Joining us, I'm Alex Platt, I cover Domo, and so very delighted to have Josh James here, founder and CEO of Domo, and Todd Crane, CFO. Thank you, gentlemen, for being here. Thank you. Absolutely. Josh, maybe we could just start, I guess, with something that I thought was sort of important to the Domo story that both yourself and Todd had mentioned to me last earnings, which was sort of, how would you compare Domo, say two years ago to the Domo that we're seeing now as you expand your use cases within this very quickly evolving data stack? Also just maybe a quick opportunity to sort of introduce the Domo story for those that are unfamiliar. Great. Yeah, thank you. Yeah, it's dramatically different than it was two years ago. We started out. I had a company before this called Omniture that I had taken public and sold to Adobe. The one thing that I always wish that I had was an ability for any executive in my organization to get all the data that they wanted in real time. We started this to do that. In order to deliver that kind of an experience, you kind of start peeling it back and you're like, okay, first we're going to have to connect the data. Then we're going to have to have an ETL engine that can go through and manipulate and manage the data. We're going to have to store the data somewhere, then we're going to build apps on top of that, we're going to have permissioning systems, governance, and then dashboarding, and now agentic solutions on top of that. As a part of that process, we built our own CDW. As the big CDWs emerged, we didn't pivot fast enough and say, okay, actually we don't care about being a CDW. We would love to partner with the CDWs that are out there. Because of that, it kind of prevented us from being a part of that ecosystem. We recognized that. When the economy turned, our retention actually dropped and our churn increased. It was partly because we didn't have CIO relationships. As we've now completely transformed our stack, we now are very friendly with the ecosystem of CDWs and we've got a couple of them coming online just over the last six months. We're finally starting to see deals from the ecosystem this quarter that are closing and it's really helped us just change the company. The second piece is we've changed from seat based to consumption based. That old model is kind of like the revenue prevention department, if you will. Every time you want to do something, you got to call your manager and buy another seat. You couldn't really experiment with our product. We got stuck in, you know, one department instead of having an opportunity to expand because we charged for every seat. We've gone from 0% of our revenue on consumption two years ago to we're close to 3/4 of our revenue on consumption now. We've said that we'll be approaching 90% by the end of this year. Dramatic shift in the model that's really enabled things to be much more effective. Along with that we've had an opportunity to really lengthen our contracts with our customers. Our RPO has dramatically gone up over the last couple of quarters and will continue to do so. We'll see dramatic increases the next two quarters as well. At that time we'll have gone through kind of a whole cycle of renewals. It's putting our business in a much better position. We've changed our financial profile as well. I'll let my trusty CFO talk about that piece. Yeah, absolutely. On our most recent earnings call we wanted to put a couple of guideposts out there in terms of, you know, in light of these initiatives, in light of the transition from seat based to consumption and getting this new go to market motion off the ground with ecosystem, you know, what does that mean for our financial profile going forward? We talked about exiting this year at 5% billings growth and 5% operating margin and exiting next year at 10% billings growth and 10% operating margin. We wanted to put that out there. Just we've been kind of zero, zero or negative negative on those two metrics and we wanted to help people see what we're seeing, which is there's a clear path for us to not only reaccelerate the growth but to expand margins at the same time. That was great. Maybe we'll touch on sort of the CDW partnerships, the shift to consumption in a second. Maybe also just for some background, could you sort of lay out the area of the data stack specifically that maybe Domo was in, call it two years ago, and maybe some of the other use cases that you're able to offer customers now, call it in the present day, two years later. Yeah, so a couple years ago we have kind of two sets of customers. We have our mid market corporate customers and that's about 50% of our business. In those situations we're pretty much wall to wall all of those installations across every department. We have a massive percentage of customers that have the CEOs that are in our product and then our enterprise business. Most of those were just one department and most of those we weren't blessed by the CIO. It was a line of business use case. Whereas now that's shifting over, especially with the CDW partners. We're able to go in with the CDW who has a relationship by default with the