Episode Transcript
WEBVTT
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. lets get into
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the show. Hi, welcome to
be to be a revenue acceleration. My
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name is earlier with you and I'm
here today with buried amount Chieft, storyteller
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at exclusive networks. How are you? Very fantastic. Thank you very much,
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no problem. The problem. So
today we will be speaking about an
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article that cut my attention on Linkedin
that you put together about the next normal
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in India tea channel landscape. But
before we get into the topic, and
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despite the fair you've already been a
guest of our podcast. Would you man
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just introducing yourself quickly and introducing exclusive
network is for anyone that have been,
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you know, asleep for the US
when tels and don't know whis Clevis.
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Thank you very much. Yeah,
so I'm buried ASMUND and the head of
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global marketing and business development, but
really I'm the guy that tells the story
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and you know, really tell us
the story from where we've been at exclusive
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where and where we're going, the
vision and aspirations and exclusive really has been
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at the forefront of the emergence and
demanded a cyber security so we're very specialist
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and probably a will niche player in
Cyber Security and cloud transformation and they are
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the two areas in which we've focused
on and over the last ten years or
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so we've built out a global footprint
specialize in in these sectors. Were in
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about thirty nine countries, raft about
or fifty L so offices and one thousand
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eight hundred people, or the majority
of which focused on cyber security and cloud
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transformation. In fact, were so
special that the highest ratio of engineers to
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salespeople in the distribution layer of us, or the food chain of getting technology
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to market. So you know,
someone told me once niche's a great it
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said, because you know it's sort
of this sort of defines maybe a narrow
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market, but if you're number one
in your niche you can do okay.
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And I would say we are the
number one cybersecurity distributor value I did,
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or value creation distribution player in the
world. That sounds very good. Sorry,
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what I introduction. I like it
a bay from you now. So,
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Barry, I know that everybody's a
little bit fed up of speaking about
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covid night. So I'm just going
to make a quick, quick mention of
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it. But we started with covered. Everybody was speaking about it mid March,
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all of April and then in May
everybody was sticking about the new normal
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or, Oh my God, are
we going to adapt? What's going on?
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I'll make kids going back to school
orst of great stuff, and you
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know that scholarship put together and that
you publish some linkedin that. The game
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got my attention. You speak about
the next norm, which is basically,
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you know, get on with it, you need to adapt. Let's move
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on. But can you be celiberate
a little bit more of your concept for
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us? Yeah, I think you
know, when people look back and probably
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do a bit of reflection and what's
happened over the last few months. You
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know, an old Scottish bloke told
me once that you only he never loses,
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either wins or e learns. And
and I think lots of people are
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learning. The biggest lesson I've learned, and it really was apparent to me
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over many years. It just probably
couldn't articulate it probably is that this whole
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period as has helped us focus on
the main benefit of what everybody does and
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that's outcomes. You know, we're
we're much more focused on the outcome of
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what we do, not the task
or the process. And and I think
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you know, what we've seen during
the COVID crisis is some real dislocation in
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the way in which we do business. But the outcomes are the same in
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many respect yeah, I and and
in sometimes they're better. So in in
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the cybersecurity world, you know,
when we go to talk about the four
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phases, I sort of observed we're
going through the reaction phase. We seen
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a rapid deployment of remote working and
then we decided then what you know,
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they needed the the the appliances to
work, they needed access to their normal
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daily work tools, applications services,
and then we had to maintain the integrity
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of that. And so what we've
what we've what we've witnessed is is people
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react and put those quick fixes in
place, if you like, and can,
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you know, and continue to operate. So from a continuity perspective,
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we've seen a lot of resilience in
business, resilience in the channel and we've
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seen some extraordinary stories in the channel
where, you know, channel partners of
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once again, you know, I
created this Hashtag, Hashtag channel. Together
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they've gone to extraordinary lens to deploy
and to enable companies and partners and collaborations
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to work. Yeah, and and
I think that's a great lesson for all
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of us and in the way in
which we operate from a business perspective.
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I think you know, from whether
it's a physical dimension like offices and meetings,
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of facetoface and stuff like that,
we've also seen that we've changed and
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adapted in the way in which we
work and in many respects we've had better
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outcomes, not just expected outcomes.
