Right. Use cases and deliver, you know, real value where we can. Okay. One of the clear positive changes that you've made since becoming CEO is to push the sales force towards larger deals on both sides of the house. Kind of what's the typical deal size today and where do you think that goes over the next couple years as you execute? Yeah, look, we hit, and John can correct me on my numbers here, we hit a record high at 98,000 this past quarter. That's about a little under 10% I think up year-over-year and I think we should look at it as a, it's not going to be a straight line up. But if you look at it as a year-over-year trend, we want that number increasing. We believe it is a good indicator that we are hitting the premium side of the market where we want to be. And look, you know, if you 2,000 customers, you know, add 10% to that 100,000, you know, every 10 is going to be, you know, roughly $20 million. Right. If you do that, if you do the math there. So, you know, I don't think we're going to grow necessarily 10% every year, but getting it into that mid single digits area would be very nice for us and you know, keeping that customer base steady if not, if not growing. We've obviously ticked off a few customers in the last year, but we've been sort of dropping the low end, you know, of the customer base just knowing that's not where we can really be profitable. Right. And make a profitable play. And you're right, we have increased it on both sides of the house. You know, the media side is going to be about winning, you know, a few bigger deals per year. And it's not necessarily the whales, but the, you know, big, big fish and you know, big game kind of thing. It doesn't always have to be something as big as a Yahoo or some of our larger customers. It can be in that mid- to larger size. But the enterprise side is ticking up as well. Right. We're seeing that ability to—it's not about moving price, it's about moving more things and more opportunity with the customer. Right. And so we want a bigger share of their wallet, not necessarily to just charge them more for the same thing. And on the challenge side, you've had the perennial hole in the bucket in media because naturally some of those customers just go away. And then on the enterprise side, struggling to upsell and cross-sell and drive contract value up over time. So how do you address those two issues? Right. So they're two, they're two pretty different issues. So the, the upsell cross sell, I actually think we've been doing an improving job and I think we're getting much better at it. We have real upgrade paths with those customers now laid out for our sales team and they're going and executing. And so it's not just a marketing use case. You see that TV, that sort of thought leadership use case which is a marketing use case but it's an additive and you see us now ramping into communications and pushing that into those companies. I think that the struggle there has been that our add on entitlement business just selling more commoditized CDN and storage into those companies coming out of COVID has been a challenge. Right. We have been counting on for years just increasing and increasing that sale of gas for the car and frankly there just hasn't been as we oversold that gas and you've heard this story before and I think we're hopefully rounding the bend on that this year and we can start to have at least a little bit of growth on that front. So on the enterprise side feel good about upsell cross sell, you know and, and the opportunity we have going forward and frankly that that market is predominantly US or North America. And so I do think there is a long term play that there is a, you know, a broader set of companies around the globe that could be, could be using those solutions. On the media side, you know there's two big, two big reasons we see for churn. One is as you said, unsuccessful business plan. Right. Like we're not going to be in this business anymore and we find that in the mid market, right? Those next set streamers, you know our take there is that's a growing market. And so while we may pick winners and losers, our goal is to pick more winners than losers or just to win more and just know that it's going to be a slightly higher churn business but it should be a higher growth new business business for us in the long run. So we believe that next set and that next set in my mind is two types of companies. One is you could say domestic or global sort of beyond the sort of aggregator type of streamer. Right. It's a, I hate to say the word niche, a targeted services service, a targeted audience service, a very specific, you know, goal and you know, low millions of subscribers can really build a business. The second is the regional leaders and we've done very well there, you know, in the last few years we've signed up, we have BBC, ITV, we have Coupang in Korea, we have TVer in Japan, we have 7 and 9 in Australia, we have TVNZ in New Zealand, we now have Primedia in South Africa. We think we can win and be very value add for the 1, 2, 3 streamer in each sort of territory around the globe. And those are going to be meaningful winners because as the big guys pull back from their global ambitions, there's going to be real opportunity there. The second reason in media is M& A and I think we're going to have struggled to stop companies from merging as a vendor. So I lean away from telling you we have a great solve for that problem. What I've seen in the history of the company and again I've only been here two years so we've had probably not the greatest two years where the M& A has been M and a loss of customer, right. We've seen two or three of those in the past year or two. The company historically has had that actually be a win every now and then, right. You take the Coupang customer in Korea, that was an M& A that turned into a larger win, you know, over time. And so I think we're going to have to count on, you know, being able to win some of those as well