Hemant Taneja

We are gonna go show how.

We're gonna actually go on the ground, we'll do with them and show the world how so we can transform the health system.

Your other point about sort of buying companies, we look at that as there's a lot of workforce transformation happening.

Bob and I talk a lot about this.

I think work fundamentally in these companies has been a change.

So if you're a call center in an emerging country today,

It's a declining asset value because you know it's going to be displaced with AI.

So we look at that and say, well, but those are customers on the other side.

If we bought that as a piece of the puzzle to work with an early stage founder to learn how to quickly accelerate adoption of AI into the call center space and serve these customers and scale a lot faster, the compressed value creation we're talking about, that is a new playbook.

So this is not about trying to be PE.

This is about acquiring businesses in PE that actually have declining value, but have important customers that need to be served and help them get to that AI transformation that Bob's talking about faster by getting our founders in there.

So we've talked a lot about this, right?

So one of the things when you think about transforming a large enterprise, what do you really need?

You need a few pieces.

One is you need data infrastructure that can ready you for the enterprise.

You need the models adapted to you.

And then you actually need a new model for how the workforce is gonna function, because you have agents and humans, and there's a massive change management exercise.

So a lot of our partnership has been about sort of figuring out, okay, what is that new model gonna be to transform these businesses?

And what does that mean when you get on the ground?

So you look at department by department, take HR,