116. Mark Schwartz, Trimble - The Best Kept $2.31B ARR Secret Bridging the Physical and Digital Divide

Welcome to the podcast where heavy industrial industries meet the venture capital ecosystem interviewing both thought leading investors and pioneering founders to better understand the opportunities and challenges that lie ahead for digital industrial innovation. Your host is Ty Finley and this is the Heavy Hitters Podcast. Shortz joins us today from Denver. Mark is the Senior Vice President responsible for Trimbles AECO Software Sector, which encompasses Trimbles Construction Enterprise Solutions, Civil Infrastructure Software, and Owner and Public Sector Businesses. Prior to taking on the AECO role, he served as the SVP responsible for Construction Enterprise Solutions and as Trimbles Chief Digital Officer, where he led the transformation initiatives of Trimbles Business Systems processes and infrastructure to better serve customers through the transition to as a service business model. And since joining Trimble in 2010, he has held several general management roles across Trimbles Construction Business as well as serving in several senior management roles in finance and technology. Well, Mark, one minute we're in Vegas, we're walking around on the Trimble Dimensions Innovation Showcase floor. I think there's race cars over here, massive gold chains representing the marketplace, and necklaces that was pretty fun to see. And now we're here on the pod to debrief it all. What a fun 2025 it has been. Thanks for joining the show to help us bring us home strong in the new year. And welcome to the Heavy Hitters. Thanks, I thanks for having me. It's been a wild ride and a wild few years for sure. Oh, if we're going to talk all about it, Trimble on a complete tear in every way. So we're going to can't wait to tell the story here. But we always start the same spot. We're very, very, very, you know, brief introduction. Give us more of that color commentary on the career journey. One point going from an accounting controller background. So now you're the SVP at Trimble, leaving the company's largest division in a ECO, bringing home force. Yeah, no, I was tell people I'm recovering accountant. And I've done a few jobs since my finance background. I still lean on my core finance background in my day to day. And so it turns out I was better at better at some other things. And so we've taken a wild, a wild ride here at Trimble. I led one of our joint ventures with caterpillar in the in the software and equipment space. A bit in the construction segment here at Trimble for my for my entire career, other than leaving our digital transformation effort. So that was my three year vacation, a corporate. Before I came back and kind of put those playbooks, we built into practice here within the ECO segment to really convert our business models over to as a service to implement our connect and scale vision, connecting our technology together, scaling ourselves, scaling our customers. And connecting workflows from the digital to the physical and back to better empower customers to be more productive and to build better faster, cheaper and greener. Right on. Well, integral to the foundation of all the fun things we're going to talk about that you guys are announcing and continue again to have a tear in 2020, 25, so let's do this. Yeah, you know, give us a little quick overview of Trimble, many in our audience might I'm sure familiar. It's a household name for those in the construction industry. But some maybe not as appreciative of the broader spectrum of what is now behind this $2.3 billion ARR giant, which today has, I think you'll have more than 11,000 employees operating in 40 countries all around the world. Several essential as you guys call them industries set the stage for anyone just on the breath of Trimble a little bit. Yeah, I mean, you'd say well known in the industry and I'd say the best kept secret and we don't want to be a secret anymore. You know, it's it's in some aspects of our business that are core to our DNA like survey and geospatial and GPS positioning where where the company was really, really started. Over 40 years ago, we are extremely well known, but the company is much bigger and much more diverse than those days and you talk about seeing things like the NASCAR response or on the show floor or relationship with Liverpool is about getting our name out there and being better known for all of the things we do, which isn't just survey and geospatial. We have gene control systems and positioning systems were also in design. We have ERP systems for for construction. We have steel fabrication, software, we have pre designed software and conceptual design modeling takeoff estimating all throughout the construction, construction continuum all the way to the owner and the asset life cycle management. And it's also a big change in the process of creating and innovating construction across the entire construction continuum and ecosystem today. And it isn't always well known that we participate and in addition, that was also the transportation segment where we're doing the same thing for the transportation industry. We're going to start from shippers to carriers in financial systems and scheduling and routing and mapping technology. So it's a quite big robust global company. As you said, over 11,000 strong working every day to serve these segments and and and improve productivity and profitability for our customers in ways that they they've never been able to achieve. Now, why I highly encourage anyone listening that maybe didn't know as much check out the website. These guys are truly sitting at the center of physical blending digital as all of the tailwinds are behind