as lose some. Then the second thing we've done is put in a strategy of having multi-year deals, right? The average tenure of deal here, you know, when I joined was about a year. We've definitely increased that by a meaningful raw amount and then on a dollar-weighted amount we've doubled that over the past couple of years. So our view there is that having longer term deals gives us a longer term runway with which to manage with the customer any form of transition that they need to go through as a, as a company so that it's not just about, you know, where does my streaming tech end up, but we are, you know, in partnership with the company over the long run and I think that's going to be a better, safer strategy. I, you know, I cannot promise that that, you know, retention on the media side is also going to look like retention on the enterprise side. Right. It's not going to go there, but it can be something we manage better. As you saw in Q1, we were able to talk about this customer we knew we were losing, you know, we knew effectively six months in advance, right. We had a real runway to sort of manage both how we were communicating to the street and what we were doing internally to make sure we delivered on the results we knew we needed to. Do you have the systems in place today to be on top of kind of where you are on customer success and understand what the decision cycle is inside the company well before you get to that, three months before renewal? And so you're not surprised in most cases? Yes, Steve, we have a great now what I would call predictive set of indicators that tell us when a customer is becoming less engaged or a company is starting to change. We even have the signals outside the company when they start to search for other names in our space or look at different things. You know, we cannot do it in all cases, every time 100% because it's not, you know, it is about the relationship we have with the customer, you know, their management team, how they're approaching this, this part of the business and then also, you know, how effective our technology has been for them and how cost effective and what their business plans are. But we do have a lot more indicators now than even, you know, 2 years ago and certainly than 5 years ago about, you know, what's happening in our customer base. It's not just usage, it's uploads, it's the amount of uploads and how much are going into the system. And then it's also the touch points we have with the customer and we track those in a much more detailed way than we ever have. And then we also, what I would say is have these listening signals outside the company from some other technology providers that tell us, you know, hey, these guys have been looking at this, they've been looking at that, they've been looking at other things. And then I'd say the only really challenging part in our space is that there's some partners and frenemies out there. You know, the sort of cloud providers and other things that do strike, you know, they play on the fringes of what we do. They don't really want to do what we do. But you know, there are ways that, you know, we've lost CDN business before. We've lost some of that low-margin business that we have on top of our business because folks are going to hyperscalers for those, those type of solutions. But we have that in our strategic view and in our plan and we understand, you know, where that's headed. In this drive for growth. One of the things you've talked about but haven't executed on yet is building some sort of channel, kind of walk us through what you need to do and when you're going to be able to accomplish that. Yeah, I think we've been. I look at it as sort of three legs of a stool, two of which we've been pretty good at and one of which we really have not delivered on yet. The first is, you know, bringing partners to bear inside of our technology to solve problems for our customers. We have done a fantastic job there. I think our team has, you know, the marketplace that we launched a couple years ago is now thriving. We have, you know, I think it's over 50, maybe 60 overall partners, but there's probably 12 that we're really close with that really add value to a certain subset of our customer base in each case. Because if it was to all of our customers, we build it, but because it's to a subset, we effectively sell, resell it or borrow it and it's done, it's gone very well for us. Right. And I could start ticking off, you know, 6, 7, 8 companies that have done very well working with us, you know, for themselves as well. The second leg is what I would call Territory Reach. We've done a great job of having an under 50 person sales force, you know, direct sales force, reach the globe. And we've done that by having Territory Reach partners right into the Middle East, into India, into areas that we're not going to staff a full direct sales team, but we're going to have partners help us get that reach. And that's actually worked out, I would say, relatively well. That's, that's the majority of our channel business today. The part you mentioned that I have, you know, had as part of the strategy for nearly two years now and not been able to deliver upon is a true value add reseller or OEM. And especially in what I would call the price point, we are not sure we want to play in, in the enterprise. Right. Like helping us get to high volume, lower price point, enterprise customers. We believe there are and still are meaningful opportunities for us to go there. And we are in dialogues with companies we think could move the needle for us there. But I think there's, there's two challenges with where we sit on that one. Well, besides it, those relationships just take a long, they take a long time to develop. But the second thing that, you know, the other two things are, one, we're kind of a challenging solution to just drop in, right. Streaming, you want it to be, you know, click button, make streaming work. Believe it, it is not that