We are from a management perspective. You
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know, one of the great things
about exclusive is what what I call we
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have what I call the center weighted
approach to our structure. So it's not
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that hierarchical. It's sort of cell
based, network base. There's intelligence at
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the cores, want to call it
intelligence, but there's also intelligence at the
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edge. Yeah, and you know, having that structure, then you know
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your agile and there's a lot of
agility in a lot of adaptability. Now
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people say, I think people get
mixed up between agility and adaptability. You
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know, you've got to have both. You know you can you can be
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quick to act, but unless you
change, it's still good. Yeah,
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so a lot of companies may have
said, Oh my God, you know,
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I got to put so many people
on Furlough, reduce the cost base
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of the business and, you know, but they're not adapting o they yeah,
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they're just shrinking and maybe operate on
a lower scale. But then I've
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seen some mildous cases of businesses that
decided not only would they be agile,
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but they would adapt. So I've
seen companies in California who were thinking about
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doing curbside fast food, you know, in these trucks that you see or
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these trendy containers, and they had
an eighteen month business plan to do that
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and they did it in two days. Yeah, right. So you know,
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what I'm saying is they were agile. They haven't put any they have
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a sacked or made people redundant.
They completely changed the way in which they've
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a dressed. So the outcome,
even better outcome, is they've had a
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continuity program put in place and they've
been resilient to this and they continue to
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survive and, if that, thrive
in this basis, in this climate.
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So really, you know, it's
it's actually my reflection on the last few
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months is with challenge convention. We've
had amazing amount of resilience in the channel
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to from a continuity perspective and the
outcomes, and now we're much more focused
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on the outcomes. I mean I've
seen some task driven jobs and functions within
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an exclusive which never in a month
of Sundays would you consider they could have
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been done from home as yeah,
but now they are and in fact better.
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You know, the results were getting
a better on basic back back office
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tasks like operational the operational function,
like the credit and cash collect function.
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We've we've really focused on that.
Of course, cash is king and,
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as that example proved you, we've
innovated and we continue to innovate to for
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us to be able to do our
job and serve first and and I think
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that's another hallmount of companies that have
strong values, came strong customer values,
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of strong people values, is that
their their instincts were to serve first and
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sell second and and we very much
did that. You know, it was
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about could we help you with the
rapid deployment to say in the UK we've
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had some of these nightingale hospitals set
up in like the Millennium Stadium in Wales
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and you know, I've heard of
the stories of us, you know,
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going to extraordinary lens to help reseller
deliver that solution to these offices and to
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know, to offer our services first, to offer knowledge transfer and education services
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first, and innovate in other ways, you know, in terms of transferring
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knowledge, increasing our customers awareness and
sometimes even into the certifications and the qualification
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side of things, offering a backup
for organizations that were under stress, you
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know, so becoming a proxy for
them with their twenty four by seven support
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calls, helping amount with designs and
you know when people are back to you
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know, not only rapidly could call
remote ends, but actually look at the
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central infrastructure and architecture. There's a
lot, a lot of companies have set
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out their infrastructure to maybe handled a
couple of you know, cut up the
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hundred could, you know, simultaneous
connections or concurrent connections, and now you
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got a couple of thousand and you're
like, Oh, you know, it
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can't code. So how do we
help there? Do you think that adaptability
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will carry on, because it was
force on us and and and you've been
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able to adapt and you felt that
decision were made quicker, that things were
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done at a much quicker pace,
which is fantastic. But is Jalu only
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sitting in a management position? Seeing
concept coming to life is so beautiful.
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But do you think that will carry
on? You think that that'said off,
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or do you think people actually need
to have a little bit of the pressure
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of a covid s nineteen two,
two two to get that done? And
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that will go with time. I
think if people turn the clock back,
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they stupid and they deserve to fail. Yeah, I think we've learned.
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You know, as I say,
you don't you don't lose your win or
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you learn. And if they're not
winning and not learning, and the stupid
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and they has fared after and yours
and and you know, we've learned to
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make decisions quicker, for instance.
You know, I always say I may
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be wrong, but I'm not confused. So make the decision and put all
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my energy, under whatever percent,
into make an happen. If it's the
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wrong decision, fail fast, wipe
yourself down, learn and move forward.
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Yeah, you know. And I
think the decision making cycle as accelerated,
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but it if they will be less
cycled. And so again it comes back
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to the way in which is structured
and organize. There's a very strong command
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and control, hierarchical approach. You'll
see that those companies didn't bear well doing
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this period because they've always waiting for
endorsement. They're always waiting for the green
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light from someone above them. You
know, it's more about you know,
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this is where I need you to
achieve. You need to take calculated risks
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and I'm not giving you all the
information. Pep Management teams are making faster
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decisions on less information. Yeah,
getting good outcomes. They will get some
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bad outcomes as well. But you
know, I think the way in which
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management should lead, or leadership should
act, if you like, in the
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future is this is the outcome I
want right and there will you will need
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an I'll support you in some measured
risks and you know the old another desmond
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saying. You know, forgiveness is
easier to get than approval. So take
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that approach. Move Fast, so
your agile, but change and adapt.
