Orlando Bravo

One is...

There is a big risk of AI in this business.

I mean, in a big, big way.

There's so many verticals that are gonna get disrupted.

There's so many areas that are very confusing and you don't wanna touch.

So it limits the space significantly.

Even if you believe what we believe, which is in the enterprise, it's gonna take a while.

Because we always say technology is evolutionary, not revolutionary, because our customers are buying this stuff for cost.

They want the ROI, and you need to see the plan and everything else.

But one is, there's a big disruption, and that's another.

All these areas we don't get into.

And we have to keep learning and updating ourselves.

That's a lot of work that the young people in the firm as well will have to do.

But we have another...

equally big or even bigger challenge, which is, if you look at our trajectory, it's not like one day we woke up and said, oh, we can do a $10 billion deal.

No, we started 50, that trajectory.

In 2010, we did $3 billion deals in a row.

We bought Bluecoat, we took a private Deltic, we took private, we bought Digital Insight from Intuit.

When those worked, then we did a $2.5 billion deal that became Dynatrace.

That was CompuWare.