Greetings, everyone. I want to thank you again for your time and participation in the 26th Annual Oppenheimer Technology, Internet, and Communications Conference. I'm thrilled to introduce this company, PROS Holdings. They're a new name to our franchise here, you know, we think they're a vertical SaaS company, they've got a really interesting AI story, and they've got a profitability story. I'm going to pass it off to our, to our presenters here. In order, we've got Belinda Overdeput. She heads up Investor Relations. Then we've got the President of the B2B business, Martin Simoncic. Did I pronounce it right, Martin? Close enough. Then, and then we've got the head of the products. In terms of the development, we've got Sunil John, who's going to participate in the fireside chat. With that, I want to pass it over to Belinda, and she'll help level set with an introduction about the company. For sure, yeah. Quick intro on PROS. I'll start with our vision. Our vision is to optimize every shopping and selling experience, and we do this through our SaaS platform, which uses AI to power B2B and B2C commerce. The solutions that we sell can primarily fall in the market categories that you may be familiar, such as price optimization and management, revenue management, CPQ, or configure, price, quote, and digital fare marketing or digital offer marketing. I know AI has become a bit of a buzzword, but AI does underpin the PROS platform. We've been in AI for a long time, but what our AI does is it's predictive AI. We're looking at providing predictions to our customers, and this comes in multiple forms. We solve many high-value business use cases for our customers, including things like predicting customer willingness to pay, forecasting demand, providing cross-sell, upsell recommendations, just to name a few. Our algorithms are applicable to a wide range of industries. Martin's here, he represents kind of the B2B verticals, which are like manufacturing, distribution services, high tech, food and consumables, consumables, chemicals, and energy. Our AI provides immense value. We've quantified the value. It's very easy to quantify. Our internal study found on average, PROS customers generate 8% revenue uplift and 200 to 500 basis points of margin improvement through the use of our platform. We also monetize the value we provide, which is a common question I'm getting these days. We can clearly quantify the value, and we can monetize the value that we provide with our AI solutions. We're about $290 million in revenue, on a trailing 12-month basis, 84% of that is recurring. We've got a healthy SaaS business and a massive market opportunity in front of us. Super excited. Thank you, Brian, and the Oppenheimer team for having us. I'm going to pass it to Martin. Just give a quick intro of yourself, Martin. Sure. What you do. Thanks, Belinda. Martin Simoncic, Brian, but like you said, close enough, President of the B2B team. I lead our sales, professional services, customer success, customer support teams. I first joined PROS in 2006. Played many different roles, many on the customer value, customer delivery side. I was previously the chief customer officer of PROS, and really looking forward to the conversation today. Yep. Hi, everyone. Brian, you nailed my name. The Sunil John. I joined in 2005. Been a little over here, a little over 18 years, and, you know, that time has been spent, largely leading our product management teams. Today, I lead our product management, our AI and data science teams, our UX teams, also spent some time in our M&A function. So it's been a, it's been a wonderful ride. Thank you very much for, for the intros. Why don't we, why don't we get into the story here first? Martin, just from a real high-level, broad question, can you share with us some of the things that, that have you excited these days for the B2B segments? Then, Sunil, maybe you can go next, and you can talk about what you are excited about these days in terms of the product direction at the company. Yeah, of course, Brian. I think the thing that I'm most excited about is the way our teams are executing on our land, realize, and expand strategy. Now, we talked a lot last year about doubling our deal velocity. We are continuing on that momentum this year, driving more deal velocity. You know, we commented we, year-over-year, we've improved our deal cycle times by, you know, 30+%. Just seeing the momentum of the business and really driving success across our, you know, target geographies, target industries, and seeing the successes are- it's just really exciting, and then it's doubled down. You know, we have a great product. Our, Sunil and the team do a great job, and so, you know, some of the tailwind's behind us. We got our new leader ranking in Forrester Wave, in addition to our leader in Gartner, and so it makes the environment and selling motions not easy. It's a tough selling environment, but makes it definitely helps. Yeah, on the product side, you know, to echo Martin, you know, one of the things that we love the most is when our customers use our products and get tremendous value from it, so we're really motivated to continue hitting on our three differentiation vectors, you know, AI, our enterprise-grade technology and design, and certainly extensibility on our platform side. You know, when I think about what excites me on the product side, you know, one is there's been just a slew of innovation that we've unveiled on our AI side. Starting this year, our newest generation of our price optimization technology uses a neural network. It's a proprietary architecture we put together around predictability of price and how we optimize that price for win rate in our B2B markets. We've got some new algorithms