CIO, and we show them how we're working together and we're helping the CDW hydrate their data warehouse, if you will. We have over 1,000 connectors and we help them build these use cases. Most of the CDWs, their highest priority is line of business because they've got the CIO. They need to expand the use cases inside the organization to burn down all those credits that they've sold. That's been a really complementary approach for us with those CDWs. What's been really fun about AI over the last six months, if you will, everybody's out there like, what am I supposed to do with AI? I have to have an AI strategy. We come in and because of our history, because we connect the data, we have an ETL engine. We have all these data products that we've built on top of the engine. We have workflows, we have approval, human in the loop approval workflows, and we have an ability to build apps. We have all the governance that you need in an organization to make sure that the person in Japan only gets to see the Japanese business, the person in marketing only gets to see marketing for the products that they're marketing. We already have all that governance in place. Now building agents on top, AI agents on top of this data stack. We keep hearing from customer after customer and ecosystem player after ecosystem player telling us that we are more adept at it than anybody else that they see. We just got a text message yesterday. We were talking. I can't remember which investor we were talking to, but I got a text message that said we had a partner that just in the last month built 50 agents for our customers. For 50 different customers. 50 different agents. Our stack's really attuned to leveraging AI and delivering AI solutions on top of these CDWs, which has been a really fun part of our business. That's the last little bit. No, that was great. Maybe let's stick with the CDWs. Just last week we sort of, we heard from Snowflake mention how they're not looking to reinvent the wheel with business intelligence and want to focus on utilizing many of their partners, including yourselves. Your relationship with many of the CDWs has become a very significant piece of the story as well. I guess, just, you know, could you maybe drill down more into, you know, what you've already talked about, into sort of how these partnerships are transforming the way you're doing deals with customers? Maybe you could talk to some of the tailwinds that you're already seeing from this focus. You know, just how these partnerships are important for this next stage of Domo's growth. Yeah. So, you know, these partners, they've done a great job building a market, fast growing, massive, getting the attention of CIOs. Five years ago, it just felt like the whole data market was a mess. It was just like we didn't know what the strategy was. We were trying to, like, put a name on things, and no one really had a cohesive strategy. Every CIO that you talked to had a different point of view, center of gravity. As these CDWs really emerged, all of a sudden every CIO that is new, that gets a new job or has a strategy, they're like, oh, okay, well, here's our lakehouse strategy, here's our data warehouse strategy, here's our CDW partner. It really has become a center of gravity for every CIO. They've been tremendous at creating that momentum. Now what they're trying to do is they've got all these credits and these commitments. They've got to get other data in there, and they've got a couple of elements that the CIO brought in. What about the marketing data? There might be 50 different applications just in marketing. How do you get that data in there? We're coming along. Historically, the CDW, because they thought of us as competitive, they had to bring in three, four, five different partners to come in. It was like herding cats to close a deal. Now they can just bring us in and that's it. They do not need anybody else. The sales executives at, you know, these CDWs, they love it because when they're trying to close a deal, they literally were bringing in four or five different people, and they're all trying to close paper at the same time. Now they just bring us in, and we're able to hydrate and really help that customer expand. Finally, for us, we're blessed by the CIO, and that's what we haven't had. That's why we saw some churn in some of our enterprise customers a year ago, two years ago, that was causing some of that disruption in our business. It made our business look a lot worse than it was because the rest of our business was really stable. That is kind of why we went and we talked about RPO a lot because we think that really demonstrates how stable the rest of that stack is. Now with our CDW partners, it has really helped stabilize our enterprise business. Maybe just sticking also with sort of maybe your evolving go to market strategy, I guess, could you give us some insight into just the types of customers or industries you're seeing the strongest momentum in currently and I guess how you may be tailoring your strategy to capitalize on those markets? Yeah, yeah. As we see these leads and these deals come in from these CDW partners, it's really a