James McDonough

Uh, the creation of the app, he does that from his desktop or, or, you know, web browser.

Uh, and then the actual use of the app is, is from any platform, including mobile.

Yeah, of course.

So, uh, basically Bob would, would invite, uh, his colleagues to the team.

So it'd be like

whatever company is using it and then they would

account and then they would depending on the access and privileges that's being set up um is what that user will see so we've got the ability to um let's say that the safety team will see the safety apps and templates and the maintenance team will see you know that those type of procedures but but i mean what i'm really curious about here though is is that is like the friction right so like do they then have to like take the time to understand and learn bob's form and and do they actually do that or do they just stick with the paper that has been working all along

After it's been created?

No, so that the new user, let's say Bob's colleague or the person's supervisor, whatever, Sam, George, whatever, they get an invite saying, hey, welcome to Fat Fingered, download it for free.

And as soon as they log in, they'll see what Bob has created and that's it.

So it's super easy.

Yeah, so that's the magic.

And that's really why I founded the company is that friction or that frustration is the frontline employee knows their job, they're passionate about their job, and they're tired or really frustrated with basically people not listening to them or just waiting for the bureaucracy to kick in or corporate IT who is traditionally under-resourced and just can't keep up with the sheer demand of, let's say, digitalization of

of uh procedures and so when bob and his team start using it liking it and it spreads to other teams because it's so easy to create more procedures and flexible um that they they really are selling it upwards and so there's this disconnect or this this i guess incorrect thinking that um that that the the i guess the field workers or the front line aren't i guess uh

aren't, I guess, motivated to change.

And that's completely wrong.

It's just that typically enterprise software is sold to the C-level and they're not, I guess, bringing the front line or the true subject matter experts from the business into those decisions.

And so we went the opposite way.

Instead of selling to the CIO or the executive, we sell from the bottoms up and allow them to bubble up the usage and, I guess, the initiation of change.

Okay.