all of these sectors and obviously as iron spring. We really look up to you guys because I think you know, like you mentioned transportation, Keating and corn house are being great allies amongst many, many others just the breath incredibly impressive mark. So we'll let that sit there. People do the homework, but we're here to talk about your construction division. So let's kick off where we left the chat off in Vegas. And we're just I think it's only just a little over a month from that Trimble Dimensions user conference where the company made a number of major announcements related to AI topic of the year, of course, in its construction solutions. So you know, from an agent to AI platform and now the Trimble agent studio to project site 360 capture, which is enabling AI powered reality capture to even the expansion of the Trimble marketplace with more integrations in the project site, you know, with maybe even external AI innovators like document crunches, you know, we share investment in. It was truly hard to keep up with all of it. And so, you know, aligned as Rob, your CEO Rob painter outline, this is all obviously built upon and made possible by that long standing Trimble and connect strategy that you mentioned earlier in the chat. It's paying big dividends now as well as in my opinion, your own big lift as the prior Chief Digital Officer for the company, we're really getting more of that data and connectivity foundation all laid. So let's break all this down here, simply put why was Q4 2025 Trimble Dimensions, why was it the right time to launch publicly with all of this AI push what what was the tipping point? Well, I mean, the first, the first thing to notice Trimble's been working with AI for years and we've had artificial intelligence based solutions in our products for a long time. Well, AI is the new hot thing to talk about actually is technology that's been around for a while and Trimble's been at the center of that, whether it be machine learning models or, or other photogrammetry based systems, we've been working with the technology for quite some time. The big shift for us is Trimble's never been a company that gets out there and pounds its chest, we're, we're humble at our core. You know, we, we've often told you been told by our customers, you know, you always bring the steak, but where's the sizzle. And we've let our solution speak for ourselves in this day and age, though now with the developments around around AI, around gender, AI, around the buzz, you know, our customers were asking us more and more for what we were doing and what our direction was and where we were going and no longer was it okay for us to to let our products and let our technology and let our capabilities speak for themselves. We had to get out there in front and tell them what we were doing, tell them why we were doing it and tell them when they'd have those capabilities because we were starting to get asked every day. And the reality is we were doing way more than anyone knew. And so it felt really good to get out there and say like, like, this is who we are, this is where we are and where we're going. And I think we took our customers a little bit by surprise. I think they, they felt, oh, wow, these guys do get it. They, they are listening. And we know how to business plan around the things that they're talking about now. So it was a really big day for us. It was the right time to kind of bring the customers into what we've been working on and get some new capabilities in the market, which includes our architecture and design artificial intelligence package, which was released to the market earlier, just just earlier this week. this week. late last week. That's out there. It can be it can be bought through SketchUp.com through the Trimble website Trimble.com and that enables multiple agents to be used within your SketchUp design package. Yeah well there was a ton of sizzle on top of the steak. I actually had to go back and all the press releases are listed on the website. I had to make sure I spulled up so I knew what we were about to get into because we could take the conversation in so many different directions but I do want to say what a timely moment to do it as well because I agree with you. We're in a time where you see it was the all-in-podcast guys. Just last week's drop they're now starting to give flowers to construction as the industry that AI has a lot of potential and they went on to discuss about it and so there can be a vacuum either AI is going to be defined by one group over here or it can be defined by another group over there in a very different light so the idea you guys are getting out there and branding it more as the folks actually powering a lot of these job sites I think it's great and maybe aligned to that you did a great job on stage. Your talk was entitled How Innovation and AI are rewiring the AECO industry so I had the benefit of listening through it but maybe give a couple more nuggets that kind of goes deeper into the why now. I mean for us it's a natural extension of the journey we've been on since Rob painter became CEO in 2020 where he's talking about you know connecting workflows connecting data, Trimble moving to a company that relies more on data to deliver solutions and benefit to our customers and value creation through the use of data and that meant that the data had to work together and frankly from our perspective standards and the industry which we probably realize we're not we're not moving fast enough and we had a leadership position in that now look in 2020 AI was not buzz it was not the talk of the town it turns out that that work that groundwork was foundational to what you need to do to be successful with this technology