nice mix of companies. It does skew probably a little more enterprise. You know, companies that have the resources and, you know, talent to be able to implement a Snowflake or a Databricks, they're typically a little bit farther along on their data journey and on their journey as a company. That's obviously very exciting for us. We know we can add a tremendous amount of value there. We've had a lot of success in enterprise over the history of our company. You know, we're about 50-50. About half of our business is enterprise, half is corporate. Corporate. This becomes a really important lead source for us to continue to demonstrate that success with the enterprise. I guess Todd, maybe then sticking with you, let's shift to maybe this consumption pricing model. You've been in this transition for a while now. Josh just called out 90% of ARRDB customers on consumption by the end of this year. Approaching 90% by the end of this year. If we take a step back for a second, sort of. What was the strategic vision maybe behind this pivot? Could you go more into what you and Josh had already talked about and how this is again contributing to this next phase of Domo's growth story? Yeah, it was critical for us to solve the problem of being stuck in a small department, a small use case in a company and our customers, anytime they wanted to expand or implement a use case, having to go fight that battle with procurement, with the CFO trying to get budget to buy more seats, that was something that we were starting to see become a pattern and become a weakness in our business. We wanted to solve that. The beauty of us being a full stack data platform, with the connectors, the ETL and all the other aspects of our product, we can actually, we have a lever we can use to calculate and drive that consumption revenue. When customers take action in the product and it results in a connector refreshing or a transformation flow running, we can tie credit usage to that, which allows us to monetize that usage. The corollary of that is, okay, what's the benefit to the customer? Unlimited users. If they want to, they can roll the product out to everybody in the organization on day one. That is often the case now as we go in with these CDWs and we are part of this global data strategy. They do want to roll us out to everybody in the company on day one. We can do that. The other big positive or benefit of this is they are able to access the advanced capabilities of our platform, which historically we have had behind a paywall. They have had to purchase the advanced module. We're opening all of that up to our consumption customers on day one so they can go experiment. "Oh, hey, I'm going to go try this data science thing and see if I can get some value". "Oh, I'm going to go build an agent and see if I can get some value out of that". They do, they go try it, they get value and then they lean in and they build more and more and more, which in turn triggers more and more usage and actions, which triggers more, which results in more revenue for us. It's really, and we're seeing it play out exactly like we thought it would. These customers that are on consumption, they're creating more users, there's more activity, they're using more data and we are a much stronger footing in these customers than we were before. Yeah. Maybe just touching on what you had just mentioned, I guess how are customers responding to this shift to consumption? Could you also maybe point out maybe some changes in the retention rates in use cases that you're seeing with customers on consumption as opposed to the previous seat based model? Yep. Because of the things that we just talked about, we're seeing our retention rates be notably higher for our consumption customers than for our seat based. Last year gross retention was over 90%. For our consumption customers, net retention was over 100%. As we continue to get more time under our belts with customers on the consumption model and get a higher and higher percentage of our arrangement onto the consumption model, we expect to see those trends continue. Another tailwind there on the retention side is RPO, right. These customers are getting more value. They're able to go explore the product, get the ROI, they're committing to longer term contracts, and those two things both contribute to improving retention over time. On the use cases point, are there any specific use cases that are different that you're seeing customers do, or are they sort of the same use cases but just maybe more consumption, making it more open to more users within a company? Yeah, similar use cases. I think one thing that, and Josh touched on this earlier, we are seeing more and more of this, you know, agentic AI is, we're hearing that everywhere. And for our customers to be able to go in and access workflows and, you know, alerting capabilities and being able to deploy LLMs and plug into Snowflake Cortex and other AI tools that are out there, we are seeing more and more of that. I'd say that's probably, that's maybe not a use case but more of a broad functionality set that we're seeing people utilize more under the consumption model, but