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And you know, I think that
is the way in which we will see
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companies operate in the future. I
think they will be out very much.
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You know, the next normal is
is just going to be a hybrid way
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of working. I think we'll see
a lot more remote working, we'll see
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some homework in woking on the moon
and they will be need still for social
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interaction in the office. And I
think again another days when saying I was
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reminded of I wrote an article ten
years ago about, you know, hot
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home working and working on the move. I said, yeah, because work
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is a thing you do, not
a place you go. So I think
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we will lose things like that,
you know, and those challenging will continue
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to challenge. Convention will be lot
Nimbler, will be a lot more agile
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and will be a lot more responsive
to the market. And if you don't
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focus on your people and people don't
feel good, at least once a day
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about what they do, which is
another manager of ours, you know,
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everybody should feel good about something they've
done every day. Yeah, then they'd
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be stupid to to wind the clock
that, of course. Well, I've
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seen also is that, you know, working from home as a lot of
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benefits, which you crud, proves
the wellbeing of our people, our teams,
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allows them, you know, to
spend a bit more time with the
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family, maybe have breakfast with the
family, maybe do the school run when
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schools reopen and, you know,
and time shift their tasks to suit them
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so they're more motivated and they feel
better. But also we definitely need,
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you know, and those social interactions
face defay. I've had a couple of
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meetings that I've put off because they
need to be across the desk. You
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know, the the video is not
going to work. Yeah, I think
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we'll do less at these formal meetings, you know, sort of maybe monthly
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team meetings will be a video,
but maybe we'll have a quarterly team meeting,
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because there are, you know,
benefits of the orget record. Yeah,
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the being together, you know,
working off each other and member when
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we first started, moved into exclusive
from the dish and days, you know,
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I used to sit on the sales
floor. It was you know,
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there were no q dos for being
a director. You just sat in the
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hot best area and I would listen
to guys pitching, you know, for
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a reseller, a new technology or
a new way of doing things, and
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I listen to them. I say
that's a good idea, but have you
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ever thought of pitching it this way? Yeah, and so you ration.
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Yeah, you're not. You're not
over hearing conversations you're not having the coffee
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machine conversation. You're not having someone
say, Oh, you know, you
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should, you know, maybe have
a one on one with Joey's feeling a
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bit down demotivated. You don't get
that in an official sense. You get
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outside on the fag break. Yeah, and then you know if you get
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to go with a vendor. We
have a lot of end of we in
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and knowledge transfer sessions and product meetings
and so on and so cooled end this
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come in and simply the resellers come
in for updates and then you go down
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the pub. Don't yeah, absolutely, that's what that means. The must
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yeah, but them is the most
the probably it's just it's it's actually quite
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true that the public still close.
We should have find a system like a
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having a bubble around us or something, but it's the feeling for us is
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very similar. We actually have our
resources as king us to come back to
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the office. We have some people
that don't truly have because of the nature
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of people we have working for us. They may not have a desk or
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chair or proper station at home to
walk. You know, when Boris Johnson
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said, well, it's going to
be two weeks through weeks Max and everybody
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everything should come back to normal.
You know, it was okay for people
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to walk from their so far from
the side of the bed, but you
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know, imagine. But what are
we twelve weeks in, thirteen weeks in,
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something is mean. Time goes by, but it's we really have a
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lot of people eaching to come back
to the office. We won't be able
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to have them all in one go. But last year, yesterday, I
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was actually in your office. Was
Made SELFA and marketing team and it was
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fun. You know, it was
fun to have a little bit of bender.
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It was fun, as you said, to discuss about something, to
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listen to a cold, to debrief, to speak about the cold, to
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speak about those our stuff. That's
feeling of belonging is is there is a
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requirement to do it face to face
from time to time and can just do
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it online. I think we we
human. I would maybe the next generation
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will, but I think our generation
still need. I still love a hen
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shake. I'm tempted to give people
and check I colla stuff like that's when
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I see them, I want to
touch, which is bad. Always been
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bad. But you know, I
didn't realize this was going to turn into
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a counseling session for your yeah,
I feel much better now, rubs,
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but no, I agree that.