and so what I was talking about hub on stage was really about the intersection of those two points where we've been talking about connecting these data and this workflow and we've been working on putting ourselves in a position for that to be the reality of the industry and simultaneously you know AI and even the the extension and growth of the capabilities that surround AI which not everybody talks about have totally enabled and poor gasoline on that strategy so when you start talking about capabilities like MCP servers and self-discovery of data sources and no longer needing to have these massive data lakes to accomplish being able to provide intelligence on top of data layers all of that came together and kind of a super cycle over the last year and led right into the direction of Trimble and what were what were squarely positioned to deliver to our customers which is you know better decision making faster decision making based on data that they already have that resides within our systems were over a trillion dollars of capital asset programs transit through Trimble systems today and you know millions of design models and so the combination of that and the ability to provide intelligence and decision making on top of that data was really important to our strategy and and you know it always helps to get to get a little tailwind for the technology out there so you know it really played right into where we wanted to go and and and is an amazing enabler and that's what that's what we're talking about with our customers and you know historically there'd be tremendous loss of data fidelity as you move through the application of the construction industry and workflows moving from one system to another to another and the way I look at it is it has to work like air traffic control systems where there's systems of systems working together multiple systems of record that have to talk to each other in real time to be able to achieve the fidelity and decision making and benefit that artificial intelligence can can put it up it doesn't matter if your plane leaves on time if you get diverted and land in some place not your final destination and wind up eight hours late so the whole system has to work together whether it's you know an air traffic control whether it's radar ground systems air traffic control personnel and people talking to pilots and navigation systems radar all that has to come together just like it does in a construction site to work together to deliver best outcome and and I think we've we've reached a time where now we can kind of bend the curve of productivity and construction that's been flat since the 70s without anybody really being able to to fundamentally you know alter that outcome and I think now is the time where that happens yeah and definitely reaping the rewards of again we've said it a couple times the connect and scale strategy really coming to life on top of what you guys as you mentioned I've been doing for a long time and now able to help your customers because that foundations late it's it's incredibly impressive what one piece I also want to ask a little bit deeper around one of the announcements for the marketplace the marketplace was expanding and I'd say it's beyond clear from my vantage point as an early stage built world VC guy and feedback from any of the contact founders I've talked to throughout the year triple has really committed and is putting that investment into build up an open and interoperable construction industry ecosystem again maybe from my vantage point of investing in contact over a decade now this was definitely not the case uh it's circa 2015 etc uh from any industry side so tell us more behind the scenes though why the marketplace push has become so important to Trimble well you know I think we've been talking a Trimble about being open and never creating walled gardens with our technology we believe but the data is is our customers data and and they should gain the most value and we know that they use multiple systems that go beyond Trimble systems and so in order to achieve you know our strategic mission which is to transform the way of the world works in order for that to happen we have to allow our solutions to work best with as many other solutions as possible and you know we talk about you know okay it's one thing to have a strategy on a piece of paper but if I want to know what your strategy is I'll look at where you're putting your money and I'll look at where you're making your investments and in this case we're putting our money in our investments behind the marketplace being easier to work with and again it was a little bit of another one of our best kept secrets as we had hundreds if not thousands of integrations done with construction technology companies and customers and partners and ISVs all around the world but it was really hard to find them and they were in multiple places and we used multiple different types of contracts based on what business we're in so this goes to the scale and connect and scale one we had to we had to provide a scalable environment for these partners to work in and to grow their business and a scalable environment for our customers to be able to easily onboard new technology that advanced the technology they already had from Trimble and we also had to empower the developer community to build off of these platforms that we're putting out in the market so you know the whole industry can benefit from the mass amounts of data that's being created from all of these digital systems and so you know the intersection of those things for us was the marketplace that's the investment we've made we pushed it substantially forward over the last year we got a lot of work to do