 Thank you everyone for joining us this afternoon, this morning, this evening, wherever you are in the world. We're excited to and definitely love the opportunity to share with you our thinking around how we're rebuilding supply chains and becoming more responsible, more transparent, and more visible across the network. So hopefully you can hear me. If you see my mouth moving and you can read my lips, but you don't hear me, please drop something in the Q&A and let us know. But my name is Tom Fahey. I work in our supply chain offering within our blockchain and multi-party systems group at Accenture. I've been working in the supply chain space. I'm a supply chain guy predominantly, who has recently been introduced to the wonders of multi-party systems and blockchain. But over that 15-year career have worked in warehouse and transportation planning, fulfillment, and especially procurement has spent a lot of time thinking about our platforms, automation, applied intelligence tools that we bring to our clients. But recently I've been thinking about and working with people like Tal and the rest of our group and our clients and ecosystem partners, thinking about how we can use multi-party systems and multi-party organizations to truly change the way we organize our supply chains. And I think what we have to share here today is an exciting introduction to that. So Tal, I'll hand it over to you for a quick introduction. Thanks, Tom, and it's great to be with everyone today. My name is Tal Visk and I lead our sustainable supply chain work in Accenture's multi-party systems team. And prior to this role, I spent eight years with our social impact arm called Accenture Development Partnerships, focusing on some of our development sector clients in the conservation space like World Wildlife Fund and Rainforest Alliance and others. All this to say I've had one foot solidly in the private sector and then the other in the public and civil society sector. So I'll try to bring both perspectives today. And practically what this means in my day-to-day job is looking after our portfolio of work in the space where supply chain and sustainability converge, whether that's making our global supply chains greener, thinking about the people and how we create more inclusive, equitable supply chains and at the same time also setting them up to be resilient, competitive and primetime ready for the next disruption. So I think this session will try to cover many of these topics. We'll try to do as much justice as we can in the 30 minutes we have together. So with those intros back to you, Tom. Very good. So I'm actually going to start us far away from the supply chain, far away from the chaos of the last year, both temporarily, physically and mentally, hopefully. So I'm going to rewind this back to late spring 1988, right around this time of year, and squarely in Yellowstone National Park. Now, for those of you that know your history of the area, know that in just a couple weeks from now, the largest fire in recorded history and in recent and any kind of modern history raged through Yellowstone National Park in the late spring and summer of 1988. The fire was unique in the intensity of which it burned. It destroyed much of the tree life, it destroyed and much of the underlying kind of flora and fauna of the area. And this was a, I think we've learned quite a bit, these fires happen every 100 to 200 years. And the story I'm going to tell is not just simply one of kind of regeneration, and I think that some of those processes are well understood. I'm going to drill into, if you go to Yellowstone today, you'll see an absolute preponderance of a specific species called the logical pine. And what the logical pine does is it creates two different kinds of cones, one of which is used 99 out of 100 to 199 out of 200 years to reproduce. And one specialized cone that actually only becomes activated and only releases seeds once when it is activated by the extreme heat and temperatures of fires. And so what happened that spring and summer was that the logical pine forest was destroyed, but the cones that are left behind for this truly black swan event were left behind. And now it is one of the dominant flora in the forest that were impacted by the fire in Yellowstone. And so I love that story because it makes me think about kind of what we've just been through in the last year. I have a sneaky suspicion that if our supply chains had planned for the 100 to 100 to 200 kind of black swan event of the last two years, I may have had a very different toilet paper situation back last April, May, June. I think that our auto manufacturers may not be looking at shutdowns because of lack of supply and lack of parts. We won't be seeing the supply chain disruptions we're seeing all over the world. And I think that there is something really interesting to learn about the resiliency, the backup systems, the measures that nature takes to control for and plan, so to speak, to the extent I can anthropomorphize nature itself, plan for these black swan events. And if only we could start thinking about our supply chains and our supply networks in the same sort of resilient, redundant and cooperative ways that natural systems solve some of these problems. And so it all starts with transparency. And I think when we kind of pivot now to kind of tie my trees into supply chains, and to get transparency, you need this underlying trust and cooperation among the entities in the enterprise. And I think what's exciting about where we see supply chains today is that we're on the cusp of establishing the underlying technological changes that allow us to build