticated set of capabilities, the super set of what a vendor can do, looks intimidating, is too much, it's probably too expensive, it's probably gonna take too long to turn on.

And in many cases, they're correct about that.

But what I think we're trying to do, and there are others who have done this too, is to say, well, we're gonna give you that kind of kernel, that core set of best practices, and by the way like for us in the case of warehouse that would be built on on the back of 30 years of doing these projects so you're not going to turn on every feature in fact you're not going to have access in your subscription to every feature to start off with but we're going to give you best in class operating capabilities that you can build on and we're going to do it for a fraction of what somebody 10x your size is paying and we're going to do it quickly and we're going to do it with managed complexity um and then you decide when you want to come back and activate more capability, add a module, turn something else on.

Those are, you know, flipping of switches versus migrating data, retraining users, building new integrations, those kinds of taxes on the path to growth, I think is what really slows companies down.

And if you can say, this is, Use the term future proofed, you're going to be on this platform.

And then

Is, is that path still a reasonable path, or is there a different way?

Well, you know, I think if you were to look at, um, what some of the leading SaaS providers, you know, have, have done, um, what they've tried to do is to say, "You can kinda have your cake and eat it too." We understand that for many companies, um, they will feel like the most sophisticated set of capabilities, the super set of, of what a, a c- a, a vendor can do looks intimidating, it's too much, it's probably too expensive, it's probably gonna take too long to turn on, and in many cases they're correct about that.

Um, but what I think we're trying to do, and there are others who have done this too, is to say, "Well, we're gonna give you that kinda kernel, that core set of best practices." And by the way, like, for us in the case of Warehouse, that would be built on, on the back of 30 years of doing these projects.

So you're not gonna turn on every feature.

In fact, you're not even gonna have access in your subscription to every feature to start off with.

But we're gonna give you best in class operating capabilities that you can build on, and we're gonna do it for a fraction of what somebody 10X your size is paying.

And we're gonna do it quickly, and we're gonna do it with managed complexity.

Mm-hmm