simple. So often our solutions are customized at the onset. And so it's hard to have a pure OEM relationship in that regard. Right. You have to almost have a, hey, we resold this. Now here's, you know, here's Brightcove. Let them, you know, provide the solution for you. Not the click to buy software. Right. That's the market we play in. And so that does make it harder to do those kinds of partnerships. The second reason is, you know, we're effectively a tweener price point for that type of market. Right. We're not so cheap that you can just plop it in and you know, other customers just says, oh great, that's a feature. I'll, I'll pay a little bit more for it. That's just not who we are. And at the high end, you know, in an enterprise, you're talking, you know, $50,000-$100,000, the, the vig on that for the sales rep at the other company may just not be big enough to move the needle right for them. And so we are trying to find the right model with the right customer to not just move, you know, a half a dozen or a dozen new customers. We're trying to find hundreds, you know, in that regard. And so when you're hunting, you know, for big wins like that, it's going to take us some time to find the right one, dial those two things in the right way and you know, if and when we get that, and I believe it's going to be when you'll start to really see that become a meaningful part of our business. Like, you know, my belief is that should be 10% plus of the type of bookings we do, you know, in a year. And right now it's, it's 5% minus. Right. And so I really do think we can make that a meaningful part of the business. Okay, John, let's pull you into the conversation. You just came to Brightcove. Been here for a little bit. Give us some of your initial impressions in terms of what do you think the company's doing right, and what are, where's the low-hanging fruit? Where you need to drive some improvement from your standpoint? Yeah, certainly. I mean, I think some of what I saw before joining has been, you know, has been reinforced after joining here. And that is, you know, it's a company with really deep technology, really best in class technology, especially for, you know, more sophisticated use cases. And so I think the strategy of going up market makes a lot of sense for the business. I think, you know, as we split that market, I think you see on the, on the media side, a pretty compelling total cost of ownership opportunity for a lot of media players. And I think we have those use cases where it's been compelling for businesses, as Marc mentioned, to actually take some of that off their plate. On the enterprise side, it's a really large and growing market. So I think our focus on getting back to growth mode is the right idea while adding profitability. But admittedly, we've seen some headwinds coming out of COVID, but that's a large market with a lot of different use cases. And I think we're poised, especially on the higher end of that enterprise business, to return to growth as well. So I think, I think we are in the right, you know, from my initial impressions is I think we're in the right path in terms of the strategy of returning to growth and then adding profitability as well as we grow the business. From a systems point of view, is there anything that's missing that would be a higher priority for you to get plugged in so that you have a better idea of what the pipeline looks like, what the business looks like, visibility into different metrics? We actually have recently upgraded our ERP system, so I think some of the systems work. I think there's always work to be done on the data side of the business. I think every business is always, you know, looking for better insights and, and I think we have some plans around that, but we have pretty good visibility into our customer metrics and into our customer relationships. So I think we're where we need to do be on the system side for the most part, probably again, with some opportunities around always enhancing data and our use of analytics. Okay. Marc, given we're sitting here at an Age of AI conference, why don't we spend the next couple of minutes talking about how Brightcove has already leveraged machine learning in the past and how AI can be employed in your business going forward? Yep. Like I mentioned in the last earnings presentation, you know, we believe at a minimum, this is going to be meaningfully impactful to our business, both internal and with our own products, has the chance to be transformative. I think it's a little early to tell how transformative, you know, at this point, given the flux in the market. I was at an AI conference earlier this week talking to a lot of brethren in the industry, and they were like, you know, you shouldn't have AI product roadmaps that go past six months because it's all going to change again. I said, well, I got to plan a little longer than that. So I don't agree with them. But that is how fast I think things are moving. Our strategy on our own products and how we're working with our customers is twofold. It's about one I would call optimization. And the other thing is about efficiency on optimization. It's, it's can we help our customers drive revenue, new customers, real increase to the revenue side of their business. Right. Or in, in an enterprise use case, you know, and marketing and is really can you drive engagement and audience, those type of things. And, and we believe the answer is we can help there. Right? We believe there are meaningful opportunities for us to help on that front using AI to help drive it. So whether that's automation, you know, the more content gets generated, the better our platform is going to be smarter. We are around that content, the analytics that we can provide. And so the things we've done in the past is that our analytics and insights platform, which we purchased about two and a half years ago, it started as a company called Wicket Labs. We have evolved that meaningfully over the past few