the team is very confident in the direction I am as well on the feedback has been really positive for the customers and we're just getting started this is the early innings for us as we talked about it dimensions we'll have a we'll have a developer conference event in dimensions as part of that conference next year trying to capture that that those developers and try to help train and empower them and accelerate what they're doing to build off Trimble capabilities and help help our customers and help the industry do what they do yeah I'd forgot about the developer part of the conference next year I mean what more does that speak to how how open you're trying to drive the marketplace and you know I'd encourage everyone to check out the marketplace you can find it on the website and obviously it's not just startups in the marketplace but a lot of them are listening go check it out some great allies doing some amazing things and and if you if you couldn't tell from being at dimensions shout out to Kristen and Elliot over Trimble Ventures the startup competitions here the flywheel on the innovation showcase floor around all of this marketplace it was really energetic so I highly encourage everyone check it out it's gonna be fun to watch as it develops in 2026 I want to move us forward here And I think we're really humble, right? We started talking a little bit about these buzzwords of MCP, you know, standards over here and helping connect data and there, you know, AI just happens. None of the AI, as we use the word loosely, it just spools up overnight, obviously. And I actually think, you know, back to one of our conversations, ways back in Austin, you were discussing a little bit about all that internal experimentation of agents that you'd had going on within your division for a long time, right? Kind of the dog needs to eat the dog food internally before you ever make it external, et cetera. So to this point, let's reference back actually to your prior chief digital officer days. For the next question, maybe as a setup, I did catch an interview about three years ago. You said, "The biggest thing on my plate right now is leading the digital transformation that is happening with the Trimble, which is particularly interesting since we are also a company that is focused on helping other industries through their own digital transformation." Yeah, no pressure mark, right? Something like that. Right. To that point, there are likely lots of folks in our audience much earlier on their digital transformation journeys and all have a big desired leverage AI coming out of this 2025 inflection point. I think we could all agree on that, but they don't have a clear strategy or really that know how to get to that in state. So share with us a little more on Trimble's path that took place in order for you to reach that digital maturity, if I'll say, that was either on display at Trimble dimensions with all the AI construction announcements. We just mentioned, or we mentioned them earlier, but the Trimble transportation guys did an awesome job at their insight conference, announcing new things like the AI-powered Trimble TMS for the transportation business. So all of it said, "What are those big rocks "that got right on the journey to help summarize some takeaways as best we can for this audience in a pretty big topic here?" Yeah, I mean, it's a huge topic. And as we talk about transformation, it's also a high risk endeavor. The data suggests that these large-scale transformations fail over 80% of the time. Which of course-- GE Digital during those days, if you remember that, right? Yeah. Good efforts, but yeah. The big question becomes, why did I take the job in the first place? Knowing that was the failure rate, but I like a good challenge. One of the biggest things you have to focus on is that you can digitize anything nowadays. And many companies went through a process and many of our customers have gone or going through a process, a digital transformation is going on for some years. But in many ways, it was digitizing inefficient workflows that existed today. And I kind of like in that too. That was ERP in the '80s and '90s, where customers would implement a large-scale ERP, whatever Oracle, SAP, whatever they're using. And they would customize the software relentlessly to meet the needs of their existing workflow. And we saw that a little bit in construction over the last few years, where they would take their workflows many times inefficient workflows and digitize them. And you do get productivity, by the way. I'm not knocking that. You do get enhanced productivity. But it's a much lower level of productivity that you get from true transformation. And true transformation starts with looking at your people and your process and your technology, but kind of in that order. You write a strategy, you wrap your people around it, you build your process around those people, and then you put the technology on top of that in a scalable way, and not customizing it, using it the technology as it was intended to use. And that's where transformation and exponential productivity happens. And so for Trimble, what that meant is rewriting how we did everything that we did from the bottom up. It meant re-implementing technology to support that strategy. And then it was fundamentally changing everything we did. And that's to fully take advantage of the technology that's out there today. That's part of what has to happen. So a good example of that is we can give AI tools like cursor and GitHub Copilot to our developers. And we see 8, 12, 15% productivity improvement by doing that. And that's great. However, if you transform the structure and roles of the development teams to be built for AI, and then