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The Margin is a podcast from MGI Research that explores the evolving world of business monetization. Hosted by MGI Managing Directors Andrew Dailey and Igor Stenmark, the show features candid conversations with founders, CEOs, product leaders, and industry experts at the forefront of pricing, billing, and revenue operations. Each episode dives deep into the strategies, technologies, and trends shaping how companies generate, capture, and grow revenue—from subscription and usage-based models to AI-driven monetization. Whether you're in finance, product, or IT, The Margin offers practical insights to help you navigate complexity and drive growth in the digital economy.
Andrew Dailey: For over 6,000 Salesforce CPQ customers, 2026 represents a year of decisioning. It's a choice that they have to make in terms of either going forward. with the latest and greatest iteration of Salesforce CPQ and Revenue Cloud. Which has gone through multiple naming, name changes and marketing, architectures, let's call it. And it's also a year in which many companies are questioning their investments in SaaS applications and how they're going to allocate resources between the existing portfolio and the pressure that they're receiving to invest in AI. So, we have with us today Mark Walker, the CEO and a founder of Nue, who's ideally suited to actually help us address both these questions. Mark, welcome to The Margin.
Mark Walker: Hey, Andrew, glad to be here. Thank you.
Andrew Dailey: So, let's just start with the basics, and with new. What's the founding story of the company and the genesis behind the name? Why Nue?
Mark Walker: Well, I knew. So, So, the name Nue came from the idea that we wanted to be the last word in revenue, and I guess it's not actually a word, except apparently in French, where it's not a very polite word, but that was what it was. It was basically the last thing you need to have in terms of getting your revenue stack together. And I wasn't part of that. Actually, the interesting part of the founding story is that it very unusually, and people think I'm a founder because it's very unusual to have an experienced CEO dropped into a seed stage company, and this is a very unusual company, but it was actually founded by Cheng Zou and Tina Kung, Cheng Zou being the original CTO of Zuora. And founding CTO of Zuora. And there's a great story about that, but essentially, Tina came up with a very clear vision of what the future would look like, and Cheng, I would say, very graciously, and to his great credit. decided this was her time, and he backed her. And so it's really Tina Kung is the genius behind Nue, the visionary, and then I joined later, by realizing how much we could do together that I could never do before.
Andrew Dailey: So, let's start with the AI side of the equation first. You compete in the sales quoting, CPQ, and billing space today, part of what we term agile monetization.
Mark Walker: How do you see AI impacting your customers and your market opportunity? Right, I think there's two facets to that, right? One is the way in which Nue was built enabled us to take most of the people you can think of in AI. So OpenAI, and Anthropic, and Glean and Jasper, and Legora, and Harvey, and Cursor Encoder, and Sierra and Anaconda, and I'm leaving out a whole bunch of amazing AI companies they have a need for immense flexibility. I think one of the impacts of AI both in the model originators and in the product companies is this incredible pace of change, right? And so, that means that you need to optimize for a different set of capabilities in your revenue stack, and one of those capabilities is the ability to very rapidly adapt to new revenue models. So. You know, our major customers are rolling out revenue models on Nue that they didn't even know existed or hadn't even invented or thought about. when they bought the software, right? And so, so that immense flexibility So AI causing that pace of change. Is, causing a different requirement for systems, and then the AI companies hitting that first, and then what we're starting to see now are scaled companies literally walking through the door going, you know what we're going to do? We're just going to buy what the AI companies all bought, right? So that's the one side. The AI leadership and the pace of change is changing what makes up the product good. The other side of it, though, is that this pace of change creates an enablement problem, right? Because imagine if you keep changing your product and pricing all the time, and so the other impact that, that's had on us is we had the great, good fortune of being able to build our agentic AI, on top of Nue but with OpenAI and Anthropic as the design customers. And so — and they're also, of course, the model providers underneath it. And so, that is going to be absolutely critical, because you can't retrain your sales team every time you have a new product offering. The Agentic has to help them sell it successfully, make changes successfully, and that's the second change. So the first one actually leads to the second one, and the Agentic part comes full circle, enables that pace of change to be actually absorbed by a sales team.
Andrew Dailey: So, one, you talk about how, kind of speed and an increase in the clock speed of companies. In particular, the AI-native companies, is really putting stress on people's quote-to-cash and monetization infrastructure. what else, or how else do you see that kind of manifest? Obviously, it's in the need to update pricing and bring it to market more quickly. Are you seeing a change in different pricing models? What else are you seeing?