that we've released around cost, specifically marginal cost. When you're in a limited supply situation or some kind of constrained capacity situation, what is the marginal cost of the next unit that you can sell? That gives you a different view on, on what you could sell value-wise, relative to an actual cost. We've got algorithms that we've released for exploratory price envelopes. For example, if you're an airline that's moving more and more towards ancillary pricing versus just seat, sometimes those prices have been $25 for a bag forever. How do you explore the price envelope in a way that gives you a better determination of value? That's been really exciting on the AI side, and then certainly on the, on the design side of things, you know, one of the things that I'm really excited about is this Collaborative Quoting. We talked about this at our Outperform and presented alongside with a customer. This really ushers in a new era of CPQ, where a salesperson can collaborate with a customer, and both parties work together to put a quote together in a collaborative fashion, rather than just handing over a document. That's really exciting. Then on the technology side, we do about 3 trillion transactions a year. Just to put that in, in some context, if you think about how much Visa and Mastercard and Amex put together, we're about 12 times that, roughly, in terms of transaction points. We're really, really proud of the team for our continued focus on high performance and scalability. Terrific. Thank you, for a little bit of that background. Why don't we start from a high level and just get through what you guys are seeing in terms of the business from the macro standpoint? Why don't we start with the B2B business with Martin. Your segment got a lot of airtime on the earnings report a couple weeks ago, you know, that it clearly was a highlight in the quarter. What can you share, maybe if you peel back the envelope, what you're seeing in terms of demand trends, you know, maybe within the product adoption or the different industries that you're serving in B2B? Maybe you can extrapolate it a little bit further out and kind of shed some light on what's happening secularly. Why are B2B businesses, why do they need to re-platform or extend their PROS deployment today? You know, what's, what's driving that momentum? Thanks, Martin. Yeah, absolutely. I mean, I'll, I'll start. One of the things we are really pleased about is how we are driving success across our target geography. You think about EMEA, you think about North America, that's where a lot of the growth is happening, and those are the target geographies that we are really focused on. And we are also seeing a lot of success across different industries. It's not necessarily a one, you know, industry that's driving. When you look at our target markets in food and consumables, distribution, logistics, you know, technology spaces, we are seeing a lot of strength across the different industries. I think it's because when you think about companies in our manufacturing, distribution, services, sort of target space, they are facing very similar things. The one thing, one is volatility, and just the pace of change has really, really increased when you think about the fluctuations in their cost, their currency, the instability of supply chains and demand patterns. There's just a lot of change that happens at a higher rate than before, and I think they see that volatility is here to stay, and so they've got to lean into automating their processes, and leveraging AI in order to honestly keep up and capture on the opportunity. You know, I can give you an example. I spoke to a customer just two weeks ago, and, you know, that it takes them 60 to 90 days to execute a major price change, right? Because they have built, you know, a lot of complexity on top of our biggest competitor, which is, Microsoft Excel. They, you know, they got all these spreadsheets, and they try to do these complex structures to try to capture some of the willingness to pay of customers, and it just becomes, unwieldy in this environment of change, and volatility. When we come in and position the simplicity really of AI, or how we can automate a process and make decisions quickly and take all the information into account and move faster, and also have a lot of AI and intelligence behind the decisions that you make, it makes a really big difference in their process and return to the bottom line. I think that's, you know, Sunil and Belinda mentioned the studies we have done, both from internally as well as the study that Forrester did. You know, when you invest in these types of solutions, you get a payback in nine months. It's 400% ROI. It's really compelling. I think the second piece that you are seeing is, you know, we've talked about self-service and kind of the imminent unification of the B2B experience. I mean, that's been a talk track for a long time, but you're really seeing that taking place across the spectrum. Some of our, you know, larger enterprise customers have been at that for a long time. Again, I'll give you an example of a chemical distributor, not a large one, I think under $200 million in revenue. They are really thinking how their how do they get their offers to customers so they can order, get a quote, order, transact fully in a self-service channel, and it requires the automation. You can't have a spreadsheet in the background when you want to do that. It requires real-time AI, which is where we are really strong at, delivering the recommendations and results, whether it's product recommendations or price recommendations, in real time, leveraging AI technology. We are seeing the transformation taking place, and I think that's behind the growth