All right, so, next up is AvidXchange, closing out the conference, saving the best for last. Mike, thanks for joining us today. Yeah. Excellent. Excited to be here. Always good to be the bookend of the Goldman conference. So we spent a lot of the conference talking about traditional consumer payments. You know, I think we're probably late in the conference, very early on in B2B payments. Can you talk maybe a little bit about the history of AvidXchange, how it came to be, how you think about the market opportunity? Yeah. So first of all, we can describe ourselves, we're a software company that enables payments, really. And so our history is we're a 20+ year-old software company that actually started out focusing on automating the accounts payable process for middle-market companies. And then in 2012, based on customer feedback, we launched the AvidPay Network, which got us into the payment execution side of the business. So today we marry the, you know, software to automate the business process for accounts payable and for payments, along with the AvidPay Network, which is how we execute and settle payments, as well as provide the remittance data that our supplier customers are looking for. And one of the biggest, you know, kind of pivots that we made as a business was, up until 2012, we had really one set of customers, which are the buyer customers using our software to automate their business process. And we said, if we're gonna really build a two-sided network and get the type of adoption we want to see, long term, we need to think of the supplier as a core customer as well. And so we did that in 2012, in thinking about the supplier as a core customer, which means that, we knew that we needed to build a value proposition of why they wanted to be on our network rather than just receiving a payment. And so we've been on that mission ever since. So today, we are approaching 10,000 buyer customers using our software to manage their business process, along with over 1 million supplier customers that are receiving payments and submitting their invoices on a monthly basis. So maybe, you know, you operate distinctively in the mid-market part of the Yeah O f the B2B payment space. Help us understand, you know, how that space differs when it comes to, you know, AP automation? Yeah. So I kind of, you know, like to say that we're kind of purpose-built for the middle market. And what I mean for that is, you know, within the overall market segment, there's three very clear, you know, segments of the market. There's enterprise, there's the middle market, and there's small business. And what you find is it's really hard for companies like us to, you know, kind of both go up or to go down. And part of the reason is because it starts with the feature set of the product. So in, you know, small business, for example, it's really you know, one person that's making kind of decisions, you know, in terms of receiving invoices or sending out invoices, receiving payments, managing the accounting. So it's a fairly simple business process that's more a kind of extension, I would say, of almost a consumer experience. But in the middle market, there's lots of nuance related to approval structures, multiple general ledgers, supporting systems like budgets and job costing. And most of our customers actually utilize multiple accounting systems. And there's a lot of complexity related to more the accounting side, as well as one of the biggest differences is on the accounting system integrations that support it. So in the middle market, we describe it as companies between $5 million and 1 billion in revenue. And we believe that of over 50% of the middle market companies highly align themselves to an industry vertical that has unique, either business process or accounting system process for that vertical. You know which verticals these are because you have unique vertical specific accounting and ERP systems that support it, that are different than the NetSuite, Microsoft Dynamics, Sage Intacct, maybe like Acumatica of the world. They're very industry specific. Today we're in this... You know, we're, you know, kind of integrated to, you know, over 200 of these different, you know, systems, and our team has a kind of a big list on, on the drawing board of, more integrations to go. But that's a very different, you know, kind of dynamic than, say, small business, where if you integrate the QuickBooks, you pretty much have the core small business market covered. So those are some of the, the, kind of the functional differences. Then you also have the go-to-market difference. You know, in small business, you can get a lot of, you know, new customers just through a digital experience. In the middle market, there's not a CFO or controller that's going to automate their back office, and, you know, change their business process, through, you know, an online demo. These are traditional sales processes that take, you know, kind of on average, you know, about 60-70 days. And it's more of a traditional sales process. And as a result, you know, these are customers that, you know, stay on the product a long time. They're very sticky, when you've kind of automated their core business process with the type of volume that middle market companies have. You know, you have two, the horizontal and the vertical market. Yep Breakdown between the business. You know, could you talk about some of the key verticals on the, on the vertical market side? Yeah. So when we kind of describe our go-to-market, you know, strategy as kind of a hybrid strategy between leveraging our direct sales force and we call it our partner channel. And so the direct sales force is very focused in, today, nine vertical