Thanks everyone for joining for Wells Fargo TMT Summit here in sunny SoCal. Pleased to have Tyler Technologies with us for the next session. Brian Miller, been with the company as CFO since 1997. Does that sound right? With the company since 1997. 90 CFO the whole time, but yeah. Gotcha. So clearly know the business well. I think maybe we'll just start with the high-level introduction. If there are any here who don't know the company, just the profile of customers you serve, the evolution of Tyler, and then we'll get into the, the cloud transformati- Sure Transformation and some of the other pieces. Sure, yeah. We're a vertical software company focused on the public sector vertical. Pretty much exclusively serve the public sector. Within the public sector, we're very broad in terms of both the levels of government we serve. Historically, we were primarily focused on local governments, cities, county, school districts. But in recent years, we've expanded more into state and a little bit into federal. So today, we're probably 75% state and local, or local, 20% state, and roughly 5% federal. We have... We're also very broad in terms of the breadth of products we have. We have, by far, the broadest portfolio of solutions for public sector. It's still a very, very fragmented market, and- Yeah ... you know, our model, starting back 25 years ago, when we entered this market, was sort of to bring together leading niche providers that focused on different parts of public sector software and create a national brand and a company that had this broad product portfolio. And over time, integrate those products, make them work more effectively together, and create a more compelling offering by having this breadth of products. So we have, by far, the largest customer base of anyone serving the public sector on the software side, and by far, the largest product portfolio. And then more recently, in the last three years, we've gotten much more into this payments and transaction side. Yeah. Some of that through a big acquisition. So, that's kind of at the high level. We're approaching $2 billion in revenues- Yeah ... and growing. We'll get into the targets in a minute, Brian, don't worry. Okay. Just in terms of the market opportunity and what's brought the company into state and into federal as well, how much of that is push/pull? And if you could just talk through the size of the market opportunity for Tyler. Are you- Yeah ... expecting a mix between local, state, federal- Yeah to evolve over time? Yeah, we expect that to evolve just like we grew within the local government market to continue to expand in the state and probably less rapidly in the federal market, but also expect to see nice growth there. So we expect to grow all the segments of the business. We've always been a company that was just focused on public sector, and that's not gonna change. Mm-hmm. But, through the acquisitions we've done, we've created a lot of cross-sell opportunities. And so, one of the key opportunities around the NIC acquisition was to take their state relationships and, on the transaction side, and sell more Tyler software into those relationships. Okay. So, we're having early success with that, but that's a big long-term opportunity. So, we do expect to leverage this cross-sell opportunities and to continue to grow all the segments of the business. But still, the public, the local level is probably where the majority of our business will be for a long time. Gotcha. And, maybe just in terms of what you're replacing and if the competitive landscape is different across those various subsegments. I mean- Yeah ... you're by far the game in town in, in- Yeah local, but how does that change as you move into some of the other- Yeah. You asked about market size too. Yep. On the software side, the state and local and education market is roughly $35 billion for software. Federal is a little north of $40 billion, so $75-ish billion of total software market. We think the part that we address today is roughly $15 billion of that market. Mm-hmm. So we don't have everything. Even though we have more than anyone else, we don't have everything that a government needs on the software side or... And so we address about 20% of that market, and so our share is less than 10%, which really kinda shows how fragmented it still is today. When we're looking at a new opportunity, generally, we're replacing an aging system, and by aging, I mean really aging. I mean, governments are not profit-motivated. They're not ROI-driven. They don't have competition effectively. Right. They also tend to be very risk-averse and move slowly, all the kinds of things that aren't probably surprising to anyone. So, they tend to use software as long as they possibly can- Yeah ... and put off replacing aging software as long as they can because, again, they're not- they don't have that ROI drive. Now, they would like to provide better service to citizens. They'd like to be more efficient. They do have a need, a constant need, to do more with less resources, and technology is usually how they do that. But they still are slow to replace aging systems. So probably the average system we replace today is 20 years old or more. Yeah. It's not unusual that we replace 40+ year-old mainframe systems, especially in really large jurisdictions. Yeah. So for example, we've replaced Cook County, Illinois court system, second-largest county in the country. It was a 43-year-old mainframe system written in COBOL in the 1970s. And they probably still would have replaced it- Geez! ... except there aren't COBOL programmers around anymore. So they really were afraid that it could die, and they couldn't fix it. Wow! These are all mission-critical applications, so