trust, build cooperation, ultimately build transparency down throughout our value chains today. And what does that transparency give you? It may give you visibility to an order just a little earlier. It may give you visibility to all the suppliers and all the actors deep in your supply chain. And ultimately, we then build that into and build the cooperative networks on that transparency to get the resilience that we see in nature and in some of the most responsive supply chains that exist today. Ultimately, we want to be more resilient and able to weather those disruptions and provide that operational agility. Now, this is both good for companies in the bottom lines, good for us as consumers. And ultimately, we think that these come together very nicely. And Tal's going to share some examples in a few minutes around how transparency and resiliency come together. And they enable actors and supply chains to start making decisions that are truly more responsible. And so we're going to come at this from, nature doesn't respond quite as well to incentives as supply chains do. There is something truly human and truly real about how we respond to incentives. But so what we're going to talk about is how transparency allows supply chains to start building on the incentives and creating the networks that enable them to start making responsible and resilient decisions and ultimately change the way that we think about supply chains. And so it all starts with visibility. And visibility is hard, right? Visibility requires trust. Visibility requires cooperation. Visibility requires platforms that enable you to share data and trust what you're sharing to whom, when, how, etc. And visibility, some of the harder problems are visible. In a perfect world, we would be able to see my entire supply chains inventory position and production capacity for the next year all shared all in one place. Now, that's hard, right? That takes a ton of trust. And we are, I think, quite a bit away from that notion. But let's start with something more, more basic. Let's start with supplier data. Supplier data is maintained by every single corporate entity around the world for all their suppliers. And then a duplicate set of that same data is maintained as customer data in a whole nother set of supply in ERPs and supply chain systems. The preponderance of that data, so it's in thousands and thousands of different systems, it is being managed and reconciled by literally hundreds of thousands of people around the world are doing nothing but ensuring that these different copies of the same data, most of which is not terribly proprietary. Some is, but the vast majority of which is not sensitive or proprietary to traditional nature are duplicating this experience and duplicating this data around these platforms. And so I think I love starting visibility at some of these basic kind of blocking tackling steps of if we can only enable a supplier to share data once and build that visibility around a supply chain and create a trusted identity, using some of the technologies that we love and are seeing being fostered in the Hyperledger Foundation, we can use these technologies to build that base visibility. So as an Apex kind of CPG company or as a global kind of food cooperative or as a high-tech kind of supplier, I can now get visibility and understand exactly who is in my supply chain. And maybe not exactly who, maybe not that it is Bob's farm that is supplying milk to me, but I can get to the granularity that says all of my farms are compliant with this set of standards that I trust and I therefore can begin to, as I moved to number two, create the incentives and begin to buy sustainably and use the power of visibility to grow, engage, and improve my suppliers. And this number two is where I spend the most time with clients in talking about the incentives that exist in a supply chain, that if a coffee grower wants to enact sustainability practices, they need to be sure that they're going to get paid, but those are more expensive, they need to ensure that they're going to be paid for their sustainable farming practices. And therefore we need to ensure that we can track that that sustainable product is differentiated when all those beans are poured into a hopper, three steps to supply chain, they go through a consolidator, through local markets, through their port onto ships, they go to processors, and they land in your Starbucks. The building the systems that we need to prove that the coffee that I'm pouring, the coffee that I'm buying is actually sustainably sourced is an extremely complex problem that starts first with visibility. And so there is no company in the world that can actually drive their supply to behave in a more responsible manner without having visibility first to that supply. And this applies to the coffee grower, this applies to the farmer and thinking about how can we create a connection between the consumer and that farmer to incentivize and create a monetary transaction that enables a consumer of that cup of coffee to pay that specific farmer and show appreciation for the responsible decisions they're making. It applies to huge corporations and the ability to get financing. If I can't prove that my steel is more sustainably produced than the competitors and it's all entering a wholesale steel market, then I have no incentive to go invest the tens to hundreds of millions of dollars it takes to improve my fabrication processes and foundry processes and create the sustainable marks of the future. And so in order, our clients and the supply chains of consumers are now willing to pay for these improvements and these