Orlando Bravo

My partner, Holden Spade, met with the CEO of Dayforce in 2008.

And we've tracked that company for so long, watching it.

Patience.

When does it miss?

When does it hit its numbers and everything else?

You also, once you sign them up,

or are in a process where the company's giving you all their raw data, you have so much information to make those choices.

Like for example, a company cannot say that it has really, really good product if its gross margins on support are very low.

And we can bring technology people to assess that, and we have that on our team, and they look at the architecture and the talent and everything else, but then you go, how come your support costs are so high?

Yeah, it all fits together.

We have great retention, great margins on support.

It's like, for example, take support.

Many people look to offshore support.

And now maybe AI would get on that and there's no need for that.

What we say is eliminate the reason for the call altogether.

Because there's something you can do in product.

So we're evaluating all that.

We love it.

We geek out over it.

Look, I think we are very pure to our investor base and our colleagues, the two of them at the same time.