If you're dealing with the system and you run a global business that relies on this system, talk about a high wire act to be able to deal with these thousands of others and walk us through what is the people process and then how does the technology change that? But first, help our listeners understand how do you even approach one of these projects?

So the first thing is identifying that there is a problem, because a lot of the time, to your point, Jeremiah, people don't want to touch these systems.

They've familiarized themselves, as you said, on a break-fix basis.

But other than that, the system is wrapped in cotton wool, because if anything should happen to the successful running of even one instance of a workload or a mapping... instantly chaos ensues because these are fundamental connective tissue processes that this legacy technology now supports.

So the first thing is understanding who the stakeholders are in this.

And it may not just be the people who are supporting that process, but the people who are downstream, who are the ones who inherit the data that gets shifted or transformed from place to place by these legacy technologies.

So getting the right sort of cross-section of stakeholders involved and also getting somebody who understands that there is only so long that we can kick the can down the road on this legacy technology.

It's brilliant.