investments and driving sustainable outcomes, but we need the visibility first in order to do it and I think that visibility then takes these multi-party systems and ultimately the sorts of technology investments that we are seeing emerge to bring that story to life. And then ultimately we land on the operate and transform that once we have that visibility and we're driving improvements in our supply base, we can now get real-time visibility, traceability and responsible behaviors in our supply chain and we can see that in real-time. And so we think about these three steps. First of all, creating visibility. Second, creating the mechanisms in the markets that we can use to encourage growth and improvement in our supply chains and then ultimately tying those supplier behaviors to the actual piece of steel, the actual bar of steel, the actual truckload of coffee that I'm moving through our supply chain and that's how we ultimately drive to the outcomes that we talked about earlier about being responsible, being visible and being resilient. With that, I'm going to hand it over to Tal for a few minutes to talk a little bit about some of the specific work we're doing and how we're bringing this to life across a couple of our clients. Great. Thanks so much, Tom. And I loved your tree and nature analogy. I think that really brings it to life around the resiliency that we're talking about here for supply chains. I know there's a lot of words on this screen. I'll try not to be married to them in this next section. And we really want to bring it to life with two living examples. What does this look like in practice? How does it actually build resilience and drive value that my colleague, spoke about up front? The first, which you see here on the screen is a collaborative initiative and collaborative is kind of the imperative word here. One that we're doing with the World Economic Forum. And the second example you'll see in just a minute is a specific example focused around a tech component supply chain. So two very different examples here. One more in the humanitarian sector and the second much more in the kind of private sector high tech space. So let's jump in with this first example. I want to echo a few of the points that my colleague Tom mentioned. The first is that the challenge of poor global visibility on the movement of goods in the humanitarian sector and even in the private sector is not new. This challenge existed long before COVID-19 and I'm sure it will still be here even after COVID-19. I think what the COVID-19 pandemic has done, however, has highlighted that these pre-existing vulnerabilities and the fragility of global supply and logistics systems really do impact food, sanitary, healthcare products, and ultimately having it on humanitarian needs as well. And the root of all of these problems in my view is really that lack of visibility across the supply chain. And that lack of real-time end-to-end visibility across that global system, this macro global system, includes and touches on everything from port congestion to transit delays to natural disasters, even to the socioeconomic disruptions that we see around the world, whether that be strikes or civil unrest. And this makes it very challenging to plan and to anticipate risks and to optimize decisions and resources. And this is only worsened, of course, by the fact that this information is very fragmented and in many cases inadequate. These impacts on this first example, in particular, are particularly heartfelt in the humanitarian sector as the global community tries to respond to source and then deliver goods essential to addressing this response, whether that be on the health front, on the food front, on the security front. And there's a real human cost here. And you can see the quote here from an Oxfam study just this past year, the kind of sad fact that 12,000 people across the globe could die each day from hunger linked to the pandemic. And the truth here is that there's no single body entity, organization or company that can solve these challenges of supply system visibility by themselves. The challenges are far too complex and they're global in nature. And so meaningful change will come about back to the tree analogy and the nature analogy, back to collaborative action, back to working across diverse stakeholders towards that common goal. And so one of the supply chain resilience initiatives that we have been supporting to solve for this complex challenges is one that has been pioneered by the World Economic Forum. And I'll share a little bit more on this that the goal is ultimately to form a coalition, a coalition of diverse stakeholders that are willing to share anonymized public and private sector data and facilitate a truly open source pre competitive dashboard. And that dashboard seeks to do three things. One provide near real time visibility of supply system, system wide performance. The second is to highlight sourcing and distribution system. So knowing where those disruptions and bottlenecks are occurring. And then of course, to do something preemptive with this information informing choices and enabling, you know, agile action and really building that resiliency in the system for the next disruption. And we've learned, I think, you know, time and time again that the way to succeed is to bring these parties together in these kind of multi party systems environments. In this particular example, we're talking about humanitarian entities, public and regulatory bodies, producers and suppliers of these goods. And of course, the transportation and logistics and industry players that are, you know, dealing with this