years. It used to be just a product about subscription analytics. It is now about subscriptions, ads, content and audience overall. And we do layer it against the enterprise side of the business as well now so marketers and communications professionals can grab onto it. It is a full AI-driven platform. It's a machine learning platform and that is now qualified as AI. It's not necessarily generative at this point, but it is a phenomenal product suite that our customers can grab onto. You know, our intent is to do more and more with that platform and we will likely come out with sort of more news on exactly how that's going to play out, but it is going to be how effectively we automate, you know, the use of that platform. Right now you give us data. Data goes into platform. Platform tells you what it thinks you should do and the train ends there, right? Imagine the train kept going, right. And then actually just solved the problem for you. I like to put it in fantasy football terms sometimes. Imagine the optimize lineup button wasn't a button. It just optimized your lineup for you every time. Right. That's the goal we have for our insights platform and we think that's going to be the core of the way we support customers on that side on AI. The second area is about efficiency. Now we think we can continue to make our total cost of ownership lower and save money for our customers, you know, even more. We've had a technology that's Emmy Award-winning in the suite for multiple years. It's called Context- Aware Encoding. It's the idea that we can effectively look at your library and how it's been delivered and at the press of a button, reduce your storage and play out costs or CDN costs because we can optimize for lower size and bit rate files that deliver the same quality because we can check where you're delivering more and actually do it. You know, there's a lot, a lot of sophisticated ML involved there. But what's happened is we effectively use that technology probably once per customer and maybe it's once every few years with a customer, but it's not a continuous cycle. So our long term vision is things like that will be continuous and continuously learning and we're likely to deliver that over the next couple quarters. And then look, our belief is that the big change that's going to happen in the industry is that there is going to be a proliferation of more video as driven by the ability to create video in easier ways and we want to be an enabler of that. So no announcements today, but you can just look for us to likely be a strong enabler for our customer base on being able to put more content into the system full stop. So whether those are text- to- video engines you're seeing today, which by the way, many of which have been trained on likely not legally cleared content, there's a big push in the industry about how did you train your model and where did you get that? And I think that's all going to come to a head here in the next 12 months and that's great. I mean, I think the answer is it's going to get solved, right? The industry will solve it. The unions, you know, will end up getting paid on the high end side and you know, there will be easy content creation for marketers and internal communications people. So we think more and more that's going to play for us. So we are going to be a player here. We are likely going to partner with the large LLMs. We're not going to be creators of our own, you know, engines and models here. We're going to be at the application layer where we think the value is really to be driven and we have absolute experts internally who've been using this stuff in the way we play with customers for multiple years. And so it's really going to be about doubling down on those areas. Last point I'll mention on this side is the internal use of AI, right. Like how do we get more efficient? And so while one of our customers, Klarna, I am not the Klarna CEO who's here to say we're going to cut 20% of our staff every year because of AI. That is not where I think our head's at, but absolutely see the efficiency gains starting to happen from the use of some of these technologies. We announced on the last call our partnership with Amazon Q on our customer success area, where we put our entire knowledge database, which we're very well known for our very strong documentation and capabilities around our solutions. We've now pointed that towards our own customer success force. And so we put everything into that AI engine and now it spits out just answers for our customer success people. So when they have a problem that they cannot answer on the fly, they go straight to our knowledge bot, ask it the question and deliver that answer for customers. The nice part is there's a human interface there. So there's like this check on. Is this sane for my, you know, the hallucination can be checked right at the edge. But man, we don't have to go get 2, 2, you know, 2 engineers and a sales engineer and this person to answer a question. Right. We can actually just drop it into the system and get that question back. That should absolutely add efficiency to our business. We see that playing out over multiple parts of the business. Right. We see that especially in customer success. We are already using it in marketing around some of the technologies we use to create marketing content in those areas. We see that only getting more efficient yet, you know, as I joked with John another day, like, you know, we're not dropping the financials into a, into an LLM yet. You know, yes. To do that because it's, we don't believe it's there yet. But like we do think long term is going to be more and more efficiency that could be transformative for the business. Okay. Recently you did a rather innovative transaction selling some of your patents to put some cash on the balance sheet. Maybe walk us through why you did that and can you do more transactions in that genre? Yeah, first, I mean, kudos to our research and development team over the