Wes Cummins

And I'm, I'm super optimistic on the growth there.

So the this is the

maybe a snarky comment, but the best way to solve those is to do it two years ago.

And so that's what we did is when we were going through the first build, what we did, we redesigned, we really slimmed down the amount of critical vendors that we use really to just a handful, four or five.

And so that streamlined our supply chain.

And then what we did with those vendors is, again, I'm like, hey, I think this is going to be a big market.

And so we went and bought out capacity of their factories.

So I bought out all the capacity of my key component suppliers.

of their factories.

In some cases, we've really helped them with their ramping up their manufacturing of some of the things that we need.

But we did this two years ago when the market wasn't like it is right now.

And so we've locked in that supply chain, what we call MEP, mechanical, electrical, and plumbing.

That's the key of the supply chain.

So that's all of our, you know, medium voltage switch gear, step-down transformers, chillers, heat rejection, all of those items.

So locking that in a couple of years ago is a big advantage for us.

And then when you look through the rest of it, so power's always gonna remain, you know, in my opinion, an issue.

We started an IPP that Applied Digital shareholders participate in as well to go build power generation.

What that's gonna do for us is,

We have the grid power that we've already contracted and that'll let us build through, you know, 2028, like in North Dakota.

But those campuses have the ability from a physical delivery perspective, the grid perspective, to deliver a lot more electrons, but we need to make those electrons.