Gary Smith

They'll give you 10% of that market, but they'll make sure you won't get anything else. And you'll partner with a local partner. And I was fortunate enough to, I spent a lot of time in Asia. I lived in Asia for a number of years before I came to Siena. And I saw that movie, to your point, play out in so many different ways. And I was super sensitive to that, as was the team.

They'll give you 10% of that market, but they'll make sure you won't get anything else. And you'll partner with a local partner. And I was fortunate enough to, I spent a lot of time in Asia. I lived in Asia for a number of years before I came to Siena. And I saw that movie, to your point, play out in so many different ways. And I was super sensitive to that, as was the team.

They'll give you 10% of that market, but they'll make sure you won't get anything else. And you'll partner with a local partner. And I was fortunate enough to, I spent a lot of time in Asia. I lived in Asia for a number of years before I came to Siena. And I saw that movie, to your point, play out in so many different ways. And I was super sensitive to that, as was the team.

And so that is an instance of us doing something because of the geopolitical you know, dynamics at the time and us making a decision. And, you know, you don't know how that's going to play out because, you know, things can change and the rest of it. You've just got to, I think, be smart around, you know, what you think is the best thing for the shareholders and your company and stick to it.

And so that is an instance of us doing something because of the geopolitical you know, dynamics at the time and us making a decision. And, you know, you don't know how that's going to play out because, you know, things can change and the rest of it. You've just got to, I think, be smart around, you know, what you think is the best thing for the shareholders and your company and stick to it.

And so that is an instance of us doing something because of the geopolitical you know, dynamics at the time and us making a decision. And, you know, you don't know how that's going to play out because, you know, things can change and the rest of it. You've just got to, I think, be smart around, you know, what you think is the best thing for the shareholders and your company and stick to it.

We're actually, you know, pretty fortunate that we don't have to make some of those tough decisions because it's not our cable. Right. You know, so to your point.

We're actually, you know, pretty fortunate that we don't have to make some of those tough decisions because it's not our cable. Right. You know, so to your point.

We're actually, you know, pretty fortunate that we don't have to make some of those tough decisions because it's not our cable. Right. You know, so to your point.

Yeah, that's what we're doing. But even that technology is owned by, you know, the customer. So, you know, we've sold that to the customer and what they do with it is, you know, entirely up to them. We don't have control over that. It's their network, you know, is another way of saying it's their property. So, you know, you think about these submarine cables. So someone owns the cable.

Yeah, that's what we're doing. But even that technology is owned by, you know, the customer. So, you know, we've sold that to the customer and what they do with it is, you know, entirely up to them. We don't have control over that. It's their network, you know, is another way of saying it's their property. So, you know, you think about these submarine cables. So someone owns the cable.

Yeah, that's what we're doing. But even that technology is owned by, you know, the customer. So, you know, we've sold that to the customer and what they do with it is, you know, entirely up to them. We don't have control over that. It's their network, you know, is another way of saying it's their property. So, you know, you think about these submarine cables. So someone owns the cable.

We put the technology on the end of it. It's their technology. It's they own that and they run it as well. We don't run it. So they run those networks. So, you know, we're fortunate in that we've always been able to, you know, sort of stay one step behind, you know, some of those dilemma questions to your point. So it's not something we have to...

We put the technology on the end of it. It's their technology. It's they own that and they run it as well. We don't run it. So they run those networks. So, you know, we're fortunate in that we've always been able to, you know, sort of stay one step behind, you know, some of those dilemma questions to your point. So it's not something we have to...

We put the technology on the end of it. It's their technology. It's they own that and they run it as well. We don't run it. So they run those networks. So, you know, we're fortunate in that we've always been able to, you know, sort of stay one step behind, you know, some of those dilemma questions to your point. So it's not something we have to...

I think it's about 10,000 kilometers. And some of these, you know, cables around the Pacific where you really get the, you know, the big distances. So they are very, very long cables. Now, what a lot of them do is stop off in different islands and different places and spur off, you know, some of the new cables going in, you know, spurring off in different places. So they're able to do that.

I think it's about 10,000 kilometers. And some of these, you know, cables around the Pacific where you really get the, you know, the big distances. So they are very, very long cables. Now, what a lot of them do is stop off in different islands and different places and spur off, you know, some of the new cables going in, you know, spurring off in different places. So they're able to do that.

I think it's about 10,000 kilometers. And some of these, you know, cables around the Pacific where you really get the, you know, the big distances. So they are very, very long cables. Now, what a lot of them do is stop off in different islands and different places and spur off, you know, some of the new cables going in, you know, spurring off in different places. So they're able to do that.

We've also developed a technology that overlays that, which provides for resilience. So if you get a cut on a particular cable, then we can reroute it, depending on the architecture. It's called GeoMesh, and it's software and technology that's embedded into our core offerings that enable us to provide resilience across some of those submarine cable links as well. Because you get...

We've also developed a technology that overlays that, which provides for resilience. So if you get a cut on a particular cable, then we can reroute it, depending on the architecture. It's called GeoMesh, and it's software and technology that's embedded into our core offerings that enable us to provide resilience across some of those submarine cable links as well. Because you get...