What is now in place?

So let's think about it.

Let's use Land Rover as an example.

So Land Rover, you know, I drive an old Defender.

They have a new Defender.

It's an amazing automobile.

I don't own one.

Right, they know the brand, you get them to the website, they're in the funnel, you can pull them down.

What are some of the first things that you kind of set out to change and based on the landscape in which you saw at that moment too?

I'm always careful with this because it sounds like a lot of criticism when you look back and say, okay, here are the mistakes that we made as a company.

First of all, I was the chairman of the board for 11 years, 12 years.

These mistakes are all my mistakes.

I want to be really clear about that.

The second is, in this environment, there were several things that were driving you know, I think a market and as a public company, you know, you almost can't help but be swept along.

So the first thing was, and we, you know, from 2020, let's say the 20 or 2019 to 22, nobody cared about efficiency.

Yeah.

How comes that came about, as you said, so unexpectedly, given that point in life, like why take on this opportunity?

Yeah, it was.

I mean, this has been a really interesting journey.

So so Howard Lerman, Brian Distelberger really founded the business along with the third founder who wound up leaving the business pretty early.

So they started the business in 2006.

By 2008, it was clear that the original business that they had started was it was a good business, but it wasn't going to scale and it wasn't.

software business.

And then perhaps the second part to that is like maybe with Yext as, let's say, a software SaaS native company and how it's thinking about AI, what you're doing around that would be good to understand.