markets that we attack and have a segregated, you know, sales force focused on each of these nine verticals. The first vertical that we started in was real estate. And just, you know, the context here, because we've been talking about this, is our real estate vertical is actually performing pretty well. Because within real estate, there's even today, there's really, you know, kind of five segments of the real estate vertical, and it's led by multifamily housing, student housing, industrial, retail, and then commercial office. Probably commercial office is the one component that's a little bit stagnant in terms of not really growing in the kind of current environment. But, you know, overall, you know, the segment is growing. And then, you know, some other examples are the HOA, condo association market, construction, financial services. One of the things that's kind of interesting, you know, kind of fact, is that we now have over 2,000 banks that use AvidXchange to manage the bank's accounts payable and payment processes for the bank. Yeah, we also have media, that's one of our newer verticals. And our newest vertical is what I call hospitality, which we announced a quarter or so ago, and focused on kind of middle market hotels and other kind of hospitality-related companies. And what's interesting in each one of these verticals, there's a business process that we're solving for in addition to just paying the bill. And two, you know, kind of examples of that is in construction, there's a concept called the lien waiver that a general contractor, you know, wants to get a lien waiver from the subcontractor before he makes payment. And the subcontractor wants to have certainly a payment before they give the lien waiver. So our software kind of manages that process to give both parties the confidence in doing so. I don't know of another vertical that has a Lien Waiver concept to it, so that's very specific to construction. Real estate is another one where, each, you know, individual asset is its own legal entity and has its own chart of accounts, its own, approval processes by asset, and, and that's, you know, kind of very unique to real estate. So each one of these verticals has some unique business process that you have to account for, and, and we like doing that hard work because it increases kind of that stickiness factor and really increases the value proposition that we're delivering to our customers. Flip over to kind of the horizontal side, and that's where we use kind of our channel partners, whether it be bank channel or our accounting system partners that we leverage in how we go very deep on the horizontal side. Bank channel, we have about 15 banks as partners. three of them are white label, where they go to market with their brand on it, with their sales force, and that's Bank of America, Keybanc, and Fifth Third Bank. Makes sense. So maybe we can talk a little about how macro impacts the business. You know, we have seen macro drive lower invoice sizes. I think you've talked about a little bit lower transaction retention recently. You know, that's coming off a really explosive period of growth, kinda after the pandemic. How do you think about how macro impacts your business, the impact of rising rates and inflation, and then ultimately, how do you bridge between the past couple of quarters to how you deliver on that 20% revenue growth target? Well, that's the first macro question I've had this whole conference. Oh, that's surprising. I think every meeting started with that question. Keeping it interesting. Yeah, exactly. No, so, you know, we're, you know, how the macro kind of shows up in our business, an interesting thing is, you know, we have a long history here of, you know, 20+ years, so we've been through these cycles before. The cycle's, you know, operating and behaving like, you know, other cycles we've seen. And we're in the middle market, we don't have customers that go out of business. They don't go bankrupt. That doesn't really happen. But what does happen is there's more pressure on discretionary spend around categories like, you know, advertising, marketing, professional services, consulting, tenant improvement projects, maybe preventive maintenance, capital projects. Things like that have more pressure on them to, you know, to get pushed or get delayed. and so where that shows up in our numbers are what we call, you know, kind of transactions retained on the network. So this measures a transaction we have between a buyer and supplier from one period to another period. And you know, historically, and I'd say in normalized times, we believe that number should be about 104%-105%. And this year, we believe it's gonna be closer to about 100%. And so that's where it kinda shows up in our numbers. We also have experienced that when, you know, you know, CFOs or finance leaders have confidence in kind of seeing the other side of the cycle, that discretionary spend comes back pretty quickly, and usually there's kind of a make-up period as well, as they get caught up on their, you know, preventive maintenance and capital-type projects. So that's, you know, how we, you know, kind of see that impacting, you know, our business on a volume transaction basis. On the flip side, in terms of new customer acquisition, the current environment is actually pretty healthy. You know, we've talked, our top-of-funnel activity is up about 17% over a year ago. And, frankly, it's a little bit easier to get the attention of a CFO in today's environment than it was two years ago, when it was more focused on kind of growth, right? So everyone's very focused on how they automate their back office, become more efficient, do more with less. And, so