the kinds of things we provide- Yeah ... are court systems, public safety, 911 systems, property tax systems- Yeah ... financial systems, licensing and permitting. So those kinds of things. So everything we do is really essential to government. So it's mostly a replacement, Yeah sort of a situation. But usually by the time they've decided they need to replace it, it's a fairly non-discretionary decision. So, we tend to be fairly recession resistant because those, when it's time to replace that system, it Yeah They might, they might be able to put it off for a little bit, but not, not just pass on it. Yeah, that's... I mean, I think investors appreciate the resilience of Tyler, particularly in times like this. And so the way that you're characterizing the market, maybe you can also characterize the past year for Tyler. Across a lot of software, we've heard many anecdotes of sales elongation or more cost-constrained decision-making, but given the way that you're characterizing your customers, it doesn't necessarily seem like there's nearly as much of a shift. Did you see any behavioral change from the way that customers were approaching? Only in a positive way. So we've had a pretty, pretty consistent commentary over these last three or four quarters about a very, very active market. Generally, government budgets are pretty strong right now. Mm. The economic backdrop is strong. For local governments, property taxes are often, you know, the biggest, if not a majority, but certainly the biggest single revenue source. There's not a lot of pressure on property taxes right now. Values tend to be kinda high and rates high. Yes. They move slowly on the downside. The sales taxes, to the extent those are a factor, are generally pretty strong right now. Sure. So generally, it's a strong backdrop. There's also federal stimulus out there, the ARPA Act, that provided, I think, $360 billion of direct aid to state and local governments. Another, I think, $160 billion to education. It's very broad, what they can spend it on, including almost anything from Tyler. They've got until the end of 2024 to commit those funds. Mm - and the end of 2026 to actually spend them. So that's a, I think, a factor in the active market, not the biggest factor, but it's certainly providing some- Is- comfort there. Is- We said that leading indicators, things like RFPs- Yes ... number of demos we're doing, how deals are moving through pipelines, are all at certainly back to pre-COVID levels, but in most cases, kind of an all-time high for us. Wow! Is that potential stimulus money that needs to be earmarked by 2024, something that you have telemetry into? Is that something that you have a sense customers are considering, or public sector clients might be thinking about or- Yeah - not? We have a sense. It's hard to quantify it. Yeah. It's really hard to identify it. I mean, we have deals, certainly every quarter, where they're actually identifying that they're using some ARPA funds to pay for it, but it doesn't necessarily mean that that deal wouldn't have happened otherwise. Right. We've got other deals that maybe the ARPA funds were used for something else, and that freed up for an incremental purchase from Tyler. So it's hard to quantify the impact- Yeah but we think it's part of it, but certainly not the biggest reason. And we think it'll continue to be, you know, a factor for the next couple of years. We've seen strong inside sales, where we're selling additional things back into our customer base. And we've certainly, where customers have had an interest in something but maybe had trouble budgeting it, we've gone back to them and talked to them about using ARPA funds for that. So, it's hard to say how much it is, but it's definitely a factor. Understanding the profile of talent you're looking for might be somewhat different than broader software. The labor market has softened. The characteristics you're describing sound quite strong. So is that at all changing or influencing your decision around bringing on talent, if you have this potential sort of upswing and business activity is more than healthy? Yeah. Is that- Yeah, we've continued to add headcount ever since COVID. We, like everyone else, had higher turnover during COVID. And interestingly, we had a forecast call this morning, and our Chief HR Officer was talking about that our current turnover is almost at an all-time low, which is- Okay ... you know, two years ago, it was an all-time high. So, with changes in the market and other parts of the- Sure ... the tech market, we're not quite facing the same kind of competition or drawing people away from us. Our turnover is lower. We've continued to add heads, and I think we're being very very thoughtful about where we add heads and, and not just automatically replacing turnover with the same role, but looking at how our business is evolving and, and particularly around our cloud transition and where we're creating opportunities to to lower headcounts in certain areas. We've talked about version consolidation, which is- Okay ... a margin headwind for us right now. Right. But as we work through that, that should free up some, some roles. So yeah, but the market's been good for us. On the other side, with our clients in the public sector, public sector was really hit hard by people leaving, for- Mm ... private sector during COVID, and they have not recovered their workforce level. So it's helpful to us also to the extent that we help governments automate and, and- Right ... do things that they might have done with manual processes or with antiquated automated processes, that helps them solve issues they have around staffing. And that's also driving more interest in our on-premise customers