... than just relying on an LLM, LLM to do that.

Exactly, and that's the thing, that, that, uh, enterprises have, uh, um, they also want to understand, and also that, uh, kind of explainability is very important, also for our product, by the way.

Um, so y- yeah, if you make, if you're automating a decision, you have to explain why you come to that conclusion that you wanna make that decision.

If you don't have that implemented, then it's very difficult.

And nobody knows why LLMs do what they do, right? They come up with something, and that's it, and nobody can explain why they come up with it.

So having this, uh, prediction as a step in between, right? That's what we're doing, right? We're not predicting the next word of the, of the, uh, answer.

We are, we are predicting a, an in-between step, like data, raw data, which you can, uh, check up on, right? We're predicting sales, and you can check the sales on the next day.

It doesn't help.

What are people at the moment, the decision makers in those companies, willing to pay for?

I think, first of all, it's important to understand how AI So I see AI more like the internet, right? So there was the internet coming out.

It was a new technology.

And then everybody's using the internet, right? Every single company, every single product is using it.

And AI is similar, right? So it's just kind of a new technology.

It will be adopted by everything.

AI won't kill software like Zast, for example, right? This is not going to happen.

I was like, how is that possible? How is that normal? Why do we think that?

Mm

... cannot run a test for all, uh, changes that you're making to your decision algorithm, it's important to gain simulation capabilities.

And you can call that forecasting, you can call that AI.

There's different names for it, but it, you know, it's an old game, basically.

It's about predicting what would happen if I would do that, what would happen if I would do that.

You have strategic options and options for your products.

For example, you can grow by increasing your marketing spend.

Having watched retailers at very different maturity levels try to make this shift, what are the decisions that actually unlock progress versus the ones that just feel like progress but that doesn't really do anything?

Mm-hmm.

So, uh, some were, like, quite impressive.

Like, for Galleria for example, we, uh, had, like, very, very high uplifts.

I think, uh, even more than 100% profit uplift, something like that.

Um, you can look the exact number up.

Outlet City, for example, was just kind of 29% uplift in profit.

So the, the uplifts are very, very high.

Uh, what are the risks there? What are the control mechanisms that you have to-Not have that happen.