from a new customer kind of acquisition standpoint, it's a pretty healthy environment. Makes a lot of sense. I mean, I think a big part of that 20% revenue growth is, you know, the continued adoption of electronic payments and the- Yeah C onversion of paper checks. How has the pace of that, you know, that migration been going recently? And then how do you think about obstacles that consumers face to kind of moving more towards that electronic payment adoption? Yeah, so I mean, that's a good question. So you know, one of our, you know, kind of mantras is, and we kind of talked about it at our, you know, annual investor day that we recently had in June, is that our confidence level around, you know, consistent, you know, kind of 20% kind of annual growth. We knew this year, 2023, was gonna be, you know, one of the toughest years in terms of having pressure on that, just because of the macro environment, as well as, we don't have the benefit of the political cycle, that we did a year ago, which we'll have next year. But, having said that, you know, one of the things that, you know, we control and what gives us a lot of long-term confidence is the continued migration of suppliers from paper checks to electronic. That's a big lever for us. Today, we're already, you know, leading our industry in terms of best of class, you know, kind of conversion numbers. Over 40% of all the transactions that go through our network, we're able to monetize. That's typically, you know, two, three, sometimes 4x what we see against others in the market, when we're competing. But we're very focused on, you know, how do we take that 40%, and what we talked about during our investor day is take it to, you know, 50, 60, you know,% plus over time. We believe that the secret of that is a continued version of what we've already been doing, and that is continue to add new payment modalities along with kind of at different price points combined with different data deliveries, you know, sets that we're delivering to these suppliers. And that combination is what we think is kind of drives that. We talked about a version of that just on our last earnings call, where we talked about a real-time payment modality that we launched for the satisfaction of lien waivers. Very specific to kind of a construction kind of use case, and we think those type of examples, and continue to kind of replicate those, is part of that secret sauce. We're already up to, you know, maybe, six different versions of a Virtual Card. As an example, you're leveraging our partnership with Mastercard, we're able to utilize different interchange structures for different supplier use cases. And so, again, different interchange price points combined with data we're delivering to satisfy the need of a supplier, has helped us continue to kind of, you know, advance that conversion from paper to electronic. Maybe we can touch on go-to-market here. You sound pretty positive on top of funnel right now. What are the investments that you're making in the sales organization and customer success, and how do you measure the return on some of these investments? Yeah. So, I think, you know, a lot of these, you know, for me, start with people. One of the things that, you know, we try to do during our investor day is really highlight, you know, kind of the talent of the overall team, and one component of that is James Sutton. We added James Sutton to our team almost a year ago, I think in January of the, of this year, and as our Chief Revenue Officer. Certainly, the impact that he's had in terms of thinking about how we operate at scale, and we combine it is how do we go from, you know, kind of that, you know, approaching, you know, kind of going from $400 million to, you know, kind of $1 billion in revenue and managing a scalable sales process and go-to-market process. We've been really encouraged in terms of kind of that, you know, impact that he's had so far this year. You know, we have really attractive, you know, customer acquisition, you know, costs related to our business, both on the buyer side as well as the supplier side, 'cause you can't forget, we also have a pretty sizable sales force on the supplier side that continues to, you know, build that network of a 1,000-plus... or, I mean, a 1,000,000-plus suppliers that we have today. So, James is responsible for both sides of the equation, and we're pretty bullish about the impact he's already made. Maybe you can talk about the drivers of buyer sales. You know, you talked a little bit about the investor day of, you know, some of the momentum you have. What does that look like? I mean, you think you said, you know, 7,000, 8,000, now approaching 10,000 buyers on the platform. What does the customer acquisition look like? Yeah, I mean, so, you know, we're, you know, kind of very engaged on, on both the kind of the industry verticals, thinking about how we continue to expand those verticals. But one of the things I quickly point out to people is like: You know, we're still single-digit penetration in all our verticals, with the exception of maybe financial services, that we're in double digits. So we're, we're still, you know, kind of in, in the early days. And then, you know, obviously leveraging, you know, kind of our partners, you know, for that horizontal focus. You know, we still are in an environment where, you know, 95%+ of our new buyer customers are automating for the first time. So we haven't even gotten to part of the industry where we're displacing legacy solutions yet. So these are, you know, customers are going from a paper-based process to electronic. So that's, you know, an exciting place to be. What keeps me up at night is, you know, how do we