For a business leader outside of a professional services, in healthcare, manufacturing, financial services, what's the version of that problem in their world and what does it actually cost them?

I think the problem in their world is that there is no visibility into how people spend their time and how that time equates to value in whatever that industry is.

And so in those industries, bringing really rich data as to what work looks like and how that work equates to if you're an investment banker to deal outcomes or if you're in healthcare to whatever the relevant outcome is there.

Helping those businesses understand, hey, this is what people are doing, this is what the work looks like, and this is how the work equates to value, I think is paramount for what is going on in those industries and helping them do things like think about AI deployments and how they continue to rebuild the way they deliver their products for the modern age.

Like, it's not going to be innovative enough for where you're trying to go you need to probably think five to ten x bigger than you know kind of these small point solutions of like hey i'm going to solve this little issue like you're going to get so much more value through kind of much more platform or systemic approaches to problems than you're ever doing through just like picking those zombies out and just kind of solving that one thing it needs to be much more holistic

I think building on that, a couple of things.

I think one, no matter how fast you're moving, you're probably moving too slow.

And so I would really push yourself to move faster.

Is this problem only to the CPA profession or is this problem pervasive in the professional services industry?

I think it's pervasive even beyond professional services and to any knowledge work enterprise.

So whether you're a bank, whether you're a technology company, any organization who has people working, doing work behind a screen, there's a real lack of visibility into how people are spending their time, when that work adds value and when it doesn't.

In professional services, the real opportunity is that there's a direct tie between time and money.

And so we see there that the loss of time capture can have a very direct revenue impact and one that is very easily measurable if you can go in and capture whatever that revenue leakage is.

And so, for example, when professional services workers, whether you're a lawyer, an accountant, a consultant, are reconstructing time from memory, like Ali was describing.

The gaps are going to be inevitable, and those gaps very quickly add up.

Chris, what's your view on this? I mean, the laundry metaphor came from you, so I'm intrigued to hear your point of view.