Mark Walker: It's super fascinating, right? So there's, so one of the big things that happens And in fact, something that you've talked about before, and that people, other people, pricing consultants have talked about before, the companies that grow fastest were already reviewing their product and pricing fairly quickly. Instead of being annual or semi-annual pricing reviews on a relatively stable product base, now it's, like. Products being released in months to quarters, or new capabilities, and lots of mix-up in the experimentation going on in product and pricing. Part of what's driving that is that the markets are clearly telling people that you need to move to outcome-based pricing, or some non-subscription, non-seat-based pricing. The customers, on the other hand, if you talk to CFOs who are buying technology. they're not at all clear that they actually believe the outcome-based pricing models of many vendors. Like, they're not ready to adopt it. They're like, yeah, okay, but I kind of feel like I already know what my cost base is on this thing. I'm not ready to get rid of sales reps or something like that. I kind of like the model. And Nue, actually, we emerged right when this was starting, so we've always sold our software. using multiple different pricing models, because we have such a wide range of customers, and I think that's what more companies are running into. So, to give an example, you can buy our CPQ on a seat basis, and you can buy our invoicing on a transaction basis. You can buy our APIs on a per API call or per usage line basis, right? But you can also buy all those things on a percentage of revenue basis, and you can buy them on a committed revenue basis in other words, I will make a commitment you know, to a certain amount, and then go over. All those models we support right now, our customers are running headlong into that problem right now. So they're running into it and going. Oh, wait a second. When I introduce this new pricing model, some customers love it, and some customers hate it.
Andrew Dailey: That's right.
Mark Walker: And that's the interesting problem that we're seeing out there.
Andrew Dailey: Yeah, it's interesting, we talk about, multimodal monetization, or M cubed. And how, what AI is really going to drive is the need to meet the customer wherever they are. So if they want a platform-based fee with some kind of consumption on top of that, then that's what you're going to have to deliver. If they want pure usage, you're going to have to do that. If they want to maintain a seat-based model. or any combination thereof. Ultimately, it's not just kind of this linear progression from one time to subscription to usage to something else. It's everything all at once. And you're going to have to do that across channels.
Mark Walker: Totally, and what that means is that what you don't want to have is necessarily different products for each of those revenue models. What you really want to have is different revenue models on the same products, because Or at least to the extent that that makes sense. Like, obviously, if you're selling seat-based, and you're selling outcome-based Agentic ticket clearance or something. Those are different products they're not the same thing. One's a human being doing it, the other one's not a human being doing it. But if you're selling in the way we are, where we're saying, yeah, you can either buy the number of seats, or you can have unlimited seats. and unlimited API calls, and unlimited usage lines, and unlimited invoices, and unlimited everything in a different model, we still want those pricing models to be, coordinated, so we have some idea where the revenue goes. So there's a revenue recognition problem and a revenue attribution problem that's going to come out of all this, and in fact, many of the reasons why CFOs are extremely enthusiastic, even if they're not buying our billing, buying a CPQ from a billing company is because they understand that we understand all the financial ramifications moving downstream, so even if they're not ready to switch their billing system yet, which is basically everybody the old joke is you have to put a gun to somebody's head. Well, right now, everybody has a gun to their head. And so people are doing it, but the normal walk-in is, hey, let's get the ability to experiment, and hey, while we're doing this, can you help us understand the data that we'll be able to use to do revenue recognition in whatever system we're doing right now? So the world's going to get really, really complicated for a while, and then it's going to become simpler.
Andrew Dailey: As a CEO, what are you doing to drive AI inside of Nue? Not just in the product, but inside of the company?
Mark Walker: Right, it's a huge push, And, well, I mean, to be absolutely honest, we're paying a lot of attention to what other people are doing well. Like, in other words, I think anybody — what's that famous, I think it's Picasso, says bad artists borrow, great artists steal. I think right now, we're all going through this pace of change really quickly, and you need to benchmark on what other people are doing, but you also need to recognize that your actual view of what great looks like can be 3 weeks out of date, you know?
Andrew Dailey: Right.