moving to the cloud- Yep ... to help them with issues they have around managing their infrastructure. That, I mean, that's a great segment. That's where I was gonna go next- Okay ... is just on the cloud transition. So maybe you can level set where you are on that journey today and what brought Tyler there in the first place, and just the resistance you're fighting, just from public sector customers being slower to move in general. Yeah. So there's kind of two pieces of the puzzle, the existing customers that are currently on-prem and the new business side. So historically, Tyler, for a long time, was a traditional on-premise model, license, maintenance. Sure. Most of our customers were deployed on-prem, and then we had a very long sort of transition to sort of a hybrid model, where we offered most of our products either in a license and maintenance model or in a subscription or SaaS model, which was hosted at a Tyler data center. And it probably through, you know, early 2000s through 2019, a little bit more of our new business chose the cloud, but at a very slow pace. And so it was actually kind of a we got a good head start on the transition without it being disruptive. The governments, as I said, are very slow to change the way they do things, and so that adoption was slow. 2019 was the first year that more than half of our new business chose the cloud in this hybrid model. 2019 was also the year that we said we are all in on the cloud, that we're cloud first, we're not cloud neutral anymore. We entered into a partnership with AWS. We also said we want to get out of the data center business. We didn't want to keep trying to scale that. Yes. We started putting new clients in AWS and built a plan to transition our existing clients that were in our data centers out. We also launched a bunch of product optimization projects, because most of our products were built to be deployed on-prem, so they weren't really efficient in the cloud. And so those projects are very far along. Most of our products now we have cloud-optimized or cloud-efficient versions of them that we're deploying in AWS. So from 2019 to now, we've gone from about half of our new business to, you know, mid-80%, 85% or so percent of our new business choosing the cloud, and most of our products we no longer offer on-prem. There are a couple of exceptions. Public safety, 911 systems, police systems, they've been a little much more reluctant to move to the cloud, but they're coming around. We're seeing actually, this year, a pretty nice increase in that. And some of the federal business still has a preference for licenses. So that's kind of the new business. We're pretty much cloud now in the new business. And then with the existing customer base, we have this big customer base of roughly $470 million a year of maintenance from on-prem customers. So today, if you look at the total mix of our customers, sort of on a dollar-weighted basis, about 40% are in the cloud, and about 60% are still on-prem. The number is a little the clients a little bit different, but in the dollars. And we've said that we have a roadmap for migrating those on-prem customers to the cloud, and we've said that, by 2030, we expect 75%-80% of our on- 75%-85% of our on-prem customers to move to the cloud by then. And today, it's kind of between 15% and 20% have moved. Okay. That's a big revenue uplift opportunity, which we typically see for a new customer. The subscription is roughly 2x what the maintenance was. Okay. For our on-prem customers, depending on when they bought their license, they typically get an initial discount, so we're averaging about 1.7 x uplift as our on-prem customers move to the cloud. So you can see there's a big revenue uplift opportunity over the next several years as those customers move. We think we're still a year or so away from that pace really accelerating. As we get... We wanna move those customers to cloud-optimized version, so as we get those in place, we're able to start to move people more rapidly. And then, I mentioned version sprawl or version consolidation. Right. With a lot of our products, we currently support multiple versions of individual products, and that's really expensive from a development standpoint and from a support standpoint. So as we move customers into the cloud, we wanna have one version in the cloud, and everyone stays on the same version, move upgrades at the same time. But in order to get on-premise existing customers to that, if they're not on the current version, they need to upgrade either before or when they migrate. Yeah. And so we've got all these projects going on to start to eliminate and sunset older versions- Mm-hmm. and move clients to the current version, so they're in position to migrate to the cloud. So there's a lot of different work streams going on. Yeah ... all of which get us to the 75%-80% of our customers in the cloud by 2030. You know, that pace is different for each product. Sure. But we've got a plan in place that we're executing against. Are there incentives you have in place? What are the ways that you incentivize customers to make that move- Yeah ... particularly on the version side? Yeah. But in general, with existing customers, like, what are the sort of carrots and sticks that you have to influence that- Yeah trajectory to 2030? On the version side, it's more of a stick. We just say, you know, "The eight-year-old version- We're turning it off. is no longer supported." "You have to move this." But we have a plan. I mean, we don't- Yeah. We give them time. For example, this year, we in our court case management customers, which are some of our biggest customers, places like Chicago and L.A. and Dallas and Miami, 17 statewide court systems, we