continue to evolve, you know, kind of these adoption trends? There's, you know, kind of the macro trends, which are, you know, things that we necessarily don't control, and then there's things that we do control, which are the value proposition that we're delivering to our customers, and how do we continue to increase that value proposition to make it so compelling to, you know, automate this key process today rather than waiting six months or a year? You know, that's what we're focused on and, you know, continue to be encouraged with the results that we're seeing. Got it. Maybe we can talk a little bit about the data that you see as you build out that network. I mean, you, you talked about the averaging flywheel, more customers- Yeah. More payments, more electronic adoption, and then kind of keeping that, keeping that flywheel spinning. What kind of data-driven insights do you have for your customers? Yeah T oday, and what are some of the investments that you're making in things like AI? Yeah. So, you know, onto the AI question last, 'cause it always makes me chuckle, 'cause everyone kind of seems like, you know, it's a new phenomenon. I mean, you know, in the last quarter, I've probably been asked by more investors and analysts about it than I have previously, and we've been doing it for a long time. So, but one of the, Just going back in terms of the data, when we think of the AvidXchange flywheel, what makes our business work, there's four gears to it, and the first gear is about the engagement of the buyer customers, then we go about maximizing the volume on our network as a second gear, and the third gear is about the conversion from paper, you know, checks to electronic, and the fourth gear is around data and how we use the data to either provide more value to customers or create new offerings altogether. And so two of them that, you know, in kind of recent times that I'll talk about is, last year we talked about Avid Analytics that we launched, which now gives a lot of that, you know, that data and insights directly to customers that they can self-serve and access. And then the second one is, you know, Invoice Accelerator. So Invoice Accelerator actually is a new product offering that we're creating, because of the data and how we can use the unique data and insights between a buyer and supplier relationship, and use it as an underwriting mechanism to know which transactions get paid in normal course, which ones may, you know, maybe have, you know, issues related to disputes, things like that. And so now we're about to launch our Invoice Accelerator 2.0 offering, which advances, gives a supplier an ability to advance invoices for next day payment, and we use all the analytics and data of our network to determine those invoices that are eligible to be advanced. That's a great example where, you know, the data allows us to execute that in a very unique way. And so we're continuing to look at, you know, all these different use cases, and, you know, kind of continue to up the value proposition that we're delivering. As it relates to AI, you know, you know, we've been, you know, on the forefront of this, for a number of years. And the two big areas that impacts our business from an efficiency, kind of, gross margin improvement, is one, on the front end invoice process, which we call, you know, intelligent data capture, and which we're, you know, automating, and using AI along with kind of machine learning, to read invoice documents, to get those into a standardized form that can be managed, you know, within our system. And, and so that's on the front end invoice side. We partnered with Microsoft about three years ago in this journey, and now we have Microsoft's latest generation OCR engine, along with their machine learning platform, along with their AI platform, integrated together, to read AvidXchange invoices. And so that's a great example on the front end process. One kind of the payment delivery process is another one where we started the journey maybe 5+ years ago now, maybe, you know, longer, with RPA technology, and now that's been enhanced with AI and how we deliver payments to customers. Because we have lots of different business rules that our suppliers ask us to do in order to receive electronic payments to us, and utilize certainly AI to facilitate that. Those are kind of unique ones. Obviously, we have the ones that, you know, relate to, you know, every company in terms of, you know, being more efficient in terms of your support functions, your customer success, and communications, you know, kind of with your customers, that we're certainly leveraging as well. Yeah, and I mean, it's like a lot of companies talk about these, but I think for you guys, like the invoice ingestion process, you know, you talked a little bit about yesterday, about- Yeah T he cost of goods sold being a lot of operations internally. Yeah. I mean, is there more room for improvement there as you layer in more AI? Absolutely. I mean, you know, we're. So, you know, we continue to add lots of new, you know, customer sets, and specifically buyers and suppliers. Where suppliers really kind of magnifies the problem in terms of the different types of invoices that they may be sending us, along with their business rules on how they accept payments. And so, you know, in a lot of ways, the, you know, the work's never done, 'cause every time we add new buyer customers, it brings us a whole set of suppliers that we then have to automate. Yeah, makes sense. So maybe we'll switch gears to payments a little bit. You were a pioneer in pioneering virtual cards in the B2B space. You know, I think RTP is one area that's getting a lot of focus right now. Your ACH