data and information every day. I'll maybe just say one more thing. And then I'll move to the second example. The other, I think, really important point on this example is we found that a lot of the work here is in building the right governance and data sharing model. And that again goes back to your point, Tom, and how do we create that transparency, that trust and create the right incentives as well for participation. And it's this enabling technology that we're speaking about today that can really help under pin such solutions. So I think in summary on this one, it's a great example of how through collective action and shared responsibility, we can create this more trusted environment for data sharing and ultimately have a, you know, an impact for good. If we can go to the next slide. And Tal, I will stop. There's a question around where the audience can get more information about the initiatives and what WEF is doing in the humanitarian sector. Yeah. And I think maybe we can follow up. I'll come back to that question at the end in terms of, you know, where we can share more. I'll just mention the second example, which is we're looking at here on this slide, essentially the procure, a procure to provision distribution process for technical components. So think about the process from manufacturing all the way to distribution. And again, I think you'll hear me sort of echo some of the same points here. You know, it's challenging enough to know what's going on in your own supplier, you know, environment and ecosystem when you're dealing with your own direct suppliers and much more challenging when it's outside your walls. So as we think about, you know, topics like managing end tier suppliers, those are suppliers that are a few tiers down where you may not exert direct influence. You know, that that really starts to become more challenging. And so these models, I think what's really important to keep in mind here, as long as these external data silos exist, it's going to be a very expensive pain in the neck process to measure things like emissions or waste, because that full footprint is not just that one single organization's but the collective footprint of all of those actors in the ecosystem at the end of the day. So having this data as we think kind of left to right here, having this data can really help to improve intelligent sourcing decisions, drive efficiency and back office, better assess risks like human rights and climate, hence the nod here at the bottom to scope three emissions, and finally optimize, you know, on hand inventory and that supply and demand matching to really reduce, reduce waste overall. The good news is, you know, that we have the tools now to come together around that single source of truth across the supply chain. And I think what this innovation and a shared ledger enables that other technologies don't is that collaboration across the ecosystem. So as we think about this example, you know, lots of moments here to take this collaboration further in the way that more granular data is shared across participants, whether that be across the purchase order, the shipment, the invoice, the data that's being exchanged all across this, and having that one single source of truth. So I think that's all I'll say, Tom, I'll come back to the question now around WEF. This is definitely a work in progress in terms of the collaborative initiative that we talked about. We are hoping to make some more public announcements later in this year, later in this year timed around some of the WEF initiatives. So we haven't actually broadcasted too widely yet. You're all getting a little bit of a sneak peek preview here. But in the coming months, we'll be making more of this more widely available. And of course, feel free to reach out to myself and Tom, if you'd like a little bit more detail, or have some further questions after the session. Tom, back over to you. Yeah. And when I throw out across both those examples, right in the WEF example, you know, WEF is a fantastic globally known organization that has the pull to kind of drive this sort of cooperative change. And in this high tech example, it's a similar kind of APEX, you know, household name brand who carries some sway, a significant sway with their supply markets. And so what we're seeing is number one, this instinct, especially on the commercial side for these kind of what I think of as kind of APEX, APEX buyers of these two, some of the APEX buyers to bring their suppliers along. But what we find is that when you have that APEX buyer motion, we have to fight every instinct that they have to make this a proprietary way to drive more, squeeze more out of their supply chains. Ultimately, that cooperative motion, that cooperative movement, that cooperative instinct is something that we were working with our buyers to develop. And to think about these is not how can I extract every penny and squeeze, squeeze, squeeze, but how do you make sure you remain cognizant of the value you're creating throughout the chain? How do you think about the suppliers and what they're getting in? And their ability to, you know, a key example, how can visibility to a supplier in their practices enable ways for them to more easily get financing, whether that's trade financing, whether that's for supply chain improvement? So thinking about creating value for all the players in the ecosystem is absolutely critical. AWEF kind of thinks about that naturally, but we're thinking of this more in a corporate standing. I think it's something to always keep in mind is, you know, what is the value of the tier one integrator who's combining parts? What is