said we'll only support after this year, the two most recent versions. So we did a lot of heavy lifting this year to move some of those biggest customers to the current version. And you know, the bigger the customer, the harder, the more complicated the shift to the cloud is. But I think we're probably in the next couple of quarters, we'll probably have our first statewide courts customer that'll flip to the cloud. So- Okay. So we're doing some of that. But in terms of just, broadly incentivizing customers to move to the cloud, right now, there's a lot of demand for our customers that want to move to the cloud. Okay. As I mentioned, they've got infrastructure issues. They really struggle with hiring, retaining, paying market rates for IT skills, database administrators, application administrators, security people. So they may have budget and open jobs, but can't fill them, and they're having trouble managing their infrastructure. So to the extent they can move that to the cloud, that takes some of those pressures off. And then security, cybersecurity, ransomware. You read about, just like in the private sector, but maybe more so in the public sector, you read about ransomware attacks. There's a lot that happen that you don't read about, but their... I think their confidence around their cybersecurity abilities and the skills and that they have in place around their own networks are not high in a lot of governments. Yeah. So their desire to move to the cloud to at least alleviate some of that pressure is high. So right now, we have a lot of demand from customers that wanna move to the cloud, and we're helping them, you know, map that out. The carrot that we're using mostly now is that we're telling customers, for most products, that going forward, that new features, you know, we'll support their on-prem versions. Yeah. They'll still work, but new features and functionality will just be available on the cloud. Right. And then over time, you know, we have a couple of potential sticks, raising maintenance more aggressively- Yeah ... to create an economic incentive, and then ultimately just saying this product is no longer supported on-prem. Yeah. Again, I think those things are probably still a ways away. But right now, you know, the demand seems to be kind of in line with our plans to move customers. Okay, great. I wanna spend some time on the targets. You've given us a good line of sight into how you're thinking about 2025 and 2030 from the recent Investor Day. So maybe you can just, we can start by just what underpins the growth assumptions, and then I will dovetail into margin, and we can spend some time on a few of the moving pieces underneath those as well. Sure. Yeah, we talked about some sort of midterm, kinda through 2025, and then longer term through 2030 targets, for both revenue growth and margin. We've talked about revenue growth. In our recurring revenues, kind of 9%-12% over that time period- Mm-hmm ... which is, you know, a couple of points above where we've historically been. In our recurring revenues, there's kind of two categories. We have our SaaS revenues, or software, and then we have our transaction revenues, which are mostly payment processing, and state transaction portals that came through the NIC revenue. And those transaction revenues, we expect to grow kind of in the 10%-13% over- Yeah ... range over that time... through 2030. And the SaaS revenues growing in the high teens over that time period. And then, of course, maintenance will decline. So the decline in maintenance and the growth in SaaS give us that 9%-12% overall growth. Yep. We also expect that margin. We talked about targets. Right now, we're kind of in the high, you know, 23% operating margin range. We've talked about 30%+ operating margin target by 2030. That won't be totally linear. And you know, that will accelerate, probably after next year. But we have said that this year 2023, is the year that is the trough in our margins- Yeah ... where we really have that impact of where we kind of turn or get past that inflection point on the impact of losing licenses and building up the SaaS revenues. So, there's 400-500 points of that margin improvement comes from our cloud operations and from the SaaS transition, from the flips of on-prem customers to the cloud, from the version consolidation margin impact, and from exiting our data centers and moving into AWS. Yeah. Right now, as we're working through this transition from our data centers to AWS, we have a lot of, what we call bubble costs, a lot of fixed costs around operating our data centers. And as we move customers over to AWS, we start paying AWS, but we don't really eliminate our costs until we can completely close the data center. And we've said our timetable is, our first data center will close in mid-2024, and the second one at the end of 2025. So we'll get some relief next year, more relief in 2025 and 2026, and that's a pretty meaningful part of the- Sure ... We said the bubble costs around 130 basis points of operating margin this year on, on Tyler as a whole. Okay. You've been pretty consistent in characterizing the margin trough as this year. Mm-hmm. I think the trough that we've seen has been shallower than maybe we were- Yeah ...bracing for or expected. Was that at all surprising to you, or are there factors that you would point to that have led to kind of a, just a more gradual curve than maybe we've seen in other cloud transitions? Yeah, our margins this year, and like I said, our, you know, our cloud transition has been very long term- Right ... and there's a lot of moving parts around it. Our margins this year have been a little bit ahead of plan, though. Good. So, you know, we raised our guidance after, I