you put those same capabilities in their hands, you can see 30, 40 or 50% improvements in productivity. And that's the change that we need to now see happen in the organization to really take advantage of this technology at scale is to fundamentally change the workflow and process out in the field. We know customers that have 10, 12, 14 different project management systems. They don't even capture the same data by project. So it's really hard to layer technology on top of that to provide insights and better decision-making because the data itself is so inconsistent. So we need the customers, the industry, to step back and say, what about our businesses fundamentally and strategically important to us as a differentiator for how we do our business? And what is just me too? And when it's me too, you got to change your workflow to use out of the box technology at scale and then only bend the technology when it's absolutely mission critical strategic as a differentiator for how you operate as a company. And I think we're really quick to say everything strategic, everything's differentiated. That's who we are. But the reality is, I think 80, 90% or more is really kind of me too, stuff. And then there is some secret sauce. And you need to harness that secret sauce and that's where you want to spend your dollars and your capability enhancement, not on how do I handle the support ticket for a customer. I mean, that's kind of pretty standard across the board. And so I think it's really-- all of us have to be hard on ourselves as we go through these transformative endeavors to really separate those two. If you're really hard on ourselves about when we're a special snowflake and truly different and when we're not-- That's a great point. Yeah, I hadn't thought of it in the me too framing. But the journey is worth it as you guys are seeing. And again, as we've watched this large language model battle play out, it still-- it blows me away. And a lot of founders are seeing this. And you guys have as much access as anyone, the deep vertical data that you can bring that actionable inside or the de-identic workflow to talk about a huge opportunity to whether they call them small language models or whatever the fun buzzword of the day is just an incredible amount of value to be gleaned out of that if you take this journey on the right way. Is the cry here to get people off the sideline if they are. And maybe to that point, you said the word people first out of the three components could not agree more. At the end of the day, at least I've seen from our startups trying to sell it. It's not a technical problem. It's always the people and the culture are they ready for a solution like that. And so my question to you is a leader across many of Trimble's different units. What was it that you guys did culturally that got everyone aligned that this AI push-- you've been experimenting and you've been deploying it for a long time-- how did you get everyone on board for such a big push? As opposed to everyone just, this is the next AI buzz wave. Right? It comes and goes. And we'll figure it out as we go. How did you get everyone aligned culturally? Well, we've been through a few transformations, so we've had practice and change management. But I will say, I leaned into the quote, that for which you did not build, you cannot understand. And based on that thought process, we put AI capabilities early on in the hands of every single Trimble employee. So every single Trimble employee uses at least one AI base tool every single day as part of their job. The reason why that's important is because we got to dispel the myths. I'm not a protagonist. I don't get up in stage and say it's going to replace everybody and blah, blah, blah, blah, I just don't believe that. I actually do believe, though, that it can enhance everybody that AI capabilities, when used correctly, can make us all more productive, can increase the number of it bats we have in terms of decision making, and increase our batting average in terms of getting those decisions right. The ability to analyze data is so much better than it was before at the amount of data that you have when you make those decisions as a leader is extremely enhanced. And we needed everybody to see that, feel that, use it, find their way through it. And I think by using it, everybody found out, what was real about this technology and what wasn't. So, we're going to start. Instead of just us telling them, trust us, we said, see for yourself, go get it in there and use it. We did it in a very, very unstructured way to start. Just here's all the capabilities. The only requirement is that you use it, not what you use it for, not how you use it, but just use it. And then we slowly built up what we call AI days here, where groups of large groups of people, maybe a thousand people in a call, would get in a group of people on that call, would share new and innovative things that they had done with the technology they'd found. And it was like, oh my God, you're doing that. I didn't know you could do that. Let me see if I could do that. And it kind of started to spread culturally based on that. We've done a number of these AI days over the last 12, 18 months. And it's really kind of created a culture of curiosity. And excitement at the same time about kind of an innovation cycle about the art of the possible and what could be done here and kind of our own team's competitive desk going, oh, you did that. And I want to do this and try to up the game and push in the technology forward. And out of that was born our Trimble agent studio effort and kind of this ability to now bring that into a central platform versus the fragmented start just to get it going. And then once