Oren Zaslansky

I think it's fair though to put us more in an Amazon type quadrant than a Google type quadrant from a cost structure.

We are always going to have some cogs in this firm.

And so from a multiple standpoint, they are lower than they are in a true SaaS firm.

I think that's fair.

The flip side is we're in a US $1 trillion space, and we're going to build many billions in revenue in the next three or four years.

So I think ultimately the exit value of this business will be in the many, many, many billions going into the public market.

No, no, no.

We want to stay private for at least a few more years.

I'd say, let's say three years.

This is a bit of an educated guess.

Well, the key, I think, metrics for us at this point are we're constraining our growth.

We could go faster.

We need more automation on the supply side, more integration on the supply side.

So we're measuring...

the total number of transactions that move through automation, you know, single digits going to double digits and scaling, basically, what percentage

of this business in 22 and 23, can we fully automate what we call quote to cash?

So from a customer who's just beginning their journey with us all the way through to collecting capital.

I mean, we moved last month now already like 16,000 freight bills in the month.

So that's the growth.

When I mean automation, right now on the demand side of the marketplace, it's automated.