it's certainly opening that door for them to be able to go in and explore that. Wanted to ask one question about your most recent earnings. It seems as if Domo is sort of turning the corner and you're now starting to see operational leverage in the model. I think you called out first time Domo's ever achieved positive operating margin in Q1. You're generating positive adjusted free cash flow. Could you just walk us through maybe how you've gotten to this point, what's driving the leverage in the model and then maybe sort of beyond that, how you're planning to balance both profitability and growth and where we should expect profitability to be sort of over the next couple of years. Yeah, absolutely. With our product being so broad and having all these powerful capabilities, it's unique in that, you know, maybe in other companies they get to scale at $100 million or $60 million or whatever it may be. We kind of knew all along this was going to need to be a $300 million company before we could start to see that leverage in the model. We're there and we're seeing the opportunity to be able to go attack these growth opportunities without having to add a bunch of spend to the company. We're able to take existing engineering resources and focus those on, okay, we need to go work on these integrations for these cloud data warehouses and make sure those are battle hardened, top notch, and that the customers that are using them are having a really good experience. We're not having to go hire a bunch of engineers to do that same thing. On the sales side, we're able to move some reps over and have them be more focused on partner without having to go out and hire en masse to do that. Yeah, and we brought this up in one of our meetings and it seemed like it resonated with the investor we were talking to. It's probably worth mentioning. You know, in my last public company, we got public and we were about flat break even and we delivered 1% incrementally to the bottom line every quarter. Thirteen quarters later we were 20% margins and kicking off $100 million a year in cash. That's when we hit that point of operating leverage right when we went public. Here, it's about now when we're hitting that point. We are excited to see the operating leverage that we're going to get. We know that we're going to see a lot of it. Like the next incremental $100 million in ARR that we get, we're going to be able to get a ton of leverage out of. We're excited about that, that we can. We're going to see the growth and we're going to start being able to show the profitability. The cash generation makes us feel. Better about the business 100%. The partner motion contributes a lot to that as well. It's not only a growth engine for us, it's an efficient growth engine. That's going to help us get more leverage out of the business as well. Maybe going back, because I just realized, maybe could you highlight some of the CDW partners specifically for everyone here today? I think you mentioned Snowflake. There is Databricks. Maybe you could just mention sort of the partners you are working with just to give us an idea of sort of who you are exactly working with. Yeah. So it's not just the CDWs. That's about three fourths of the ecosystem leads that we're getting right now. And there's a whole slew of other people as well, our embed products. Domo Everywhere is really an ecosystem of software companies that use us to give analytics to their customers and then their customers have an ability to click a button and try out Domo. And so we're actually getting a ton of leads from that as well. But the CDWs, once we rearchitected everything, Snowflake was leaning in, leaning back towards us first. So we leaned in hard with Snowflake and we've got version, we would say, 2.0 of that integration coming out on July 15th and at the same time we've got a 2.0 version because we've learned what we need to build coming out for Databricks, for Oracle, for Google and for IBM. That's all coming out on July 15th. This motion that we've been doing with Snowflake, we do have leads from the others as well, but it's very nascent compared to where we're at with Snowflake. Even with Snowflake I'd say we're 10% into that relationship so far to where it's going to be full fledged, rocking and rolling. There's just a tremendous amount of upside and we've had a lot of investors become attuned to that, that opportunity and we talked about it on the earnings call. This quarter is the first time we're going to see it in the metrics that we deliver. We for the first time are seeing it in pipe and we know what our close rates are and those deals are far enough along now in our pipe that we can say, okay, yeah, we're going to see X amount close this quarter from our CDW partners and we think that's going to double before the end of the year, at least at that rate. If you look at our new logo generation business for the last four years, it's been about the same number. Next year that is going to be increased by at least 50% from our CDW partners, if not 100+. There is a ton of upside there in that relationship. Again we're just scratching the surface with Snowflake and