Bryan Cantrill

And they were like, yeah, no, no, no, totally.

Yes.

Why don't we do more of that?

That sounds great.

I'm like, uh-oh.

And they're like, by the way, are you okay if we have some real load-bearing projects that are trying to ship in December and you end up with a four-month slip because there was a particular SKU that was incorrectly ordered by an analyst and...

And I'm already just backing out of the room.

So what you trade in a little bit, and if you do it well, you can solve for both of these, but there is a certain amount of expertise that you gain when you are dealing with procurement first party for what is a broad bill of materials.

over years and versus you are training up another procurement team to go do this.

And so this is that kind of like balancing where we want to go from all first party procurement and consigning, which is very capital inefficient, but it is kind of order fulfillment management.

high confidence to starting to blend that out.

So we had to figure out like, what is the percent that we want to effectively outsource from a procurement perspective and gain the benefits of inventory control management over say 90 day turns versus what we want to keep first party.

So that was step one.

And we don't need to talk about whether we should raise more money or not before we've figured that out.

We're like wildly capital efficient there, inefficient.

We can go figure that out first.

The second piece after, or the third piece after supplier term negotiation and then

inventory negotiation is debt.

Because when you are buying a bunch of materials for high confidence customer orders, which means credit worthy customers and high confidence of fulfillment, this is what debt is great for.

And the debt guys do love us.