Gary Smith

We have all the fiduciary responsibilities that you would expect with a public company, of course. But we think we can get to scale and be a real company just doing what we're doing. Now, these things take a while. And we've been public for 25 years. But we're at a point now where we absolutely have scale. We're very strong financially. We can invest in this kind of technology.

We've got number one market share in all the key markets that we want to play in. So we've got a good opportunity to drive shareholder value from here.

We've got number one market share in all the key markets that we want to play in. So we've got a good opportunity to drive shareholder value from here.

We've got number one market share in all the key markets that we want to play in. So we've got a good opportunity to drive shareholder value from here.

Right.

Right.

Right.

Because it's people. And, you know, it's the folks that understand the 5, 10% on each of these areas that really make the difference to think when you're when you put it all together and the other things that we've built around it. So it's like any of these things, it's a confluence that make up the competitive advantage. It's when you get down to the real technologies.

Because it's people. And, you know, it's the folks that understand the 5, 10% on each of these areas that really make the difference to think when you're when you put it all together and the other things that we've built around it. So it's like any of these things, it's a confluence that make up the competitive advantage. It's when you get down to the real technologies.

Because it's people. And, you know, it's the folks that understand the 5, 10% on each of these areas that really make the difference to think when you're when you put it all together and the other things that we've built around it. So it's like any of these things, it's a confluence that make up the competitive advantage. It's when you get down to the real technologies.

So it's all of those things that provide the moat for us and the fact that we're focused and the fact that we're now so embedded with these key cloud and technology companies that were part of the collaboration process around the evolution of their networks and the relationships that you build up, that trusted relationship and the technology collaboration over time.

So it's all of those things that provide the moat for us and the fact that we're focused and the fact that we're now so embedded with these key cloud and technology companies that were part of the collaboration process around the evolution of their networks and the relationships that you build up, that trusted relationship and the technology collaboration over time.

So it's all of those things that provide the moat for us and the fact that we're focused and the fact that we're now so embedded with these key cloud and technology companies that were part of the collaboration process around the evolution of their networks and the relationships that you build up, that trusted relationship and the technology collaboration over time.

And that's why we think we've got an opportunity to take that into essentially a whole new market for us of the campus. eventually inside the data center.

And that's why we think we've got an opportunity to take that into essentially a whole new market for us of the campus. eventually inside the data center.

And that's why we think we've got an opportunity to take that into essentially a whole new market for us of the campus. eventually inside the data center.

Well, listen, I mean, you know, it's sort of under the headings of things you can control and then things that you can't control but need to be mindful of, right? And so it's definitely in that second list. You know, listen, we've had over the last sort of, you know, I could argue... five, 10 years, you know, quite a lot of geopolitical dynamics going on.

Well, listen, I mean, you know, it's sort of under the headings of things you can control and then things that you can't control but need to be mindful of, right? And so it's definitely in that second list. You know, listen, we've had over the last sort of, you know, I could argue... five, 10 years, you know, quite a lot of geopolitical dynamics going on.

Well, listen, I mean, you know, it's sort of under the headings of things you can control and then things that you can't control but need to be mindful of, right? And so it's definitely in that second list. You know, listen, we've had over the last sort of, you know, I could argue... five, 10 years, you know, quite a lot of geopolitical dynamics going on.

We are mindful of that, particularly being a, you know, we operate in multiple countries around, you know, pretty much around the world, sort of 80 countries around the world. Our technology is widely deployed. You know, we are mindful of those kinds of dynamics, and I'll give you an example of it. We made a decision in the early 2000s