that we are seeing. Perfect. Very helpful, Martin. Martin, maybe one follow-up, just from the audience, so they understand: How do you distribute to the market? You know, how is your sales force set up, and, you know, how do you sell the products into the end user? We are primarily direct Salesforce driven at this point. We do have a good partner network that we leverage, both on the technology side and system integrator side. On the technology side, maybe highlight our partnership with Microsoft, where we have a strong technology partnership, but also a co-sell motion. Number of our solutions, like our CPQ, appear well together with Dynamics 365 CRM. We just announced our partnership with Adobe that we can talk about. That's, you know, leveraging components of our CPQ, namely the configuration for customers that want to use the Adobe Commerce platform, but have needs for configuration. That platform will be able to leverage our CPQ as well. On the SI side, we've always had very close relationships with a number of GSIs. We've got GSI, like Ernst & Young, that has built practices, and, you know, providing different models, onshore, offshore models, around PROS implementations. I would say recently, in the last 12 months or so, we've been focused more so on smaller regional and local, more focused, system integrators, in different markets, where it makes sense, in EMEA, both, as well as Americas. You know, our partnership with Horváth or BGSF are really helping us both source some opportunities for us as well as influence. Perfect. Thanks, Martin. Sunil, why don't we bring you in here and talk a little bit about the products and the platform and the technology? I guess, maybe the first question to ask is how do you think about either the integration or the unification of the platform? Are you able to build and sell it modularly? Are you able to bundle products together? Maybe we'll just start there and just with the architecture, how it's set up. Yeah, absolutely. Great question, Brian. You know, when we think about our platform, one of the things we want to do is keep things fairly modular, you know. That's because we are able to, one, execute on this land, realize, expand strategy because the modules have distinct value in and of themselves, and when you put them together, usually there's a benefit to having all of our solution together. That happens in the way that we build, for example, different algorithms that get shaped and ensembled together to produce an overall model to different components, like our catalog. You know, if you think of our CPQ solution, there's a catalog component, a configurator component, a quoting component, and being able to unbundle that catalog, I mean, the quote, the configurator, and have that a key piece of the Adobe partnership that Martin just mentioned, that's really helpful as well. You know, the other thing is that, as we see these customers want to embrace AI a lot more, one of the big things that we're focused on is ease of use. As we think about the platform and sort of a design philosophy right there, we want to make sure that the solutions are very approachable. They can get deployed and implemented very fast, so you can realize value very quickly. You can understand the results and build confidence in the recommendations. Then that gives you a lot more value capture so that you can expand with this. Perfect, Sunil. Thanks for that overview. Maybe now drilling into in terms of the, the adoption and what's happening with the products. Maybe just from a high level, is there a common product that, that you land with? Does it vary between Martin's B2B segment and the travel segment? Then, are you able to offer product bundles at this time? Yeah, absolutely. You know, the... We, we, we try to land according to the customer's pain. Sometimes that's a quoting pain, sometimes that's a pricing pain, sometimes that's a, a forecasting and revenue management pain. I mean, the, depending on what that is, we have a, a variety of lands in our solution bundles, and once you land with one, you can bundle and move up a couple, along a couple different degrees. On the B2B side, you might start off with a certain BU and expand into other BUs. You might start off in a certain geography, expand into other geographies. You might expand on sophistication. We've got a, an Essentials, an Advantage, and an Ultimate bundle that give you increasing capabilities, and you might expand that way. We wanna make sure that that stays modular so that customers can take these bite-sized chunks as they are ready. Yeah. I would just add that I think the-- when we launched the platform in 2021, that allowed us to do exactly what Sunil is describing, is connect the immediate burning pain point or opportunity for a customer with a solution. That's really what allowed us to drive our go-to-market motion to this land, realize, and expand, which has, we've seen has, has driven the velocity in the business. I think it's a key part of the strategy for us. Sounds really good. In terms of just, what's happening with the adoption in terms of the, the product, I had a couple questions. One, I wanted to ask if there's any interplay between the different modules, where they tend to go together. I'm thinking about CPQ, price optimization. Do they tend to always land together? Does... Have you seen where when customer has success in a certain module, does that tend to pull in other modules a little bit later on? I don't know who wants to take that one, either Sunil or Martin or both. Yeah, I'll, I'll, I'll start. Martin, you can, you can add on. The, we do see, again, you know, depending on the pain, like I'll give you a couple of different, typical paths. You might start with price