And ultimately, it's a leadership challenge.

Yeah, well, when we think about AI and the way at least we have mapped it out, you know, obviously the first and foremost, the fuel for AI is data.

And you just mentioned it, two petabytes of data every single day.

That represents the movement of the world's most premium supply chain.

So $2 trillion of commerce passes through FedEx every year.

And so the information and the insights about global supply chain is really in that data.

That's the fuel for AI.

Raj, a year ago, when you knew you had to find a new CIO, what were you looking for?

Oh, my God.

So this is our control center.

Safety's, of course, above all, but everything...

This is also man- managing the flows.

I mean, right now we're in the middle of a dead day sort.

The night is the whole volume that we know we get.

We get 1.5 million packages at night.

And with AI, each person is doing more than one person used to.

And I'm curious from your vantage point of that moment in April when these tariffs changed globally for everybody, um, what was the impact you saw, and how is the geopolitical world order changing based on who's doing business that maybe wasn't doing business before?

Well, from, from our point of view, there were three things that were important.

Uh, firstly, as we just talked about, the patterns of physical movement of goods changed.

So in this context, having a scaled physical network was very important.

You know, the, that's the great advantage for FedEx is that over the last 53 years, we have built this global network, and I mean network in the truest of sense.

People use the word very loosely sometimes.

It's the ability to pick up a package from any one point in the world and get it to any other point in the world.

It sounds like from the outside, I'm like, "Yeah, of course they should be the same."

Tell us where you are in terms of taking share from everybody else.

Well, I think first of all, as you said, we put in place a structural cost reduction program.

We took $4 billion out in the last three years, and we have a billion dollars target for this year, and we are on track for that.

But I think the most important thing for this quarter was the revenue growth story.

And we are, as you can imagine, FedEx is the heartbeat of the industrial economy.

That's the global network that we have put in place.

Our focus is always on differentiation and providing new value for our customers.

Where are we? What are we doing with tariffs? How are we feeling about it? Can it ever be a growth business again?