we've got four more coming online July 15th. We think there's a ton of opportunity. We're at Databricks right now at their conference and just one rep on the floor generated 20 hot leads. That is, the vast majority of those will be in our sales pipeline, you know, in the next few days. You know, that's a very nascent relationship, but you know, it's the value that we deliver for the CDW partner. It's not only a great customer solution, but we're helping that rep burn down the commitment that the customers have given. That's the number one focus for every rep at the CDWs is they've got the commitments, but they don't actually get paid until they burn it down, and we help them burn it down. That's why I think there's such great alignment there. No, that was great. Thank you for that. Let's talk about AI. Maybe we could start with how you're seeing the use of generative AI change not only the way that customers interact with BI and analytics tools, but how they sort of interact with the entire data stack. Yeah, we've been doing these AI boot camps at our customers that have just been, they've been phenomenal. We did one at Domopalooza, which is our user conference in March, and we said, we'll build your first agent because again, we're on consumption. Right. We've been shifting towards instead of like selling an ROI use case and hoping that they'll be able to go and get approval for it, like just go and try it. Now we're having to teach everybody how to go and create these use cases. We said that at Domopalooza we had 200 people plus sign up that first day. Yesterday we had one partner that told us they've created 50 agents. I mentioned this. Right. But 50 agents already. The kind of use cases are really fun to look at. First of all, they're data centric. If you want to have a data centric AI agent, which is where you're gonna get your most value from, you have to have your data be AI ready. We are, we're AI ready. We have workflows, we have machine learning, we have predictive analytics. All these things are now called AI, but we've been selling them to our customers for years. You combine all these things with workflows with a human in the loop approval, you don't wanna let AI run Amok. Right. With governance, with all of the lineage around, what did the LLM use and what did it have access to? We're set up for this moment and it's been fun to see the use cases. It's been things like we had and you can help me with some of them. We had a customer say, I want to create an agent that goes and looks at my payables and I want to have an agent go through and look at thousands of different invoices and the exact timing on the last day that I can make the payment without triggering a fee. I do not want to pay any day until that last day of payment and go and create that model for me. They did because we already had all the data. It went through and created that agent and saved them a ton of money with cash management that they would have probably never really been able to do with the number of humans that would have to go through and read all those invoices. Would you get a return on each of those invoices? Maybe, maybe not. With an AI agent, you can do it. They were able to set that up in under a day. I talked about on the earnings call that we had a customer send to one of our reps. The rep screenshot it and sent it to me and I actually read it on the earnings call. The rep went through. I mean, the customer went through. They watched a video on YouTube of how to build an agent in Domo. They said 37 minutes in they had the agent working. Now this was an agent that went through and said, okay, I have a really big company and a ton of people have corporate cards and people are shifting jobs all the time. When they shift jobs, we've got to give them a different card so we can make sure that we're tracking it to the right department. I have thousands of people switching jobs every quarter. How can I go through and look at and figure this all out? They created an agent that went through and looked at everybody that switched jobs. They automatically sent, created an email and sent the email out and then did Human in the Loop. They got to see the email, who it was going to and just hit send, send, send, send, send. 37 minutes. After that they got lit up and they went and started making more and more and more agents. The great thing about this is you think about the consumption that we get for that, right? This is something that's pulling data from a lot of different locations. It's a very complex analysis. It's processing through, it's creating the Human in the Loop initiative. Each one of those data points is something that drives consumption for us. Again, we're built for this moment. We help the CDWs. The CDWs love us because now we're creating these use cases in the line of business, which secures their business even more, helps get burned down of their data. We're much happier because now we have the CIO's blessing and we never had that CIO blessing before in the enterprise. It's been very, very collaborative. Maybe keeping on the AI agents bit in. You mentioned really briefly that the boot camps that