Gary Saranrota

You know, it's the human change management and, you know, getting them to say, yes, I agree with your analysis.

You know, they do 20 other things, too.

And retailers saying, well, what about the things I did?

Didn't they have an impact?

You know, and so, you know, it's this human change.

Yeah, and no retailer will ever admit to us that you did this, right?

Because if they do that, it's negotiating leverage.

So, I mean, we have a very solid mathematical calculation that's pretty strong.

And then we're asking, say, hey, we'd like to measure all the other things you did too so we can do attribution.

We're happy.

We're not saying that they're not doing nothing.

And so we're figuring out how to tell the value attribution story.

And I think once we're on the cusp of that, I think that will –

drive our growth more, you know, we've been more of a challenger sales process in the past.

And so we're stopping the challenger process and being more, Hey, what you do is great.

You know, the world has changed.

You know, there's risk of change.

You know, our software works in the new world and, you know, you can keep doing what you're doing.

And so, you know, retailers got to say is the risk of staying the same more or less than the risk of changing.

Now, as opposed to saying we're really great and, you know, what you did was crappy, you know, that was totally.