offering has been growing very rapidly. Yeah. But how do you think about what RTP means in terms of new payment modalities and maybe what's the customer demand like in the mid-market? Yeah. So the first thing that I would say is that I think you know the use cases for any kind of real-time payment or same-day payment are probably best on the consumer side or small business. Middle market companies don't really you know kind of operate in you know kind of a real-time payment environment. It's more of a batch process you know type of payments. But having said that, we think that within the small business supplier you know community that supports our customers there's lots of opportunities to utilize those payment modalities. So whenever we think of you know kind of say FedNow or RTP it's exciting in terms of there's a different payment modality then that we can create a different price point for. And the kind of secret sauce and value that we bring to the transaction is the data. Right? The data that's highly integrated to our supplier customers. And that's what, you know, kind of justifies, you know, kind of the pricing that we get in economics from our suppliers. So just, you know... So for example, within Invoice Accelerator, we're getting ready to launch, you know, our 2.0 offering. FedNow, for example, gives us an opportunity to have, say, a next day advance of an invoice at, say, you know, at one price point, or, you know, we can get a same-day advance through FedNow at a different price point. Yeah. And so it gives us that type of optionality, which we're excited about. T hat's exciting. Just on the Invoice Accelerator 2.0, how are you thinking about, you know, adoption trends and the ramp in that product over the next several years? And, you know, how does that fit in to kind of the multi-year targets you set out? Yeah. Well, one, I've been talking about it for a long time, so I've been-- I'm probably the most excited person to, you know, yeah, have it get, you know, our 2.0 offering getting launched in the market here, over the next couple of months. To me, it's clearly gonna be our next, you know, kind of $100 million business, and to me, kind of that third leg of our overall revenue model, that Invoice Accelerator is gonna provide. One of the things that we're gonna be doing is, you know, we have over 1 million suppliers in our version 1.0 offering. We only made available about 50,000 to get kind of the learnings that we wanted to advance our 2.0 offering. We're gonna be smart about how we roll it out, where it's not gonna be a big bang in terms of all million suppliers have access day one. We're gonna be, you know, make sure that it's working as designed, and be very measured about how we roll it out. So, you know, we believe that, you know, kind of 2024 will be that kind of rollout year, and then we'll be kind of, you know, full force, you know, across all our supplier customers in 2025- Yep. Is what our expectation is. Makes sense. So when you take, you know, Invoice Accelerator, Virtual Card, the ACH product that you have, potential RTP products in the future, how do you think about the future long-term mix of your payment volume? You know, I think at the top of the house, you've talked about 40% of transactions already being- Yeah Electronic. What's that makeup look like in the future? Yeah. That is really interesting because what I've been surprised by, you know, personally, is I would expect that that price would drive more, you know, kind of payment modality selection than it has. And for example, today, for new suppliers, you know, joining our network today, virtual card is still our number one selected payment method, even though it's our highest price payment method. And yes, like, you know, well, we're offering that supplier payment modalities that are half the price of virtual card. Why do they select a virtual card? And the answer is, price maybe is a factor, but it's not the number one factor that suppliers use. The number one factor that suppliers use is where they've automated their existing process, because the most expensive transaction they have is when they have to get human beings involved in applying payments and reconciling payments, then it becomes really expensive. And so if they can have an automated process, and a lot of companies have automated their card acceptance, especially if they have a retail part of their business, right? And so, what we—you know, especially in the current environment, we have lots of suppliers that say, "Yes, even though maybe it's, you know, it's more expensive than your AvidPay Direct offering, with AvidPay Direct, and the acceptance of it, we still need human beings to do reconciliation, so we'd rather have a virtual card payment that's fully automated, because that's, you know, is the most efficient way for us to receive payments." And so what we found is that actually, that business process drives the number one decision point, and then probably, you know, pricing comes after that. Yeah, makes a lot of sense. So I guess you've spent, you know, 20 years building this massive AP engine. How do you think about other products and services that might be applicable to the business, like payroll or anything like that? Yeah, we then think about, you know, kind of how we extend, you know, kind of, you know, our suite of services in terms of where we have kind of core competence. And so, you know, one of the things that we, you know, love to do, and we have, you know, kind of twice a year, we bring customers to Charlotte and for our customer advisory board meetings, to get insights about how we can be more helpful. And, one of the things that came out of one of the most recent