the value of the hub? How can they get better visibility into supply demand signals? And ultimately in the tier two manufacturer, how can they begin to prove some of those are ultimately really interesting problems? How do I prove that this is a, you know, to pull a household name and an AMD branded chip or Intel branded chip and Nvidia, right? How do I prove the provenance and downstream and, you know, eliminate risks around counterfeit? So thinking about the value pools across all those different players is absolutely critical. So ultimately, when we think about, you know, where we're landing, there's a complete reimagination of the supply chain. And that's from this disparate, uncoordinated, I'd say, you know, mess to this deeper kind of deeper understanding that what we think about is the multi-party system promise, right? And I it's down the fourth bullet, but I've been using the word frictionless so much more now. I think we stumbled upon that and in one of our brainstorming sessions a couple months ago, but this notion of frictionless business and whether that is eliminating the friction for me to prove where a part came from or eliminating the friction to reconcile an invoice with a with an order, you know, eliminating those frictions allow us or eliminating the friction of distrust, right? There are all sorts of different forms of friction that exists that ultimately will allow us to cooperate more effectively, create incentives and move the entire supply chain forward. And we we're talking about this as sort of this one connected supply chain vision. It's around how can I get visibility and, you know, and I'm sort of going to sideways hit, Tom, a bit of your question on open supply chain and how happy to hear you say more. I think that the way we see this evolving is at least near term, right, is not as a single wide open network, but how does each industry invest in the use cases that really matter to them? And I think what we're going to see emerge is a series of, you know, it's how I mentioned the food, maybe a weft or a or, you know, a distributor that's deep in the food, the food system provokes the creation of a food based a food based network. We're going to see the emergence of a high tech supply network, like we alluded to earlier, maybe there's one in oil and gas or maybe there's one in natural resources steel, some of these some of these key components are going to emerge in some of their own networks. And I think what's incumbent upon us as, you know, business quasi technologists quasi thought leaders is to think about carefully about the design of those networks so they can scale in and come together. Tom, not exactly addressing your question, but I think we can we can spend more time thinking about kind of a comparative contrast open supply chain offline if you're interested. But I think that notion of bringing together some of these networks in a way that can interoperate, right, that we love the work that hyper letters doing around interoperation because they're going to be different technology decisions and choices made across these networks. And I think that ultimately we're, you know, we're we're going to be thinking about how to make it as frictionless as possible for companies to join multiple networks, I think of an auto manufacturer may need to join the sustainability source rubber steel auto parts and they have high tech components, right? How do we how do we make that a scalable and an effective motion? But ultimately, it's going to be about how do we create these networks and and use use our partnerships and ecosystems from all the kind of household brand names across ERPs and business process software? How do we make that transition as seamless as possible to truly bring this to life in this in this one connected supply chain network? Tao, anything else you want to add? Yeah, that was very well said, Tom. I mean, I think for me it's, you know, without getting the specifics of different networks. I mean, I think we acknowledge there's different data sharing initiatives and sub parts of the supply system. But what's missing, I think in my view is those aggregated views that truly will transform industries or cross industries. And that's I think what what we're seeing and being required and where I think that the future will be. So going beyond those kind of really deep sub parts of the supply chain to the more aggregated views and figuring out what are those models that that honestly companies companies and also the public sector feel comfortable in that in that model, sharing data, not sharing necessarily competitive proprietary data, but sharing in a way that that promotes that trust and folks can get behind. Absolutely. With that, I open it for any other questions. Or we may actually be able to give you 90 seconds to run and do whatever you need to do before your next session. But happy to have you here for a few more minutes and see if there are any other questions from from the group. And thank you very much for your time. We appreciate the opportunity and love to love that you are we're willing to spend 30 minutes of your day here with us. Thank you very much. At going that thanks everyone. A question charity. The biggest there's a major challenge around kind of on chain off chain and I don't want to get technical. But I would I would get in trouble if I were becoming too technical. But I think that the major thing we have to make sure that participants understand is on chain off chain data sharing and security. Right. I think that there there's a very large explanation to the you know, we get the question all the time of you know, blockchain