You know, as I said, going
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down the pub after having those informal
of the record conversations, feeling a part
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of the team, seeing the team, seeing the whites of their eyes and,
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you know, not in a virtual
sense. It's very much something I
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think there's a huge craving for.
And Yeah, I think it's going to
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be. It's going to be interested
in the next few weeks. But surely
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we will see some sort of measured
control save. Yeah, return and you
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know, working from home. You
know, we were doing lots of interested
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stuff, like you know, saying
you've got to have a dedicated work space.
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We all have these little working from
home pads. That I can see
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is, you know, your tasks
for the day. My Big Fat Frog,
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you know what's the job you've been
putting off? What's the task of
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been putting off? You put there
in Your Big Back Rod tells you what
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calls to me what you're big thank
you. So you're going to thank today
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and for all before you shut the
door. You know, one of the
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four things you want to do before
you shut the door. So you know
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and then worry. You know,
do your menu, what we have for
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breakfast, lunch and dinner, when
we do in our exercise in and stuff.
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So you know we've tried to help
our people out blunder day and organism.
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But I time and you know you
next to the cattle or the pantry
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and I had my do not disturb
hat of you heard about that. Another
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that I've not thought about. That
that's a duty flat. That's why do
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not disturb at so you know,
because other people in the house they want
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to say a loak do you and
they want to ask you, do you
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want to cut a tea or do
you want to go mow the lawn or
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clean them? You know, when
I'm wearing I do not disturb hat,
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even though I'm here working for a
moment not to be disturbed like that.
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Well, you also speak about the
the for phase approachses you get a f
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I gues, a more discipline way
to deal with disruption. So react,
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recover, reflect, imagine. So
you want to take a minute or to
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just to go through the steps,
and I guess those steps could be a
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plate to absolutely everything, anything,
any destruction that you may encounter. But
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would you men just going through the
yeah, as I said earlier on,
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you know, we seen a reaction
phase where everybody was trying to, you
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know, deploy remote workforces, put
new processes in place to work safely,
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to as much as possible, in
short, continuity in shore resilience. And
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you know, from our perspective,
was all about integrity, because this period
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has been a field day for the
bad actors, for people to exploit,
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you know, a huge, hugely
increased threat landscape and at what we call
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a threat foot print. You know, fishing scams. I mean I get
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I get probably three or four attempts
a day for people to have me or
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fish me because of you know,
I'm quite vociferous in the industry and people
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think are be great to have desmond
and exclusive networks a cyber security specialist,
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and so you just going to be
vigilant. So and you know that.
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That's what went on. Then you
saw, you saw. We were like,
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okay, we've done that and it's
working. How do we optimize it?
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So that's the sort of recovery bit. You know. It was like
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we put the I always say when
you when I was growing up, at
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my first car, that my exhaust
was blowing and I really needed a new
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exhaust. But someone showed me that
if you went to help it, you
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could buy this magic tape and you
put this magic tape around the hook exhaust
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and it didn't blow anymore. Right, and I felt yeah, and that's
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the recovery and that's what we did
right and it but it work. But
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you didn't want to stop and do
anything because the car was still working.
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And that's where we're at now.
We saw every will. Everything's working all
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right. We might not be perfect, it might not be ideal, but
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it is working. But then we're
going to go into this where I call
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it the dangerous phase, which is
reflection, which is you know who,
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you know what should ever replace that
exhausted by the tape things was just a
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shot, some fix burry. You
should reply. This is a it's the
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reimagination. You know, absolutely,
don't spend too some time, much time
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reflecting right, jump into reimagination,
to the rethink, the big rebuild,
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the two big opportunities in the channel
upon us. One is to rebuild what.
