So I don't want to put you in a position of having to reveal too many secrets or things you mustn't talk about, but I do want to understand how those two puzzle pieces came together.

So let's start with the problem, the specific problem Janda was focusing on, and then talk a few minutes about vision and where Janda was heading and why that vision aligns so well with the build-ups vision, and we will close a good loop there.

So I'll take you back in time, probably 10 years ago now.

I'm a superintendent on a job site in Tel Aviv, in Salameh, for the Israeli listeners, building a 20-story residential project.

And my job as an assistant superintendent back then is to basically figure out what the hell is going on on my project.

So every morning I walk with pen and paper and I start counting heads.

How many plumbers are on the job? How many painters are on the job? How many electricians are on the job? Where are they on the project? What have they done yesterday? What are they working on today? And my job was to go back to my senior superintendent and tell him, this is what we got.

So what can you tell me about the state of the sector? I mean, is it from where you're sitting, is it undergoing transformation at a similar rate, slower rate? Talk me through what you're seeing in terms of the change and adoption.