you're doing for customers. Could you sort of just point out sort of how this is helping Domo accelerate the sales cycle and moving deals fast with customers who are looking to do something in AI? Yeah, I. mean, on Friday, we got a text message from one of our AI specialists. He said there were three deals, he said, close three deals today. One was $375,000, something like that. Another one was $75,000 and another was $50,000. All three of them were AI-centric deals. It was the point of the spear, it was the tip of the spear that got us this deal, which is great because we're not having a conversation about your CDW, we're not having a conversation about your data infrastructure. We're not having a conversation about, and they don't care. Right. These are line of business people. They have money and you're giving them an agent, which is what everyone wants to tell their boss. Like, we got an agent working and it's making us more efficient and we're getting rid of heads. You know, everyone wants to say that right now. These were three deals that we just closed on Friday. They all happened because we were able to build an agent in days and no one else is able to do that, but we have been able to do that very successfully. Maybe shifting gears, the space that you operate in is incredibly. I was supposed to say, so why aren't you growing faster than Josh? Okay, okay. We know that's what everyone says too. After we heal these three, it's like, so why are you growing faster? It's coming, it's coming, it's coming. Okay, maybe we can ask that. Why are you growing faster? Yeah, combination of things. Yeah, we're finally getting that retention where it needs to be. That gross retention. So been improving and I actually one of you kind of did this mental build in your head and you communicated it to us. I thought it was really great. The fact that we've switched to consumption, that helps drive retention. We're getting longer, longer deals. That helps drive retention. That increase in retention plays out over the next few quarters. Right? You close those, but it doesn't play out until you get that renewal cycle, but you're not having to renew them. That retention goes up. Now that retention is going up and that RPO is increasing, all that is is revenue growth. The bottom of the bucket is not as big. You are layering on top of that what is happening in the ecosystem, you know, and all that pipeline has been building and this is the first quarter that we are going to see the ecosystem hit our billings. It is like, yeah, all these pieces are layering up and it is all coming in the next few quarters. That is why. No, thank you. So, yeah, let's shift to maybe competitive landscape. Right. The area you operate in is incredibly dynamic. There's a lot of competition from independent individual players, from the hyperscalers as well. Maybe you could just talk to some of the advantages that you Domo has over a lot of your competitors. And specifically, I was hoping you could touch on. You had mentioned it to me in the earnings callback, talking about how you had won a deal from a failed customer integration with Microsoft Fabric. Maybe you could sort of touch on that. Yeah, I mean, I think it's worth describing how, you know, there was this big party that's been happening in the data infrastructure space, and it's all been driven by the CDWs, the center of gravity for every CIO out there. We were not invited to the party because we kind of had a CDW, but not really. You know, but they all viewed us as competitive because they'd be in a deal and the customer would say, oh, well, I'm gonna put that data on Domo. The rep's like, wait, you're not putting it in the CDW, you're putting it in Domo instead. So I'm getting less billings. Oh, yeah, Domo's out. I never want to see him again. That's what happened. We were like a bad word to every CDW rep that's out there. It took us a while. We had to completely re-architect our business. Our whole software stack, we had to re-architect. Now that we've done it, it's like we're getting invited to the party. The people inside that party, there were a lot of competitors that they didn't have us competing against them. It was a lot of point players, and we have the whole stack. Now that we're like, yeah, put everything on Snowflake. Let's do it. You're a Snowflake customer. Put it. We will drive the heck out of that Snowflake consumption. It's like we got invited to the party late, but we're coming in with this beautiful solution that you don't have to herd, you know, five cats in order to get a deal done. It's just us and the CDW partner, so we're particularly made for this moment. And then on top of that, all the agentic stuff that we're, you know, that we can facilitate with all the line of business for the CDW, it's j ust a great marriage Maybe, I guess to make it maybe more tangible for everyone listening. Could you talk about that Microsoft Fabric failed integration? I think that was like a really interesting example that you gave me as to why a customer chose you over what a lot of people would consider a leading product for analytics and business intelligence. Yeah, they'd