think Q2 and Q3, for earnings, since most of that around, you know, better margins, and most of that around our cloud operations. On one hand, although we have added headcount, we're operating with fewer heads than we initially had in our plan. Some of that also dovetails with the impact of our cloud optimization and releasing cloud-efficient versions. So we're seeing those operate more efficiently than we had anticipated. And also, our AWS hosting costs have been lower. Yeah. So you know, it's all volume-driven. The more capacity you buy from them, the lower the unit cost. And you know, they've worked very closely with us to keep things as efficient as possible, and we're finding that the costs have been a little bit lower. So we're starting out a little bit ahead- Good ... of where we looked. So yeah, the trough is still this year, but it's a little bit shallower than we thought. Good. Good, good. We have around 10 minutes left. I have a plethora of questions, but I want to open it up to the audience as well, if anyone has a question that they'd like to ask Brian. You can raise your hand. I think we have mic runners. Mic two? Okay. What about sectors like, you know, Louisiana, folks to clients, say, folks, like, from the East Coast as far as politically, like, what's driving these people to want to serve our government, local and state? Yeah, sure, geographic sectors or different parts. Yeah, you know, we serve a lot of different kinds of clients, you know, serving nationwide. We're about 98% domestic in the U.S., only a couple percent international. But there's not really a lot of difference in demand. I mean, the biggest drivers still are those, you know, the aging systems. I think we think that if you looked at all the systems that all the governments across the country have, you'd find that only a third of them came from a vendor that's a competitive vendor in the market today, and two-thirds of them are either homegrown systems or legacy systems. I think one of the things we have seen, and different governments are different levels of how progressive they are in terms of looking to see new ways of doing things and. But generally, I think one of the things we've seen since COVID is that there's been some, and I think we're still in the early days of it, but some pull forward of replacements and a desire to replace some systems a little sooner than they might have otherwise thought, because a lot of the systems that they knew weren't state-of-the-art or have features they needed or wanted, but they thought they could get by with them for another decade, maybe, but they don't support remote work. Mm-hmm. You know, with a mainframe court system, you can't have a remote trial, you can't pick a jury remotely. Right. So, if the courthouse was closed or if people wanna work from home two, three days a week, it's not possible- Right ... with those systems. So that, and I think, an increasing desire for better data. The idea of sort of business intelligence or, or data platforms, and we provide a very robust data platform that sits on top of our software. And it has been sort of a newer concept for government. So government, even within a given city or a county, can be very siloed. They buy systems by department, they don't talk to each other very well, they have trouble extracting data from multiple systems to make decisions. Mm-hmm. And so we provide, both through the integration of our different suites of products and then with a data layer on top of them, we provide them with the ability to have better usable data, and that, I think, has become much more important over the last few years. I'd say those are the things on top of just the normal systems dying, we've got to replace it, that are driving an active market. Great. There's one in the back, too. Hey, Brian, I wanted to ask about the more horizontal ERP vendors. Mm-hmm. First, just in general, how you view them as competitors and where they may or may not actually overlap with you? And then secondarily, I think in the ecosystems, the Oracle's and the Workday's of the world, some of the partners that are really focused on the SLED industries have highlighted, I guess, historically good pipelines- Mm-hmm ... especially in state and local government. So when they talk about that, I guess, how does that actually manifest for Tyler? Is that just a junk ball, like RFPs, where you're both in the room for new customers, or are they actually also trying to go in and rip out Tyler to put their platforms in? Yeah. Thanks. I'll start at the end. Less of that, someone replacing us. Our attrition is very low historically, and it's kind of across all of our products and all of our markets, but we typically have between 1%-2% annual attrition, and it's more like 1% of the dollars. ERP is our biggest single product area. It's probably a third of our business. And that is the one area where we really see a lot of horizontal competition. We do compete with niche companies that just do public sector ERP, but we compete with some of the names you mentioned, SAP, Oracle, Workday, Infor. Our approach is a little bit different. So accounting, human resources, payroll are kind of very similar. We have... Really, our strong selling point is that we have this—it's a vertical software company, so we have a lot more depth in terms of functionality that governments need, as opposed to, you know, they have a lot of stuff that a retail company or manufacturing company or a healthcare company needs that a government doesn't need. We go a lot deeper in government. So in our, sort of our public admin suite of products, we have the traditional ERP products, but we have licensing and permitting, we have utility billing, we have parks and