ones last fall is around, you know, today, you know, customers will say, "Mike, you know, we have 90% of our expense transactions in AvidXchange, but there's, like, maybe 10%, that are outside because they're in T&E or, other kind of, spend management, type, you know, it might be on card, as part of a spend management program. And then it becomes, you know, kind of kludgy 'cause, when we do our reporting, you know, we don't have 100% of our expense data in one place." And so we're in the middle of, you know, starting to, you know, in development now of the AvidXchange version of our T&E spend management, you know, integrated card. You know, think of it as the AvidXchange version of a Divvy or a Brex or a Ramp, that's very specific to our customers, that brings 100% then of all their spending transactions into one platform with one consistent user experience, whether it be for approving an invoice or approving, you know, T&E purchase. And so, that's a good example where, you know, kind of extending our platform with something that, you know, is kind of core to our business, I think is really smart. We're also thinking about then, you know, how do you extend, you know, for our buyer customers using kind of purchase order tools, maybe almost marketplace services on the front end, where they can create markets, place experience, with their existing supplier set. And so those are types of things that we're really thinking about, and in terms of kind of how we can add a lot of value to customers and also be very, you know, leveraging the deep domain knowledge that we have. So maybe switching over to long-term targets, a little bit. The, you know, the 20% number, I think you've talked about that for a long time. Yep. Why is 20% revenue growth the right number? And, you know, what would be a scenario where you think about revising that in either direction? So I think that, you know, we feel, we have a lot of confidence in that number, based on kind of the macro influences of the industry adoption that we've been seeing. And so we think there's a lot of confidence there. One of the things is, I think there's, you know, we have every kind of, you know, tailwind, or, you know, you know, kind of a, you know, trend line with, in our direction as it relates to the whole evolution of moving from paper to electronic, right? You know, companies aren't going the other direction. So we feel really confident about, you know, you know, with that trend line, with the things that we can control, the products that we have, our product innovation pipeline, around that 20% growth mantra, for a very long period of time. What could change that is, you know, I would say, you know, on the downside, if we experience a macro environment that's significantly worse than it is today, and we have more pressure on kind of discretionary spending than we have today, maybe I'd put some pressure in the short term on those numbers. You know, I don't think it changes the long-term trajectory at all. Right. But what can really, you know, I think, change the long-term trajectory is, you know, changes in that macro adoption rate. Yeah. One of the things I can, you know, bring Goldman into this discussion. No. Because, no, it's a great story, is that, you know, I believe that one of the, you know, kind of biggest catalysts we have. I call the generational shift. And that's when we have, you know, kind of, I don't know what the political way of saying this is, but, you know, the current vintage of CFOs and controllers aging out and being replaced by the next generation that's more digital native. Goldman actually did some work on this, as part of our IPO, and their assessment was in the middle market, you know, in, you know, roughly, you know, kind of, you know, the 2025 to 2027 range, we're gonna approach about 50% of the CFOs and finance leaders and controllers in the middle market, will be of the digital native, you know, kind of vintage. And I personally think that that's gonna be probably one of the catalysts for, you know, kind of a step change in terms of adoption. Maybe just to close it out on capital allocation. You have done some deals in the past, you've also entered a lot of new verticals organically. Yeah. How do you kind of weigh that decision, and how do you think about opportunities for inorganic capital deployment? Yeah. So, we think that, you know, kind of, continuing, you know, kind of acquisitions is core to our playbook. However, it's very, we have a very defined playbook that we like around vertical market expansion. We do not, we're not looking for, you know, acquisitions for, you know, kind of product extension or, to grow kind of our, our product set. We feel, really comfortable with the kind of organic growth there as it relates to product evolution. But in terms of advancing into new vertical markets, we really like the idea of, kind of acquiring a beachhead of customers, applying our pay and payment network capabilities to monetize and, and create synergies really quickly, and then using that beachhead to really grow that vertical. We have now a track record of doing that four or 5x, with great success. And so that's how we kind of, you know, the playbook that we think about. Unfortunately, we're, you know, we haven't seen that many things in the last year or so that have been exciting for us, so we've kind of been, you know, kind of waiting. We have a big balance sheet, but certainly think that we'll see more opportunities here as we head into second half of this year, as well as, you know, to next year. Great. Well, I think we're just about out of time. Mike, thanks for taking the time to be here with us today. Yeah, thank you. Awesome. Look at that!