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You know, I needed a new
exhaust, the new manifold or a
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00:22:36.089 --> 00:22:38.450
new car. Oh, I'm going
to reimagine the new car and I'm not
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going to buy one, I might
go out at least one. So there's
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new consumption models to talk about and
people who were so heavily reliant on some
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subscription based consumption easily expanded to,
you know, deliver more teams or more
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more collaboration tools, and now they
should contract they you know. So it's
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those types of reimagination. While I
Shart, how much more cloud storage would
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00:23:07.789 --> 00:23:11.309
I need? You know, where
is my desktop? I can O,
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you know, replicate my desktop in
a virtual environment. So I heard interesting
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stories. I speak to a lot
of the analyst in the Manhattan, you
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know, with the Big pee and
the big finance houses, and the one
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of the VP's they're sent his executive
assistant home to work from home and she
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got home and they delivered her a
thin client, I think it was citrits
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or something, and some Bede stuff, brutual desktop stuff, and then everything
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was great until she switched it all
on. But as a good, dutiful
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employee, when she left the office, you did the only right thing,
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she thought, save the company electricity. She hit her desktop. Of Yeah,
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so there was no way to access
even though they quickly deployed right there
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was no way to access or desktop
and they are times speak to a security
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card and they are on them,
you know, the hundred and ten floor
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00:24:02.430 --> 00:24:06.349
and to guide against some security guard
from receptor to go and it was a
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mess. So what does how do
we rebuild for the future? How do
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we reimagine this dynamic, more agile, iterative, what I call the Evergreen
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Enterprise? Yeah, and the Evergreen
Enterprise, from my perspective, is some
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something that continues to iterate itself,
change at that as you're always on the
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latest version, you're always on the
latest release, you've always you know,
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you're able to expand and contract,
you're able to deploy and reverse that deployment,
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and you've got an infrastructure that is, you know, underlines continuity,
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resilience and is the you know,
you mitigate any risk. So you maintain
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the integrity of that. What does
the Doomsday Infrastructure Look like? And I
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said, you know, Boring Timothy, you sits in the corner, the
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risk guy, the no one has
ever taken and you know, Note Dis
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Ole. Suddenly he's become some kings
shipped ire or yeah, yeah, you
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know. So save us, Yelp
us. What's from what me secure?
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00:25:10.700 --> 00:25:14.140
My stuff is this fantastic. So
that's where I see us doing now,
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is actually looking at the way we're
going to work, look at their new
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habits that we're going to adopt,
an imply looking at the new work patterns,
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the applications, the services. How
do we mean the integrity of you
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the use of the device? How
do we maintain the integrity of the connection?
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And we may detect the date.
They're the systems. And then,
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you know, sales guys are adapting, marketing people are adapting. We do
329
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a more virtual events, of course. How do you you know, in
330
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distribution we talk about two currencies,
margin and mind share. By and now
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it's all about the mind share.
We still don't look after the margin,
332
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because the margin actually pays the bill, but the mind share is important.
333
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So we've adapted to build in mind
share as opposed to look at for pipeline,
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00:26:00.069 --> 00:26:03.539
and we look I talk about return
on influence now as opposed to return
335
00:26:03.579 --> 00:26:11.339
on investment. And when people return
to the next normal, that influence is
336
00:26:11.420 --> 00:26:15.779
going to work for you in gold, you know, and and that's what
337
00:26:15.900 --> 00:26:17.619
we've got to so we're going to
think the way, you know, be
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00:26:18.180 --> 00:26:21.849
with sales guys now and we're going
to have five hundred sales guys for one
339
00:26:21.930 --> 00:26:25.250
company tread in the streets of London
in the future? I doubt it.
340
00:26:26.130 --> 00:26:29.970
Or we might do is have fifty
and we might have two hundred and fifty
341
00:26:30.089 --> 00:26:33.400
working like this. Yeah, that
makes no sense, you know. I
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mean. So there's there are going
to be some districcations, there are going
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00:26:37.599 --> 00:26:41.920
to be some changes, there are
going to be some opportunities. Going to
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be a massive opportunity for the channel
here. So it's like work on return,
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00:26:47.230 --> 00:26:51.910
on influence and build the people's mind
share and then, you know,
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reimagining the future. What are those
architectures look like? What are those reference
347
00:26:55.950 --> 00:26:59.269
architectures look like? But different,
you know, for Disserc you know,
348
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I had my sister in law talked
about waiting for an hour online on being
349
00:27:03.779 --> 00:27:10.180
queue website, you know, waiting
for an hour online to be served,
350
00:27:10.859 --> 00:27:15.769
you know, for an e commerce
transaction. And what what's that all about?