management. Then you realize that as you get that handle on just increasing the speed at which you could change prices, you want to make those prices better. You upgraded to a price optimization. That's a, that's a very typical path. You might start off with a quoting capability. Now that you've got quotes going out the door at a good clip, and they're, they're accurate, their speed of, of response and time to quote is very fast. All of a sudden you want to make those quotes a lot more effective. You might get a price optimization. You might go that path. Those are two common paths that we see on the B2B side. Yeah, I think I would agree with everything you said, Sunil. I think the, I think the beauty of the motion is that we don't have- necessarily have to a prescribed way for a customer to go from step one to three. We have a platform. All of the modules and all the capabilities play really well together. You can start on the quoting side, and many, and the pain may be the faster time to quote. We solve that, but then it's how do we get, drive the more value out of it? Then we make the smaller P really big and really introduce the price optimization, grow into self-service through the motion. What have we seen with our expansion motions? It's really going in many directions, both starting price management, moving to optimization. Many customers starting optimization to get a big bang from the AI, get a value, and then move into price management to solidify and automate more of the processes. We just had many different paths for our customers, and we can really align with the needs of the customers, which, which is quite powerful. Thank you. I got a financial question that came in, you know, from the audience, from the buy side. I think it's that, that's probably for Belinda then. I'll just read the question. "Your company initiated medium-term guidance for Rule of 40 business profile in three years this year. In terms of the revenue growth trajectory, is that an organic target, or does it assume inorganic, contributions? Then, where do you see the best opportunities for leverage over the next two years to achieve that goal? Sure, yeah. I'll, I'll, I'll kick it off. From a rule... from the 2026 targets perspective, all of that is inorganic. There's no M&A or inorganic growth contemplated in achieving Rule of 40 by 2026. We did lay out a top-line revenue target of 16%-21% total revenue growth by 2026, and then 19%-24% free cash flow margin. The other question I get often, so I'll just say it while I'm here, is that it's going to be a pretty even walk as we go from here to 2026. There's not a magic happens here moment. There's no significant inflection in one year. We're just going to steadily climb. This is something that we've put together as a business. The whole leadership team participated in this, and everybody's bought into this model. We feel very confident in our plan and our ability to execute. Now, on to comment on the operating leverage, I'll start off with just some of the mechanics of the financials, and then I'll ask Martin and Sunil to comment for their areas. Overall, what we're going to, what we're going to drive to is, it's going to start with gross margin. If you think about what, what makes up our overall gross margins on a non-GAAP basis, it's going to be services margin and subscription margin. Obviously, subscription is the predominant component of our revenue. We're at about 78% on a run rate today. We expect that to climb over the next couple of years in the 80%-82% range to achieve that free cash flow margin target. On the services side, we expect that to be in the 10%-12% range pretty consistently. You may have noticed that in Q2, we actually had 11% services margin in the quarter, which we're super pleased about, and Martin can comment more on. You know, there is some seasonality in services, but overall, that's how the kind of the gross margin model works, is being in 10%-12% on services and then 80%-82% on subscription. From an OpEx perspective, the majority of the leverage is going to come from R&D. We've historically been, you know, previous, you know, 2022 and before, spending at about 30% of revenue on R&D, 29%-30%. You've already seen that come down in Q1 and Q2 of this year to about 25%, and this does not mean that we're reducing innovation. Innovation is very core, and again, Sunil can comment more on that, but it's really comes largely from being complete, this re-platforming effort. That's one of the biggest things. I think there's a little bit of leverage we'll get out of sales and marketing as a result of our new strategy and our land and expand motion, kind of generating more efficiency, and then a little bit out of G&A. How about Martin, I pass it to you first. Sure. Do you want to just comment a little bit on what's driving the efficiency and the improvement in services, and then, Sunil, maybe you can go next and talk about R&D? Yeah. maybe if I can, I'll start on the sales and marketing side as well. Oh, yeah. That's great. Because that's part of our model, and if you look at what we have done, over the last two years since we launched the platform, it's allowed us to change our go-to-market motion, and our CAC ratios have steadily been coming down ever since then. We are really pleased with our progress there, and we still have an opportunity to further increase our efficiency. You know, the way we are doing that, A, we are seeing a lot higher sales productivity from our team. We are seeing reps getting productive, more productivity and getting to productivity sooner. If I look at even in the last two quarters, I mean, we have reps that we've hired in December, closing deals in Q1. We have reps, you know, that we that we are