and their Bitcoin sound sounds scary. Right. And you know, this this is very much right there. Hyperledger is an expert at explaining and explaining why this is different than the permissionless networks that that pervades some of the crypto space and the energy requirements, etc. But I think the biggest challenge is still there's a very weird. We're having this discussion earlier actually with with a client who is trying to build a network and a lack of understanding of the corporate IT departments around if this is on the blockchain, who has a copy of my data, who doesn't and being very specific. And it's even it's even as deep as developing the vocabulary that we used to describe the on chain off chain doesn't really mean a lot. Right. Even among among people who know who know the technology, it doesn't mean a lot. But figuring out the vocabulary in the way that we talk about who has what copies of data in what context and how we make that security model, visible, auditable, inspectable, verifiable, etc. I think it is really key. So it's, I think, you know, right now every time you have one of these client discussions, it's a it's a bit of a from scratch. Okay, here's what data you have. Here's the data this partner has. And here's the points in the process at which at which it is shared. But I truly think a lot of it is going to come down to developing the shared vocabulary. We have a shared vocabulary on how we just and there and there are standards that establish like how we describe security in a data center, for instance, right? And when we were first talking data centers and clouds, you know, data centers 20, 30 years ago and cloud, you know, 10 years ago, you know, it was very soft and the cloud is even more recent, right? Cloud we went from, we have to have this conversation from scratch with every client to there's now a set of vocabulary around whether it's hybrid, virtual, etc. that describes, so describe some of these technology patterns. So I think it's really going to take some work for us as an entire industry to establish some of the stands around how we talk about how data shared and who can see what and when. And then ultimately, that will guide. So it's really in that info second data security standard, I think, charity from my point of view. I don't know how it would. Yeah, that's a good question. Thanks for that one. I just add one thing to Tom's answer there. And I would say that I think one of the challenges and one of the first answers before you get to the technology is actually what's the business model, the operating model that's going to support the whatever solution, whatever data sharing construct, it ends up being and focusing in on that first, you know, as an example, I mean, one of the fundamental questions when you're working in consortiums and ecosystem, and some of the call might might have experienced doing this themselves is thinking about what is the willingness and interest of those parties to share data or share certain certain parts of the data in the ecosystem. And are they comfortable sharing that in a distributed fashion and kind of getting to the heart of some of the core business model questions. I think if there's alignment out of the gate in that kind of initial ecosystem, you're going to get a lot further than if you only find out much later, you've sort of tried to solve the technology. And then you find out later, actually, there's not a lot of alignment on the business model and strategy and governance around how all of these operators, for lack of better word, will work together. So I think that's a big challenge. And I think that actually is where the real effort lies. The technology is proven. But the real work is that kind of transformation, governance, you know, model work that needs to happen pretty early on. Talk to the mic. Did you want to hit Nassio's question? I have some thoughts. I know you've spent quite a bit of time in food and he's looking especially at small farms, traders, distributors and specialty food. I assume that Nassio, a lot of that is around provenance, proof that you're getting this small batch, honey, and not the, I don't know, the honey supply chain, particularly well, but I assume there's quite a provenance challenge on Natal, if you wanted to. Yeah, I think it's a good one. I have spent some time in the agriculture and farming space, food industry. So I'll try to do this quickly because I know there might be a couple other questions here. But I think in addition to sort of thinking about the provenance and traceability of the product down to origin, whether that be around sustainable farming practices or wanting to prove that, you know, the coffee beans are of a certain quality, sourced in a certain way. I think the other big one that I've seen, the other big challenge or kind of insight is how to actually create solutions. I mean, the average, probably the average kind of farmer or user of the network is not even going to be aware that this is built on a distributed ledger. So how do we create low cost, intuitive solutions that actually work for people on the ground? I mean, you know, as particularly I've seen in sort of emerging markets, that farmer's time is very precious, as you may, as you probably know, Ignacio. So how do we create those kind of low cost, intuitive models that actually, and solutions that actually return something to the farmer, if you can do that. So I hope that helps. And Ignacio, I'll throw in that, you know, what we're seeing as well is, you know, food safety standards and regulation are beginning to really drive this space. And what we're talking about quite a bit is how