Tracy Alloway

These are the two main things, you're buying and you're selling.

In the meanwhile, under that, you have to manage your costs, make sure your costs are efficient and lean and not wasteful and not inefficient.

We can do that too.

But that's not really where you make the money.

You don't make the money on slashing costs.

That's what private equity guys do.

That's not what I do.

What I do is I invest in the business, I invest in the people, I invest in their learning and development, I invest in their training, I invest in their careers.

We tie the compensation to results.

We figure out what are the right KPIs, the key performance indicators, what are the right metrics

that mark success in this business.

And then we tie the compensation to that and let people out of self-interest do great for the company and create organic revenue growth on the top side and then margin expansion on the bottom side.

I love a business that's just buying something and finding an opportunity, buying something, assembling it, making it nice, and then selling it for more.

It's old fashioned.

It's honest.

I respect it a lot.

I'm glad that you mentioned the alphabet soup of different types of enterprise software that a business has.

One of the biggest themes, as you know, in the market this year, or

maybe in the last six months, but definitely in the last year, is this idea that the relationship between businesses and their software vendors is going to change.

And the reason for this is AI.