getting productive a lot sooner than before because we have a more repeatable process. We are aligning these more standardized solutions that's allowing to drive the velocity. We expect the CAC ratios to continue to come down over the next couple of years as we are leaning to the model. On the services side, it's a similar story. It really comes down from this land, realize, and expand strategy, where we are delivering, selling solutions and landing in a way that we can drive value in three-six months. When we do that, we are able to use more our standardized assets and processes that we build, so we have a lot more repeatable business. When you think about our service system delivering projects, there's a lot more repeatability, which introduces more scale. You can see the impact of that on our margins already. As Belinda mentioned, it's 11% for the quarter, and while look at second half, you're gonna be in the mid to upper single digits. There is some seasonality and timing to this, you know, as you have holidays in EMEA, et cetera. We expect to be in the, you know, mid, mid to upper single digits. Then our guide is, you know, 10%-12% over the next three years. I'm very, very comfortable we are going to be able to achieve that on the services side. Yeah, and on the R&D side, you know, I think one of the things that when we went through our cloud transition in 2015, there was some infrastructure and, and, and really intense engineering we wanted to get done to transition over to our SaaS platform. We've transitioned past that. You know, we're in data centers all over the world, and there's not new data centers that we have to deploy because we've already got a footprint where we need it. There's some leverage that we'll gain from there as we get more scale in the business on the front end, more customers on our platform, more usage of our platform. We have an ability to scale over there. We'll be constantly driving innovation, and that's been at the core of what we do. It's the core of what our customers expect from us, and drives a lot of cultural intensity of R&D. What we wanna do is maintain that, but be very focused and targeted on where we're going to innovate along these three vectors, so that we can get a lot more compounding interest along the things that we do. Sorry about that. Sunil, can I ask you about how AI applies internally for your engineering department? Are, are, are you using AI within your internal development, and are you seeing cost savings from it with code development and, and such? Yeah, you know, the... We're, we're still in early days in terms of, like, cost savings from that. I do expect that we are gonna see some productivity gains, certainly from that. You know, we recently had a, had a, had an internal hackathon, where we had all of our teams just really put together a lot of creative ideas on how we can improve internal efficiency. You know, the, the creativity that comes from teams when they have that kind of license to explore and innovate has been amazing. You know, there's a lot of ideas that came from there. We're gonna take some of those and move forward. We are exploring things like, using Copilot, on, on GitHub. We are exploring the other uses of internal technology that we can do to drive efficiency as well. We are using it. I would say it's early days on quantifiable cost savings. Very good. Okay, well, let's talk about AI in terms of how it's offensive for PROS. I think many of our listeners may not realize how long the company has been developing AI algorithms and, and the extent of the patent portfolio. Maybe just from a high level, I don't know if it's, again, Martin or Sunil, or if you both would like to share examples. Just from a level setting, can, can you talk a little bit about some of the customer use cases for your AI-embedded sales optimization solutions? You know, help, help us understand the real-life value creation of AI in, in, in your end markets. Yeah. Martin, you wanna take that or you? So from a variety. So let me talk about just the class of algorithms that we start off with first, right. A lot of our algorithms are real-time in nature. They're very predictive, and they're predictive towards a certain business outcome. From revenue and margin, we have a class of algorithms that really help on the revenue margin side. Typically, those are recommendations on price, whether that's in, you're in a negotiated environment or a non-negotiated environment. On the cost side of things, we do, we have a class of algorithms that look at where should you plan production. We've got, for example, we've got a dairy cooperative as a customer. A lot of farmers bring in milk. You gotta figure out what you need to make out of that milk, all the derivative products in the plant, and we have some optimization algorithms that are very suited for that by looking at the forward price curves. We look at where do you move fleet? For example, we have a rental car customer that if you look at where are you gonna put fleet so that you can target that fleet against where demand is going to show up, we have a forecasting and optimization capability right there. We also have some things on the sales side of things. Think about complementary products, substitutable products. How do I find opportunities among my, If you think about the opportunities in my CRM, where do I have opportunities to upsell or cross-sell? The white space analysis, if you will. Where do I have churn risk? There's a whole class of algorithms and models that we've delivered, across our products to satisfy that need. Martin, maybe I'll ask you this question. We get a lot from investors. Just, is there a gap here in terms of investors' focus on AI and versus what the