Alan Trefler

I don't think we, I think we just want to call it an intermediate step.

The market we're in has enormous potential.

And we think we have a view of it that's both unique and operates well.

Well, one thing that is an enormous advantage for us is we have a coherent architecture.

So when we, for example, made a build versus buy decision in 2010 to bring in what I still think are absolutely top of market, predictive and adaptive analytics, we actually bought a company for 160 million bucks.

And then we spent two years building.

re-architecting what they did into this really seamless architecture that brings together customer engagement and process automation in a way that is quite unique.

So the mode that we have is by being able to do real things.

And you're right.

Some of those real things aren't as sexy.

But I guarantee you all the sexy stuff sooner or later has to get real.

And that's where these CRM systems all fall apart.

Seventy years ago, I think Salesforce does the same stuff now.

Well, I think that their incredible growth rate has powered them and they were.

terrific at executing from the very beginning.

I'm not trying to get away with that.

We think that high quality companies should grow at a nice pace and they should throw out positive cash flow and they should make a little money.

You know, so different companies have different goals.

And our goal is to be a really responsible firm, both to our customers, which is very, very deep in the culture and to our shareholders.

Well, what we see is the continued emergence of organizations wanting to digitally transform.