Mark Walker: So, so there's different initiatives across the company. One initiative is to use Agentic capabilities to very rapidly consume the product and pricing that people put together already, be able to identify the areas of complexity. There's two types of complexity we're concerned about. One is things that are just not best practices you shouldn't have been doing in CPQ in the first place, right? They were bad ideas, and you definitely should not bring those over into Nue. And the second one is. things that you're doing that used to be good ideas in the old systems but are really not a good idea if you're moving to an agentic future. In other words, I'm having really frank conversations with people really quickly. It's really important we pull that forward in the implementation cycle, or even in the sales cycle, and so we have lots of tools They're being built to very rapidly analyze. You know, some of our customers have thousands of products, right? Very, very complex, and pull that forward in the sales cycle, or in the project cycle, so that customers can engage with that complexity, and then we can show them best practices. Across the rest of the company, we are definitely we have the great honor of using the products from our major customers, so we do use ChatGPT, we do use, lots of Claude products, we do use Cursor, we do use Glean. And we're really thinking about how to knit those things together, but, but we have products from Glean and Intercom and lots of the major of tools that have merged, and now what we're really trying to do is how to figure out how to bring those together, synergistically. And I think, what we're not doing, by the way, we have pretty tight rules around the adoption. of AI, because you think about the information that we have about our customers, no way, no way are we letting people experiment with their own AI. That's is definitely not happening at Nue, it can't happen because of what we would know, so it's very, very tight. Anything we're doing is in completely locked down, non-learning environments. So we're not training the model.
Andrew Dailey: Got it. You've been in the enterprise software, B2B, SaaS, and enterprise software for quite a while. I won't state how long, but—
Mark Walker: Long enough, yeah.
Andrew Dailey: Long enough.
Mark Walker: Yeah, yeah, no.
Andrew Dailey: Through multiple cycles, right? Do you think of AI as an existential threat? Like, if you look at the investment community today, they're basically pricing or marking down. SaaS companies and really considering AI to be an existential threat to a lot of different players. Do you think of it as an existential threat? Do you see it as additive? Do you see it as dilutive? How do you think about it?
Mark Walker: First of all, I understand the reaction. Like, I don't understand the reaction. I think that I would describe it this way. On the negative side, I think that for many companies, for many, many companies, their IP as a moat is dead. It was always the cost of somebody to catch up to you was going to be high enough that it represented a moat. I think the major moats that exist right now are distribution and data model and that's a data model, data. Actual data, right? So, the more data you get, the more, moat you have, because, moving data to other systems, moving between systems is always complex, and so you're building a mode as you accelerate. And so that's what's causing the reaction. On the other hand, though, buyers are not fleeing software products in droves, particularly enterprise software in droves. In fact, what they're doing is they're saying to their vendors, well, how can you make me more efficient? How can you deliver even more value? And I think we have to remember that the promise of this revolution and frankly, the threat to society at this revolution, is that a significant part of the labor budget one thing I'm paying a lot of attention to is the economy's ripping and new jobs are not. Like, that's never happened before, right? And so people, while people are saying, I'm not sure AI is making a difference, all that value is going into software. Now at some point, I suppose, we get to artificial general intelligence, and only machines use software, but I think we're a long way away from that, and I think the super cycle is likely to be that companies that are either already very closely aligned to outcome-based, and if you think about it, billing companies are completely outcome-based and they do things automatically already. Like, there's no human going, now I want to send a bill. That's QuickBooks, right? So those companies aren't getting dragged. The threat to them is that their customers are going to blow up, but I think that that's what we're going to see. We see some companies I would say Intercom is a really good example. In fact, a lot of the ticketing companies are way out ahead in getting to these things. And I think older school companies that do that are going to prosper and thrive and get more revenue. If you think that your job was making an interface for humans to type on things, that's probably going to go away, and therefore, you aren't a threat. Does that make sense?
Andrew Dailey: Yeah, I think your first point, though, is a really important one, which is Western economies aren't seeing any growth in the population. And absent population growth or immigration, you need productivity gains to grow the economy. I mean, it's really simple. Simple equation. So we're going to need to see, in Western Europe, in North America, in Japan, South Korea, we're going to need to see some massive productivity boosts to keep the economy growing. At the rate that's necessary to sustain all the spending that's going on.
Mark Walker: Yeah, I mean, I pretty much have a view of it it's going to be— I may be dating myself, but it'll be more like somewhere between the Jetsons and Star Trek than it is Terminator and, I don't know, The Road movie or whatever. Like, in other words, in the Jetsons, if anybody's not watching not old enough to watch the.
Andrew Dailey: Right.
Mark Walker: By the way, which was before my time, too.
Andrew Dailey: Beautiful.
Mark Walker: seen it. Everyone has a job, but it's not really clear what they're doing.
Andrew Dailey: Right.