recreation, cemetery management. So all these applications that a government needs that Oracle and SAP and Workday don't have. So they would sell more from a point solution standpoint that you want the best HR system out there, you know, maybe they convince you that that's Workday. But you still have to buy a utility billing system and a licensing and permitting system and all those other applications, and they could be from Tyler. You've got to integrate them, you've got to kind of keep them working together. And ours are all, you know, integrated out of the box. So someone might not buy those all at once, but they do all work together. And so especially when you get down below the top tier, there's much more of a, I'd say, a desire to have these things integrated, and they have one throat to choke and have them work together out of the box. At the top tier, you know, the New Yorks and Chicagos and L.A.s, although we have a lot of products we sell into those markets, ERP, we don't really compete there. They, they want multi-year, highly customized-... Sort of endless integration projects, and that's not really our model. But we do see those companies from time to time, you know, dip down a bit. Workday is a really strong competitor. We see the others from time to time. Rarely are they replacing us, but in new business we see them. But again, it's a sort of a different approach. If a customer is really looking for a point solution approach, then they'll be stronger competitors, not as much if they're looking for the whole suite. We in ERP in general, our win rates are kind of mid-50s to 60%, so we win more business than everybody else put together in those parts of the market that we compete in. We're really, really strong in the mid-market. But yeah, we do see them. It also seems like their commitment to public sector isn't necessarily there, whether it's. Certainly, they have some partners and, and again, we do the integration services ourselves. We kinda provide the whole, the whole, project with services and, and software. But it seems like over the years that their interest in public sector sorta ebbs and flows a bit. If other markets are strong, they're more active there. If other markets are slower, they kinda turn to public sector as a nice, steady market. But we have long sales cycles, you know, for a mid-sized ERP project, a year, 18 months, two years could be a normal sales cycle, and, and they tend not to have as much patience for that kind of a sales cycle, if they have other opportunities elsewhere. Okay. Yes, one more. Talk about how your sales coverage and go-to-market approach is? Ah, sales coverage and go-to-market approach. Yeah, one of the nice things about public sector is that our sales process is pretty efficient, because, one, we know where all the governments are, so you know where all the prospects are. You know what they currently use, you know, when they bought it, you know how much they pay for maintenance because it's all public. So you can really kind of narrow down the market to those areas that are probably actionable. So you know who has a system from CentralSquare, an ERP system that they bought in 1999 because of Y2K, and that that likely will be replaced, you know, maybe this year, maybe three years from now, but, you know, it's a reasonably actionable opportunity. So those will be people you'd be focused on. You'll be building relationships. Ideally, you'll shape an RFP or bypass an RFP, but you won't be chasing after someone that bought Workday last year. But you know who all those are, and so it's a pretty efficient sales process. We talked at Investor Day quite a bit about cross-selling, too. So we have this big customer base, you know, but our average customer has two to three products from Tyler and could have eight to 10 products. So sort of getting ahead of that and being ready when they, or when or before they decide they need that next suite of products, and then selling additional products within an existing suite of products and to existing customers. So we've talked about cross-selling being a much more important part of our growth vectors going forward. We've got this huge opportunity, this customer base that's taken decades to acquire. Yeah. In a market that moves slowly, it really does take decades to acquire a customer base like we have. Yeah. We're running up on time. It's counting down, so I'll leave it to you to close us out. I think just higher level takeaways, thoughts that... Swing factors that keep you steady on the course for 2025 and 2030 targets. Yeah. They're pretty fresh. The Investor Day was mid-year. Yeah. We hadn't done a full-blown Investor Day since 2019, and a lot has changed. Yeah - in the company with the acquisition, with the payments growth. So, you know, setting those kinda longer term targets was important to us, to make sure, you know, people really understood where we thought we were going and how we- Yeah Planned to get there. We feel good about those. That, you know, they won't... Like I said, everything is not linear to get there, and as we move forward, we'll clarify around how that all plays out. But, yeah, as I mentioned, you know, we're in a strong market. We, you know, a lot of the things that affect a lot of other companies don't affect us as much. Yeah. Mostly domestic, we're, it's not recession-proof, pretty recession-resistant, especially we're 85% recurring revenues now. So, you know, this has really been a sort of an inflection year, a transition year- Yeah - for us, and we're really excited about what the next few years hold for us. That's great. It's been a breath of fresh air for Tyler this year. Great. Appreciate the time, Brian. Yeah, you bet. Thank you. Thanks.