So is there something fundamentally different about managing uncertainty in this sector or are the lessons largely the same across industries? And where do you see the biggest vulnerabilities or single points of failure for this sector?

Yeah, I think, okay, so first of all, I think the constraints, as you point out, are different.

I don't necessarily think a lot of what can be done is different, but I think, of course, how it's applied, but the constraints as far as concentrated capacity in the industry, limited substitutability.

You just can't substitute a material without obviously going through the process, regulatory compliance, replacement, long replacement times, and probably most importantly, direct impact on a patient, right? So knowing that, I think the difference though is to be able to design with optionality.

And that's something that Some of the companies I've worked with now and one in particular for 15 years, it's taken us a long time to design for optionality as opposed to designing for a point of failure in the supply chain.

A lab goes down.

I need a new lab.

So for the lay person that doesn't understand quantum computing and AI, how can we make that very practical for by a pharma company or a company? Like, why do they, I mean, they generally know why they should care, but how could it impact them per se?