market and customers are asking for in terms of AI capabilities? Maybe I'd ask this question to you this way: is AI, is it increasing the modernization discussion, or is it accelerating digital transformation plans or, or sales optimization engagements in the market? Yeah, absolutely. I think it's, like, the common thread amongst many conversations, if you had an opportunity to go to our Outperform conference in May. I would say 90% of the attendees walked away with one thing, and we're very excited about the AI innovation that we have been driving in the market and the opportunity that's ahead. I think it's part of the conversation. If I look at opportunities, it's, it's always part of it, and there is certainly a demand from customers to do that. One is, the biggest reason is they really, truly need AI in order to accomplish their objectives. When, you know, Sunil will give you the examples about, you know, optimizing the price. When you want to negotiating deals, you truly need the real-time AI, and that's really critical. This is not a modeling learning approach. It's a real-time delivery of results. Every time you negotiate, every time customer goes to your website and tries to get a quote for a product, you have to deliver the right price for them. And I think that's a real connecting piece of the conversations we are having our prospects on that side. Same goes when we're talking about quoting solutions or some of the other examples that Sunil has mentioned. I think there is definitely a pull from the business users and our customers There's also some push view from the executive levels of our customers, you know, asking questions, "Well, how are you leveraging AI in your business? Or how are you getting more efficient and smarter?" We are a natural answer to those questions because it's a proven technology that we've delivered clear value over decades. You can look at our, you know, case studies, internally over, you know, 141 customers have self-reporting their results, where they're reporting 8% increase in revenue and 200 basis points improvement in margin. The products are there, the value is proven, that's really the driver there. Yeah, I think, you know, like if you think back to last December, there was sort of a watershed moment where ChatGPT really captured the imagination of the business world. And, you know, if I think about some of the big trends over time, you know, it's, it's hard to imagine, you know, if you went back to sort of the, the, the '80s and '90s, that you'd start a business without having some PCs. You know, the paper-based business went away because that was a big moment of forward progress. And then same thing in the mid-'90s to 2000s, you know, like having a lot more internet-enabled capabilities across your business, and that was just the way people thought of things then. And AI is another one of those. Now, if you imagine some of the capabilities that I was talking about before, if you're in competition with a company that's deployed a lot of those, it's really hard to keep up if you haven't deployed those as well. I think there's a lot of recognition and awareness of the power of AI, and that bodes well for the kind of solutions that we offer. For our last topic of discussion, just wanted to touch upon the moat for the business and, and why, why you're winning in the market. Maybe, Martin, you can start on, on the B2B side. You know, share with us the moat, the differentiation. You mentioned Excel, Microsoft, you know. Right ... the biggest competitor out there, but there are also some large, you know, CRM competitors in the market too. Share with us why you win and how you differentiate in the market. Yeah, of course. Makes sense. I mean, I would say that our competitive landscape hasn't changed. We don't see much changes. We kind of see the same, same players in this space. I think if you look at our track record, it kind of starts with, you know, we are winning because we have a large market opportunity. We have the best product. I mentioned, you know, when you look at the analysts, Forrester, Gartner, we have the market-leading products, and when you combine that with our go-to-market motion, land, realize, expand, where our customers can really consume the capabilities of the platform and the bite-sized pieces or at the pace that they are ready, that makes that accelerates the entire motion. When you think about what we've done with deal velocity over the last year and this year, it's, it's really that. That's, that's what's driving the growth. It's our ability to, to match or meet the customers where they are and clearly demonstrate the value that we will provide to drive their solutions forward. On the innovation side, I would probably say that it's not only just our- I mean, there's differentiation in the way we've constructed our AI in and of itself, but marrying that with really high-performance technology that can scale and satisfy results in real time, and even the way that we approach design, like bringing that together. For example, we've got a lot of explainability AI algorithms that are built into our models to help explain the results of the model. This ensembling approach, it's gives us an advantage in terms of avoiding the black box label, in terms of making sure that there's not a performance or a user experience deficiency because everything's in real time and very responsive. All these things, I think, contribute to why customers choose us. Perfect. Well, it looks like we're out of time. I want to thank the PROS team here, Sunil, Belinda, Martin. They've got a lot of meetings today, so I'm gonna let, let them go on the meeting. Thank you very much. Thank you so much. Thank you, Brian. Really appreciate it. Yeah.