past, let's say 20 years. Right. We've had this, it's not the same team, but we've had this division, right. Small, it's a handful of folks that are literally looking at the cutting edge of streaming, right? Whether it's codecs, they're the guys that invented Context Aware Encoding. These are folks really thinking about the edge of streaming. With that, we've developed a patent portfolio that's, that's 100+ deep, right? And 40-50 families+ deep. So it's a big patent portfolio. And my, and, and our view of that patent portfolio is it's wonderful to have created it and we've used it in the technology, but once it's created it, really, and you're not actually doing anything to enforce it, which most companies like ours do not, right? We do not go out there and sue people over use of our patents. We do not use it in that way. These are really trophies, you know, on the shelf, right? They are wonderful trophies and they prove that we did do those accomplishments and they are part of the technology. But once they're done, they're, they start to lose value. And they are effectively declining value assets, right? They have limited lives. So when we have looked at them and we looked at the market, we said, wow, is there a way for us to actually monetize those patents in a different way? Right. Rather than enforcing them against other companies and having to build a division or something that goes after, you know, fighting people over patents, something we don't, you know, necessarily directly involved in. Is there someone else that could see that value? And we went out and, you know, scanned the market. We found an incredible partner who came and effectively said, we like this 30% of your portfolio and we like it for $6 million. And there were three requirements, and I think, you know, three reasons we did it. One, we needed a perpetual license back to the technology, no matter what. I was never going to give up a piece of our capability to execute. And we did not. We got that perpetual license, you know, back to the technology. So no change in the tech ever, you know, in that regard, that would have been different. The second is we wanted full value for the patents. $6 million for the patents we sold was absolutely the right value. It was meaningful value. We scanned the market, we talked to lots of, you know, folks about what that value of those patents are, and I think we did very well there. And thirdly, we now get the benefit of a company that has the potential to actually go enforce those patents against others. And so I think that'll be very interesting if, if this company that bought them from us actually goes and does a great job there, that could provide this sort of ancillary benefit to us of folks not being able to do the things we do now. To be clear, our perpetual license is for us and our customers and our future customers. So there is no risk if you are a Brightcove customer that these, these folks are going to come after you for those patents. So we feel very strongly, we did a great job there for us, for our customers, for our shareholders. You know, put $6 million on the balance sheet and we have more, you know, more patents in the portfolio. You know, we're taking a, you know, a conservative approach about what we do with those and we continue to develop new patents and new things that we do as we move forward. Great. So you came in to the company with the belief that fundamentally streaming is a growth business, Brightcove is a growth company. Haven't really been able to post consistent growth yet. Do you still today believe you're able to do that and kind of what's the timetable or when do you get to point that says, well, maybe this isn't a consistent and growth company and we need a different strategy around maximizing profitability rather than balancing growth and profitability? Yeah, but I think the answer is I still believe it is a growth industry. I mean, I think we have years and years of streaming growth on the media side left to go. If you look at the usage, the usage is still growing, right? So some of the business models have been a little squirrely at the, at the big 6-10 media companies. But I think if you, if you strip, you know, some of their over investment in content out and you look at it, it is absolutely a growing industry. And on the enterprise side, I think you've got a decades, decade or decades more to go to really get, you know, to full distribution. And like, you know, where you start to say, wow, it's so mature. This, this isn't going to be growing anymore. I think the concerns we talked about earlier, whereas there's a lot of point solutions and competitors. And so most industries like this typically consolidate down to a 5 to 10 competitors type of industry. And you're starting to see that that's going to happen. Take ad tech as another example, right? There's like, you know, 70 companies doing something that there probably should be five of right here. I think we've got, probably got 100+ companies in this space and there probably should be five or 10. And so I think there's a little bit of the growth is being spread out amongst a lot of smaller players than it needs to be, you know, somewhat aggregated. I think that will flesh out over the next few years and it should flesh out in our favor because we are one of the only scale provider in this space. So I do believe it's there. Do I believe we can get to consistent growth? Yes. Do I believe it's been there in the near term, as you've seen, we grow a quarter, we shrink a quarter, we grow a, you know, we have this sort of choppy way up. If you look at the line over the past few years and you take out that overage overhang from that, those COVID years, it actually isn't a bad line. Right? That line is up and to the right. It's just, you know, it's, it's, it's, you know, low to mid single digits over that, that long period of time. So I absolutely believe this is a low- to mid-single digits, you know, grower in the near term