What has changed, and why is the conversation shifting toward how the operating model itself needs to evolve?

Kevin, I, I love this question, and it really gets into the heart of what our research looked at because, you know, I worked in manufacturing operations.

I know you have your experience working in the space, and so often we kind of treat manufacturing as this black box.

And as long as whatever is required gets delivered, no one really asks a ton of follow-up questions.

Things only really come in if we're hitting a wall or hitting a ceiling and can't actually deliver what's required.

And so what we're seeing evolve and how we're seeing changes in the space is that AI and the connectivity of data is to open up that black box a little bit.

And this is in honestly, a lot of ways scary for the production team, right? Like, no one bothers us, but as we start to open up that black box and get more connected into planning infrastructure, all of a sudden we're now starting to think about the way that production is taking center stage and production capability is taking center stage as external pressures are really changing planning signals and getting closer to real time.

So how do teams successfully navigate the tension between wanting to move fast on the advanced applications, these high ambition things, while steadily building up that data foundation that is gonna carry them forward?

When a major trade route gets squeezed, where is that delay actually happening? Why does everything look so normal for the first few months?

So, Cody, I'm going to actually take this answer back to COVID.

COVID really exposed a lot of vulnerabilities in the global supply chain.

And so organizations that have these really global networks had to find ways to bake in resiliency and redundancy into their network.

And so supply chains in 2025, 2026, they're designed to absorb a certain amount of short term stocks.

And so a single day event, things like a hurricane, a typhoon, or a short-term shipping lane closure, those are really baked in and designed to be absorbed rapidly through different kind of redundancy elements.

What we're seeing today though, is a handful of these longer term events that don't necessarily have a clear time horizon.

But when you shift your manufacturing domestically to avoid a geopolitical shipping bottleneck, Aren't you frequently just trading an external shipping delay for a massive domestic capacity crunch? And isn't that risk even higher in industrial sectors like chemicals, semiconductors, heavy equipment, where the domestic supplier base and skilled labor pool may be even thinner than in consumer goods?