351
00:27:15.970 --> 00:27:19.210
That means they weren't set up from
an application delivery or a good old
352
00:27:19.289 --> 00:27:25.210
low balancing perspective right to you know, give that say. They weren't right
353
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size. It is a capacity,
you know, how much storage. An
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00:27:29.569 --> 00:27:33.160
extra date there if we created where's
that being stored? It might be Amazon,
355
00:27:33.200 --> 00:27:37.720
as you're Google or whatever. How
can you get that back? Is
356
00:27:37.759 --> 00:27:40.920
it you know? Is it cost
effective to get it back? If you've
357
00:27:40.960 --> 00:27:44.470
done it, Howard, the probably
isn't. Have you got the right communications
358
00:27:44.549 --> 00:27:48.230
it was? So you know,
there's lots of board rooms up and down
359
00:27:48.309 --> 00:27:53.869
the country, there's lots of boardrooms
globally that are really looking at their technology
360
00:27:53.950 --> 00:28:00.140
infrastructure and saying, I don't think
we had this right. The tape is
361
00:28:00.220 --> 00:28:03.420
still on the exhaust. We we
either need a new car or we need
362
00:28:03.460 --> 00:28:07.740
to subscribe to a new car.
We need a brand new exhaust and a
363
00:28:07.819 --> 00:28:11.700
redundant exhaust that we keep in the
trunk just in case. So so I
364
00:28:11.740 --> 00:28:17.289
think there's a huge opportunity to go
out into the channel and influence those that
365
00:28:17.609 --> 00:28:22.250
thinking. The second opportunity I see
for us as we reimagine the future is,
366
00:28:22.450 --> 00:28:25.210
I'm you know, there's a big
bet that there is going to be
367
00:28:25.250 --> 00:28:27.200
a dip. There's a big bet
there is going to be some sort of
368
00:28:27.319 --> 00:28:32.720
recession and people should be ahead of
that game also and adapt to that.
369
00:28:33.440 --> 00:28:41.950
And Technology, as always thrived in
difficult trading circumstances, in recessions, yes,
370
00:28:41.549 --> 00:28:48.789
because we need to automate more and
and we have and and obviously we
371
00:28:48.950 --> 00:28:53.109
need to improve productivity more if we're
going to go through those difficult times.
372
00:28:53.109 --> 00:28:57.500
So I think the IT channel should
come out at this stronger. There's a
373
00:28:57.700 --> 00:29:04.900
huge opportunity for vendors with good,
innovative technology of solutions and there's great opportunities
374
00:29:04.940 --> 00:29:11.890
for the channel, so long as
they have an exploited the situation and so
375
00:29:11.170 --> 00:29:18.529
and take an advantage of some distressful
circumstances and they would have built up their
376
00:29:18.690 --> 00:29:22.250
brand image, their equity, their
influence, you know, their mind share,
377
00:29:22.890 --> 00:29:27.240
and should really focus on those two
areas as they reimagine what the future
378
00:29:27.240 --> 00:29:32.000
may look like. That makes sense. We're sexual much fine sidebury. I
379
00:29:32.160 --> 00:29:34.240
really appreciate it. You you to
the time to be with us today.
380
00:29:34.519 --> 00:29:37.400
If anyone wants to get in touch
with you, which is the best way
381
00:29:37.440 --> 00:29:42.309
to engage your bury, ill to
reach out to you and just the normal,
382
00:29:44.349 --> 00:29:48.269
the normal ways, give you a
call in yeah, whatever. You
383
00:29:48.390 --> 00:29:51.309
know, I always I don't really
get my details out, not because I'm,
384
00:29:51.470 --> 00:29:55.380
you know, precious about I always
think if people really want to get
385
00:29:55.420 --> 00:29:57.900
old of me, they will.
HMM, and means that they I they
386
00:29:57.940 --> 00:30:02.059
didn't have my contact details and they
found them out. Well, they do
387
00:30:02.259 --> 00:30:06.859
is I love a chat with them. Yep, that's well, many things.
388
00:30:06.900 --> 00:30:10.490
Once again, bury was as alo
as a great pleasure to have you
389
00:30:10.529 --> 00:30:12.490
on this show today and you and
thank you very much for having me.
390
00:30:14.890 --> 00:30:21.559
operatics has redefined the meaning of revenue
generation for technology companies worldwide. While the
391
00:30:21.640 --> 00:30:26.319
traditional concepts of building and managing inside
sales teams inhouse has existed for many years,
392
00:30:26.759 --> 00:30:32.559
companies are struggling with a lack of
focus, agility and scale required in
393
00:30:32.640 --> 00:30:37.910
today's fast and complex world of enterprise
technology sales. See How operatics can help
394
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your company accelerate pipeline at operatics dotnet. You've been listening to be tob revenue
395
00:30:45.509 --> 00:30:48.829
acceleration. To ensure that you never
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397
00:30:52.940 -->
time,