Mark Walker: The job is so different from what we would consider a job because the world is heavily roboticized and is heavily prompted. You can see them doing things by just asking for it to happen, kind of like what also happens in Star Trek, except it's got, like instant stuff generation. But what the interesting economy in Star Trek is there's just this incredible abundance of everything. Like, therefore, people aren't driven, their first order thing isn't about how to eat, how to live. It's not a socialist society in the same way we don't actually sort of feel deprived of air because somebody else is breathing.
Andrew Dailey: Right.
Mark Walker: If there's so much abundance of energy and the products of energy, then all of a sudden, we could have a remarkably interesting society. So I'm much more on the optimist side than on the pessimist side.
Andrew Dailey: So, let's bring this back down to Earth here. many of Nue's customers are Salesforce CPQ accounts moving to Nue, And a number of you guys and a number of your competitors are targeting that migration, right? Those CPQ customers that have to either upgrade, which is a complete new implementation, or move to something else. What makes Nue a uniquely compelling upgrade path?
Mark Walker: Yeah, I think, we have a saying at Nue that to be great at something, you have to be bad at something else. Right? And so I wouldn't say that Nue is a great upgrade path for everybody if you're selling, you know. I don't know, helicopter parts, or configurable dishwashers, or really, really complex professional services were not a good path. Like, we had the very unfortunate conversation with meeting NVIDIA and telling them that we thought Logic was a better solution for them, right? And it was, and in fact, that's part of our culture is to be super frank with people, and they said we love Nue, it's amazing, it's beautiful, it fits part of our business, and we go, yeah, but most of your business looks a lot more like what Logic is extraordinarily good at you should go talk to them. And that was the hardest, the most gut-checking conversation I've had as a CEO, because it was tremendously painful to say that, and it was the right answer, though, for the customer. So, Nue is optimized for the future of what companies look like, and those companies are not all tech companies. You know, sporting companies basically sports franchises, and they have problems that look a lot more like tech problems than they look like in today's modern era, then they look like, I don't know. manufacturing problems and coming through our pipe. But generally speaking, by specializing primarily in what tech subscription, consumption, and hybrid companies need in their entire stack, not just in the CPQ part, but in CPQ and revenue architecture, which is an important new emerging, the API layer that you put Agentic on top of and the billing capabilities and the self-service, by focusing on that, just for that target market for these companies, which is a really big TAM, We can be awesomely dedicated to that, as opposed to trying to do that and manufacturing or something, professional service.
Andrew Dailey: Right.
Mark Walker: Let the other people optimize in different directions.
Andrew Dailey: So, software and digital goods, digital services.
Mark Walker: Yep, yep.
Andrew Dailey: Yeah.
Mark Walker: Absolutely. And so you can imagine that season tickets are basically a subscription-based business.
Andrew Dailey: Right.
Mark Walker: And they have very similar needs to some of our security-related customers.
Andrew Dailey: Right. Speaking of TAM, how large do you see Nue's TAM as, and do you see AI as expanding the opportunity, diminishing the opportunity?
Mark Walker: I saw a really interesting, graphic about this from one of the major investment banks, and forgive me, I forget who it is but actually, PitchBook made the same point, right? And so, actually, I think it was Evercore was the, actually, the person who did this. And they pointed out that it is expected that software, or services as software. So the AI, the new AI capabilities built into from software platforms are going to take about a 5 trillion bite out of in North America.
Andrew Dailey: Out of the labor market.
Mark Walker: Right? Now, that's a social problem, if they do that, because but maybe not if the population growth is tracking the way you think. It may actually just be purely there aren't people to do that anymore, and people don't do that anymore, and it's a $5 trillion but it's still a $5 trillion take. Well, every percentage point, normally what software gets to take out of the economy that it enables is something like two to three percentage points of the productivity gain. Sometimes it's more, but over time, it normalizes out to be not that much more, because there's lots of other things going into that. I think it could be more in this case. I think software could be taking a lot bigger bite out of that than, sorry, I mean, the billing systems and other things supporting software can take a percentage point or two or three. And so what that means is every percentage point or two is like billions and billions and billions and billions of dollars. So overall, I think. There's going to be a lot more revenue going through technology companies, and a lot more complexity and competition around how that revenue gets sized up. So I think overall, for the overall Revenue stack pie. really positive. On the other side, I think that that people have to be really careful who their customers are, because you need to be really partnered with your customers to help them make this transition, because if they don't make the transition, they're not going to be customers for very long, right? So I think the leading revenue companies, whether you think it's CPQ or billing or what have you, have to be laser-laser-focused that their main job is to help people grow the next generation of their revenue. It's not just to bill whatever they got. It's really a partnership now about helping a customer grow and adapt. And not just sitting there, oh, and saying, oh, I'm just going to harvest these people for the next 15 years. I'm not saying that people were doing that, but I think it's really clear that we have to focus on listening about what they need to grow and take market share, not just sit there and presume that their market share will be stable, because I don't think anything will.
