Neal Lustig joins us. He's the CEO of Castro's, a predictive procurement platform powered by game theory, which helps companies proactively reroute those shipments and secure alternative suppliers before, well, perhaps these disruptions are going to be felt. I have a feeling you're getting a few calls. It's a tough time to be a supply chain executive this week. And I think most of our customers right now are focused on alternatives like their where are you going to find new routes? How are we going to move things through air? This is something they would have been focused on for a few days already. At this point, if you haven't figured this out, you're a bit late. And longer term, your job is to figure out how to make yourself more resilient. Software like our Castro can't predict black swan events like this, but they can help you become more adaptable, respond much faster so our customers can

reach out to hundreds and thousands of contractors and suppliers in an order of magnitude faster. And that really this is what this is about is from our customer's perspective, is adapting to the issue. Our customers aren't going to be involved in the labor discussions. But how do you adapt and adjust quicker than you did in the past and more importantly, quicker than your competitors? Will they likely, though, be feeling money lost? We're expecting a big economic impact from this. Oh, absolutely. There's no question this is going to be damaging to everyone. There isn't enough alternative. There aren't enough alternative suppliers or alternative channels. There's just not the capacity. So this makes it twice as important for you to be the first one to move. Yes. And if you move, as I said, this is kind of like the joke with the bear in the woods. You don't have to outrun the bear.

You have to outrun your buddy. And if you can adapt faster than your competitors, you can find those alternative routes. You can arrange air shipping for critical imports. It's a short-term bit, but speed matters. Well, let's talk about the speed and the how machine learning or how game theory or reading your clients, what puts them able to front-run here? Right. So air is good at a few things in the enterprise market. Air is good at sifting through large amounts of data and is good at automating things that otherwise a human being would have had to do, like reaching out and managing a code process for finding alternative ship or finding alternative supplier. And so being able to take that and shrink that time to 20% of what it was before means you can now do this just more five times as much as you could before. Our customers are finding, for example,

We had a customer who, a few months ago, went out to the entire North American trucking market and won 4000 lanes, 350 carriers. Wow. A job that would have taken nine months and a dozen people was collapsed into three people, three weeks. And so, this is the kind of nimbleness that I guess you broadly and what our customers are delivering for our customers in supply chain. How do you respond to a sudden wave of demand on your end? Does anything get stressed or stretched? Do you have to think about investing in your own platform? So, we're lucky. We use a set of cloud-based platforms that do what's called auto-scaling, so our infrastructure is able to expand and contract dynamically. So, for us, this is actually not a crisis. It's an opportunity.

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