to, you know, the regulations that are rolling out now are only going to become more severe as a bad word, but they're only going to become more rigorous in the future. And so how do you start to invest now to be a leader in that regulatory space? And therefore, how do you use, for example, there's a new FDA draft rule around traceability of material. How do you use compliance with that to actually catalyze a leap forward and getting greater visibility in the rule actually requires, right? And I think, you know, so it's a little more, that's a little more targeted at the big players, but I think the same effects are going to apply the smaller, within the smaller players as well, that they're going to be seeking some way to comply with rulings and, you know, the, I forget what the, there is some level which a small farm is exempt, but it's really, really, really small. It's not much big in the backyard garden I have here. So just about anyone who's commercially producing is going to be, is going to be required, but thinking about the regulatory shifts and how those are going to drive change and using that change to catalyze into, you know, don't just think about compliance with the rule, think about compliance with the rule and how you can change the way you're practicing and the way you're interacting with your broader value network as a result. Well, anything else? Any other questions? Well, I'll hover here for another couple of minutes, just in case anyone pops on, but how can you juggle or something to a? These are good questions and I'm glad folks stayed on for a few extra minutes. Happy to also linger if folks have any other questions. Retail. Tell you, you've done some retail work. I know I've, you want to take this one first on me to take? Yeah. Happy to take a first swing and then Tom build on this. Yeah, I do think there's probably some use cases in retail or responsible retail that surface to the top for me. I think sustainable sourcing as we've talked about today is a big, is a big topic. I also think the consumer engagement side in retail is really important. How are you interact interacting with the customer and how you're building that kind of enhanced, augmented product experience in ways that build that, that trust. And I think the other one that's interesting in retail as a use case is probably around fraud and thinking about authenticity in certain particularly luxury retail markets is a huge topic, huge, huge losses around fraud and counterfeit. And those are probably three use cases or spaces that I see getting a lot of play and interest. And where I think, you know, technologies like this can help solve. Well, one of the other ones we kicked around for a lot of you are involved in these discussions. This I'm pulling back from your two years ago is trade promotions and the complex relationships between your consumer goods manufacturers and your retailers and the reconciliation, the massive reconciliation process around trade promotions. I don't know if you've seen as much interest in that, but that was always an early use case that we thought about in the retail space that I think there's still an opportunity there around just the massive back office operations that takes to verify the trade promotion and whether the sale was sold with the promotion and the all the exchange of value between retailers and the consumer goods. And even as far as, you know, in caps and position on shelves, there's just a really complex pricing and exchange of value that's going on among among those parties that we've always viewed as an opportunity or we never I think really cracked it or but that's another one that pops up for me in the retail space. Absolutely. All right. I think we've done 10 minutes. I'll give it another 20 seconds, 30 seconds. Returns are huge. Yeah, return is absolutely huge. You're exactly right. And we see returns both in retail, but I mean the warranty processes, we were talking automotive and warranty processes and, you know, the problems of parts within warranty process and what's on your car, right? They're warranties and returns and getting that and then ultimately tying it back to the green theme, you know, circularity are really huge and, you know, all the way through disposal and or reuse recycle of goods, but absolutely have returns and yeah, they let the warranty and repairs and the fraud involved in some of those processes also huge. Yeah, I think it's a good nod, Tom, to the secondary markets too, that if you think about circular economies and kind of these closed loop systems, then it really starts to get interesting. You know, not just being able to prove you have the right to that product that or the warranty, what have you the claim, but what does that look like after the product is near retirement and is there a second life for it? And what does that cycle look like? So that I think that gets interesting pretty quickly. Yeah. And the provenance, I mean, if you think of a retail or how much is white label or if you're in a branded retail situation, right, the provenance of goods and counterfeits is, you know, you look a lot like a manufacturer of consumer goods company, depending on which phone reseller you're in. So, all right, would that tell you what the last word or is my riffing on where it is? Okay. Well, thank you very much for the 11 people who are actually here or who walked away and forgot to push the leave button. We appreciate it. Maybe Tal and Charity have been talking to a neuro-entry room for the last five minutes, but we appreciate it and this has been fun. Thank you everyone. Yeah, thanks everyone. Have a great rest of the day.