Andrew Dailey: Well, you're kind of hinting at the fact that there were a lot of, a lot of SaaS companies, and frankly, a lot of PE-backed SaaS companies, that were largely milking the customer base and weren't delivering a lot of innovation. And we're not the only ones making that statement. I think that's pretty well known, certainly if you talk to customers. At least that's the perception that's out there. So I think your point about needing to enable customer growth and giving customers more agility. It's certainly what the customers are looking for, and it's self-serving, as you point out, because ultimately, if you give them more agility, they're going to grow, and it's a virtuous cycle for everyone. You've hinted at, at the opening here, you talked about some of the news customers. You guys have been really successful for an early-stage company in selling into large and small AI-native companies, whether that's Anthropic, OpenAI, Jasper, some of the names you've handed out there. What would you say is the secret, or what's important to understand When you're selling into those types of businesses, because internally, they're going through hyper growth. And the operations aren't necessarily as well-honed, and the processes aren't as consistent as you'd see in a 45-year-old company that's well-established and pretty mature operationally.
Mark Walker: Yeah, it's really interesting. I think there's a couple of things that people are maybe over-indexing on? Now we have lots of customers who are definitely not AI-native.
Andrew Dailey: Right.
Mark Walker: You know, public companies, and units of public companies, and 200, 300, 400, 500-million-dollar software companies, and bigger beyond that. Like, we have lots of people who don't look like that, and we do deal with the legacy complexity of those businesses, particularly the PE back ones that are rolled up, and they've got, like there's really 8 different businesses in there. But the AI companies, people think, well, those are Greenfield, right? Initially, some CEOs, one CFO said, said, I'm not interested in what the OpenAI and OpenAI went live in 8 weeks, kind of famously, which is great, by the way — says a lot more about OpenAI than it does about Nue, but they very graciously said it's also about Nue. You know, Anthropic 12 weeks Chilipiper, 13 weeks, right? Like, so these are vastly different companies, but these are still incredibly fast go-to-live times, and they're not the truth, you know, migrating a legacy half a billion-dollar legacy customer from two different systems into one system. But, But what people overlook is that the big thing that's changed is that these companies become hyper mature really fast. Like, in other words, they go from OpenAI and philanthropic, of course, were nurtured a long while, but oh, particularly OpenAI, but from when they actually became product companies to when they became multi-billion-dollar, multinational companies. that would happen really fast. So what actually is driving a lot of the AI company adoption is this, besides the need of experimentation and all that, is that they actually understand that they need a system that they are not going to outgrow. Right? Or, if they are going to outgrow it in a certain sense, because you know, they're very creative, innovative companies, that they're not going to outgrow the data model. In other words, they may decide to use it in many, many different ways, they may use our API basis or an Agentic basis, but they're not going to outgrow it, and that's really super important. So the main way we won them is we didn't treat them like little, tiny, greenfield we're so simple, and we sold them about their life cycle as a company over the next 5 to 10 years, and they realized that they wanted a partner like that. Which is, interestingly, exactly like the conversations we're having with These scaled companies, because they're coming into us and saying, Well, I want to understand Or you're going to de-risk this very tumultuous time for me? And so, us as a partner, talking less about technology, more about attitude and capability. And, and that, obviously, technology eventually we get down to all the feature function around the office of the CFO, which is super important, but, but a lot of the conversation is much more about. flexibility and our ability to support them than it is about, any particular feature, right? Make sense?
Andrew Dailey: Yeah. relative to the size and resources of Salesforce, just as an example, you guys are relatively small startup David versus Goliath. What are the typical concerns and objections that you get selling against Salesforce? And how do you deflect those? How do you answer those questions?
Mark Walker: Well, I think the first thing I always want to clarify is we don't really sell against Salesforce in totality. We are huge fans of the platform. We think that standing up data securely, at scale. flexible data models, securely at scale, is really, really, really hard. And if you think about everyone knows people think about what powers AI, and they think Nue, Metronome, Stripe, and that they don't think about is Salesforce. And it's not Salesforce Revenue Cloud, mostly in our case, in the.