been trying to get it to work for, they said, a few years and they could never get it to work. We went in and actually there was another example where we were competing against Fabric. The CEO's kid went in and was an intern at the company and went in and developed something over the weekend with his friend that happened to work at Domo. They created the whole solution. These guys had been paying hundreds of thousands of dollars trying to create the solution for a couple years. Couldn't get it done. The kid created it. Over the weekend we get an email from the CEO that says, I don't need a pitch, just send me a contract because it was done and working. The great thing is all these CDWs, they have one big bad competitor and it's Microsoft and interests are aligned there. It's nice that as they want to compete against Fabric, we are the thing that makes that competition. We can just really demolish them and together we can. By ourselves, we have a hard time. Them by themselves have a hard time. Together, it's a really good combination. I guess we've seen a lot of players within the data stack being either acquired by larger companies or taken private in recent years. Informatica most recently been taken out by Salesforce. There's been a lot of speculation that Domo is an acquisition target for several quarters now. You had called it out explicitly in an earnings call last year. I guess. What can you tell us sitting here now, where your head's at? How are you thinking about strategic options to maximize shareholder value in the long run? Yeah, I mean, I think when we said that certainly we still hadn't turned the corner. Right. We couldn't see it in the metrics. We got a lot of questions from investors like what are you guys going to do? Are you open to it? Yeah, of course. We're a public company, we're always open to it. You want to make sure that you're getting that value for your shareholders. It's not just the shareholders that are in today, it's the employee base, it's the long term shareholders. I think we're finally starting to see a recognition that, oh, like Todd said earlier, we're not just a negative and negative or a zero and zero on rule of 40. We're gonna be five, five exiting this year. It's gonna be at least 10 and 10 exiting next year. We think there's a ton of operating leverage here. We, again, I'll quote another one of you. I can't remember who it was, but you mentioned that one of the investors mentioned that. Okay, we're still dramatically undervalued in his mind. We're approaching 2x multiple. We should probably be, if we actually are a five, five, we should probably be a 4x-5x. If we got an offer right now and it was 2.5x, I'm like, yeah, that probably doesn't make sense. It's here. It's happening over the next couple of quarters. We told you about that build, and we're seeing a lot of that. I think now it's like, okay, let's see if we can become fully recognized and fully valued. If someone wanted to pay for that, of course we'd have that conversation. It's fun right now because it feels like we have an opportunity. Goodbye. Craig Hodges, Chicago Bulls. Best story ever in the elevator. Thank you. No, that was great. Final question, I guess, for both you, Josh and Todd. When you look to the future of, of Domo, what are you most personally excited about? Are there specific milestones or developments we should be paying attention to that sort of mark the next chapter in Domo's success story? Yeah. Very excited about being part of the ecosystem now. It's opening up a whole new world of opportunity for us. So many conversations that we weren't a part of before that we now are right in the middle of and thinking about where that could go. The traction we're seeing. Like we said earlier, we're about 10% in on the Snowflake relationship, what that could look like once we get farther into that. Once we layer on three or four other cloud data warehouse partners, what that could mean for us. I mean, it's just a tremendous opportunity, and it's hard to overstate how perfectly positioned we are for this moment, both in terms of being ready for the AI movement and also being ready to layer onto these cloud data warehouses and solve a number of different problems that they're facing today. How do we get data in? How do we transform that data? How do we get to the line of business and provide them with a solution that they're excited about? We can solve all of that under one roof and make it so that their customers have a really seamless experience doing that. Just perfectly positioned, and we're now in a position where we can really take advantage of that. It's exciting. Anything from you, Josh? I thought that was very well put. I would just point again to, you know, the fact that the build, it's in the numbers. You guys can see it, and, you know, the story about what's happening with the CDW. You know, it does feel like it's a. It's a great time to back up the truck, if you will. Hopefully, you're on that journey with us. All right. No, this is great. That's all I had. Thank you, gentlemen, for your time. For joining us here. Thanks for being here, everybody. Appreciate you listening.