Caryn Seidman-Becker

We always viewed Clear as a force multiplier, bringing technology in that could help the throughput and enhance the security, not to mention bringing badged and trained employees into the building to help partner.

And we viewed ourselves as Switzerland with the federal government to help security, with the airlines to help get their passengers through happily and safely, with the airports and the municipalities to help enhance the experience, to help drive revenues because we pay them a percentage of our revenues to create jobs in cities that are great jobs.

So we viewed it as like a win, win, win.

And that as the volume grew,

Both we would have technology.

We just launched our NV technology that's five times faster.

But over time, you could create new opportunities, if you will.

So, for instance, we invested in a company called Landline, which is replacing regional infrastructure.

jets with buses and able to go to the back of the airport as opposed to the front door.

Because you're right, you can't put millions of people through the front door.

And today there's 3 million people every day going through airports.

Our numbers are by 2030, you're going to have 4 million, another million people a day.

And again, most of them are coming through the major buildings.

You couldn't put them through today.

And so the question is, what other doors can you put them through?

Can you do off-site screening and bring them through on buses?

We're trying to launch end-to-end automated lanes so you can have greater throughput.

Can you privatize the physical screening opportunities so that you can have greater throughput?

Because oftentimes it's a staffing issue.

The equipment is there.