Pablo Palafox

How on earth are they gonna know real time how to best serve their customers when they themselves don't even have the tools to interconnect quickly and to share context across them quickly?

So what we realized is we were not really solving for a supply chain problem.

We were solving for the coordination problem of the enterprise.

Think about a utility receiving a customer call

with someone complaining about a leaky boiler.

First of all, you should already know that that customer already had the problem 10 days ago.

That's for sure.

Second of all, you should also know that the technician you sent was not the right technician.

So now in this second attempt to fix that boiler, you need to send the right technician and the technician that is best suited for that particular boiler type.

So that is now on the operation side potentially, or you could frame that as an operation type of problem, no?

Versus when I started with the customer calling in, that's more of a customer service type of problem, right?

Again, to the point of how these functions are interconnected.

But what happens after that technician is being dispatched to the customer's house?

Well, now you have

an additional layer of coordination between a customer and the technician and the company that is lending the trucks to send that technician.

That is that coordination problem that we saw in these industries in the real economy.

Operationally complex businesses like utilities, oil and gas, telcos.

So we're now seeing this pull from the market.

We're already working with, in POCs, with three of the largest telcos in the world.

We're being pulled into home and auto insurance because the sort of coordination problem of dispatching a tow truck