What drew you back to MGID?

Well, joining MGID again as the CEO or the global CEO for me was the no-brainer.

I held a, a majority of the DNA of the company.

Uh, basically, my entire careeer- career was built here, so I understood the company very well, the challenges.

But it is important to, to mention that for four years that I've been not a part of a company, we grew a lot in the complexity, in the operation, to the scale, in the number of cross-cultural teams that are, uh, operating.

And, uh, yeah, to some extent there was, uh, you know, a fairly new company that I was joining.

For me, it was important to nurture and to preserve the entrepreneurial spirit that, uh, our company always had, and it, it's been in me with all my startup endeavors so also.

Once you'd kind of reacquainted yourself with the company, what emerged as your kind of strategic priorities?

So talking about the HCP,

I still think that it is a very important thing.

This is an additional layer that actually can help to negotiate a lot of things, to find the inventory, to exchange the briefs, and to put together the two sides of the buyer and the seller without needing to integrate every other platform and everything.

This is very useful technology, not the technology, the additional language that allows a system to correlate.

But we forgot that this is just one of the layers.

The other layer is that there is a part that needs to be addressed with regards to the performance.

There's a lot of signals that is missing here, right? And AI is capable of addressing this part too.

That wasn't a very nice question, was it?