Andrew Dailey: Right.
Mark Walker: Of course, right? But it is Salesforce, right? So they buy all these companies, buy lots of other things from Salesforce. We're really just competing directly against Revenue Cloud, and generally speaking, part of it is we go we don't go in and go. Yeah, we don't. you know, we don't go to anybody and just basically badmouth the competition. We go, this is who we are, we are specialists in what you do, right? The biggest thing we have going is we're specialists in what you do, and we have all the people who are making the future, right? So now, all those companies I mentioned we were in direct competition with lots of people, including Salesforce. So obviously, everybody would want those customers, right? And so we basically, our argument is we're specialists, we fundamentally understand this very, very well, we are subject matter experts, and our product reflects that. And that's generally how we win. So, it does come up occasionally, they go, hang on, how big are you? Right? But now, that's sort of gone away, because even for scale companies, they're like, well, what's the odds that nobody's ever like, imagine— I mean, obviously, Nue has no problem raising money, but let's imagine that. We did, for some reason, right? There's no chance that somebody doesn't want that asset, that customer. amazing. So, I think that's really gone away in the last 6 months, as people have said. Right, well, these guys have moved so fast, they have such an amazing customer base, and at some point, because it's infrastructure, the customer base becomes what secures the future of the company, and I'm very proud that we got there, but it's definitely made my life easier.
Andrew Dailey: Yeah, similarly, kind of in a similar vein, the Salesforce ecosystem, just overall in the industry, is formidable, right? They've been a tremendous asset for Salesforce as a company, and all of the companies and partners like yourselves that play in the Salesforce space. broadly defined. But the systems integrators and the consultants in that ecosystem, they're under tremendous pressure from Salesforce to help push Salesforce product. What do you do when you're trying to attract and build ecosystem partners, integrators, consultancies? What do you do in light of that backdrop to bring them into, kind of, news fold? And get them to bet part of their business on building a practice around Nue.
Mark Walker: I think there's a couple of things. One is, we take very, very seriously how complex a time this is for them. I always say, if you want great partners, you have to be a great partner, right? So we are constantly talking with the senior executives and team members that are major SI partners. And very quickly we have a fantastic SI base, like for a ridiculously good SI base for the size of company we are. And the reason for that is people like doing stuff that works. They like delivering projects that deliver value to the customer. They like the recurring ability. We also have a great recurring revenue model for them. But actually, I don't think any of our SI partners are really driven by that. It's just a way of them compensating their sales teams and other people that in a way, that makes it work. But generally speaking, the reason why SIs are coming over to us is is there's not a lot of customers who want to have, in this pace of change time. A lot of customers are coming to them and going, okay, hang on, the same thing that this major company said I was saying before, we're not going to build the future on old technology, please walk me through the new technologies, and I don't think that necessarily some of them are exclusive to us, I think a lot of them are not.
Andrew Dailey: Right. And they basically, they're being—
Mark Walker: Honest brokers, and they're saying there are two things. This one. is this one, and this one is used by everybody ever heard of an AI? And that's pretty interesting. And then we're working with them to help them properly scope the projects, making sure they have deep, deep, deep technical resources, and we're working to help make sure they don't have problems in their projects, and we stay really close with them to support them. But what's really clear is you think about it. all of SaaS has to re-platform in the next 18 months or 2 years, or they won't be around. Like, if you haven't actually made the change, and that's a tremendous amount of business, and when that amount of business is moving, people all of a sudden get pretty excited about making sure that they get a piece of it.
Andrew Dailey: What's the one thing every CEO should know about Nue, but doesn't?
Mark Walker: The one thing every CEO needs to know about Nue— Nue is designed for the revenue models we don't know about. In other words, everything else that you can buy is designed For this revenue model, or that revenue model, or this revenue model. When we look at our business, the future is very uncertain. Optimize on the product that was built with the knowledge that we didn't know what was going to happen next. And therefore, we can adapt very, very quickly for you. Literally, the models we're rolling out right now for the major AI companies, literally nobody in the world had ever run before, right? And no system was designed for it. Our system is designed To enable us to handle innovation. And that's part of Tina's brilliance. Like, her brilliance was to say. Let's presume we don't know what's about to happen next. What would a system look like that was resilient enough to deal with that?
Andrew Dailey: Mark Walker, thanks so much.
Mark Walker: Andrew, thank you so much for setting this up. I really appreciate it, enjoyed it immensely.