and a double-digit grower in the long term as the market, you know, sort of fleshes out. And so yes, I do believe that, Steve, and that's, you know, why I'm here is to make that happen, you know, for this company. That's why I would convince guys like John to come on board. He also likes the fact that we're now EBITDA- and cash flow-positive. So he can really, you know, sink his teeth into that part of the business. And so I see it as, it's certainly up and to the right EBITDA and free cash flow chart. And we're going to make that revenue chart on a choppy basis, go up and to the right over a period of time. As we said, it's low to mid single digits in the near term, we think double digits in the long term as the market straightens out. That's why, as you said at the beginning, the valuation piece doesn't make a whole lot of sense. We trade at a ridiculously low valuation relative to that opportunity. Maybe I just add, you know, we're really poised to do both, right in terms of the spectrum of, between growth and profitability. I think if you look at what we've done for profitability, we're pleased with the fact that our guidance this year is for a 25% increase in adjusted EBITDA, you know, $14 million-$16 million for the year. That's a 7%-8% adjusted EBITDA margin. And we're doing that, as Marc said, with free cash flow. So I think it's for us, it is a combination of both growth and adding profitability to the business as well over time. Okay, and maybe we've hit it, but just in case we haven't, what do you think the biggest investor misperception is today? That puts you where you are. I'll let John answer too. I mean, I'll jump in and just say I think there's just not enough folks recognizing the fundamental intrinsic value here, opportunity that lies in that value. Right. If you have EBITDA positivity growing at 25%, you have free cash flow positivity growing. I mean, we didn't make any money last year. We are now making money and we intend to do that going forward. You've removed the sort of non recurring fluctuations to some extent from the business. There was going to be some, but we've muted that and kept it to a highly recurring business. We've made it much more secure with more longer term deals. You sort of look at that recipe and you say even at the low end of historical software multiples of 1x revenue and 10x EBITDA, which you and I would both agree is low end of the way software and SaaS is traded over time, we'd be at 2.3x the valuation we are in a day. I think there's just a huge opportunity. That's why I've been a buyer of stock in the past, why I've convinced incredible people like John to join the company, is that we see there's just a great opportunity here and we're part of an industry that is growing, you know, and while, you know, there's some sort of perception we're in a, we're in a rough neighborhood, so to speak, from a stock perspective because there's a couple of other public companies that do, some of which compete closely, some of which, you know, similar stories, but don't necessarily compete as closely. You know, they've all had their own, you know, issues or concerns about where it is. Like we feel really good about our story, right? High recurring revenue base, meaningful EBITDA, you know, appreciation and, and now free cash flow positive. You sort of look at that and say a lot of, a lot of risk in where we are and a lot, you know, it's an asymmetric upside opportunity, you know, for most folks. But I don't know, John, you would. And, you know, I was going to use the same term. It was really, you know, fundamental value if you look at the company in terms of, you know, deep technology optionality for both growth and additional profitability, a recurring revenue stream with 95% of the business on, you know, in subscription. It is, it is something that on a fundamental basis should be very compelling. And I think that seems to be really, you know, what we seem to not be able to connect with and. Talking about the fundamental part of the business too. Right. Like as entitlements return we now have an upsell cross sell, you know, a true upgrade path motion especially in enterprise. We feel really good about that now. Our international groups are now, you know, that's been a struggle but we're now aligned. We, I think we have the right teams in place. Like it's starting to turn that corner. And then you know I look at the, there are more use cases for us to do in the future and there is definitely more money for media to go save by outsourcing that many people are still continuing to insource. And so you guys and I think you brought up with us in the past, Steve, like wow, those sales cycles are long. I'm like, you know, people are hanging onto their jobs tightly, you know, and I get it and I feel the personal issues that drives. That's hard, that's hard stuff. But it is inefficient and I think the AI revolution is going to play to our strength there. Right. Like we are going to deliver that both with our existing software and with AI-enabled tools. But the AI look at the org is saying like wow, we just have to be more efficient. We'll start to say hey do I really need 100 or 1,000 or more of these people focused on building this tech or can I get it from this company that can supply it for me and really deliver. I think you're going to see more and more folks realize that opportunity. You can see, see it in my old shop. Look at the three bullet points Paramount puts out as the, as the revitalization plan for that business. The number two point is cut non-content expenses. Right. I can tell you a lot of that is a lot of engineering, you know, engineers and product resources that are there and it's not just about one company, it's about an industry. In that regard I think it's going to be a great opportunity. Well, great. I really appreciate your participation today and look forward to watching this play out through the rest of the year. Thank you. Thanks so much, Steve. We appreciate it.