you get all these people excited and they're all building off a complex platform, I mean, this is a rocket chip now of innovation that's kind of self-created and self-generated in a way that's worked out very well for us. And we're very, very excited about it. And it's still pretty early. But we like, we definitely like where we are with getting the employee base to really understand the employees. AI is not coming to replace everybody, but those that use AI effectively will outrun and will start to replace those that don't. That's for sure. - Yeah, empower people. That's awesome. I didn't know y'all said, "Hey, everyone start using this in your daily workflow. It makes so much sense because you go directly to the source is how you dispel all these myths and I couldn't be in your account more strongly. This nomenclature of jobs, like we need to break that apart. There's occupations and there's activities within those occupations. I don't believe for a second that there's just a bunch of occupations that are just going to disappear off the planet. The activities can be changed, made more productive, higher paying, 21st century, maybe digitally oriented, but you do have to put the work in to take that evolution of those activities and gain all that productivity. And then you unleash a bunch of fired up people like the ones I met at Trimble Dimensions because everyone's empowered by these tools rather than maybe having their myth of what they actually are. So, amazing job Mark. Love it. I hope everyone listens. That's a good one to get acted on in the new year quickly. But moving us forward here. The last question. I want to zoom us out a little bit. Clearly, 2025, a massive year for Trimble. Many significant accomplishments across both product releases in various industries. And also, your financial results. I think the Q3 earnings called out record ARR. Again, 2.3 billion. I don't know how that's a uncapped secret in your word. But record gross margins, raising full year, 25 guidance, and very recently refreshed a $1 billion stock repurchase authorization. So, with, in my opinion, Trimble, a harbinger for all things, bridging the physical and digital worlds together, the logical question as we sit here in December, let's get our crystal balls out and ask where everything is headed. In 2026. And, aligned to that, you mentioned in a couple of your recently been posed, how we finally, we're moving past the legacy ways of operating in industrials with these, well, we need to do it with fragmented paper-based workflows. And, you know, all these disconnected software systems with data siloed all over the place. Like, the question is, do you think 2026 actually becomes an inflection point for these broader industrial industries, given the unquestionable impact that 2025's AI races has now played out? And, I'd use kind of another really recent quote, Mark Cuban goes so far as to put it more bluntly on X, there'll be two types of companies in the future, those that are great with AI, and those that used to be in business. So, Mark, where do you see thing headed, where do you stand on all this in our sectors? - Yeah, I think Mark Cuban thinks similar to me. And, Mark, I should say, I think similar to him, where I do believe that those that are effective with this technology are just gonna separate themselves. And, I think that plays out into our industry. I think the companies that lean into the transformation, true transformation, fundamental change in workflow, rebuilding your teams to take better advantage of the latest and greatest technology will become a massive strategic advantage in a highly competitive world, where every dollar, every percent matters, and speed and accuracy are critical. And so, I believe you're gonna see our industry, or at least certain industry leaders, and you've already seen it, from companies like AE, Com, and others that have even done acquisitions in the spaces that they know that the race is on. And, you know, the companies that are effective with this technology will be able to bid more aggressively, they'll be able to deliver on those bids more accurately with higher profit levels, and they will become massively advantaged to those that have not transformed, or the worse that are still doing things on pen and paper. And so, I think you're gonna see some separation. Now, I don't think it's gonna quickly get to the, maybe Mark McEuban's philosophy, although there'll be those that out of business. I think maybe over time, I think more likely what happens is a couple are gonna get out in front and set tone. And I think you're already seeing that with AE Com's recent acquisition in the AI space. So, some are gonna get out in set tone. And then, I think you're gonna see a lot of the bigger players and the mid-market players that are gonna really start to push in this technology and try to go through these transformations. Some people will not make it through because it's art. And it comes with a high failure rate. My coaching to them is, you know, focus on change management and focus on your people. And if you get that right, the rest of it will work itself out. But I think that's what you see in 2026. Is I think you see the races on to be effective with this technology and create separation between the competitors out there in the field. And that's gonna play itself through. And I think that's probably the next few years. And I do think we will finally bend that curve and productivity that we haven't been able to do at scale in a very, very long time. So, this is the time to be in this industry. This is the time, it couldn't be more excited. I mean, for them, they're not just using AI and they're building AI. I mean, these guys are out there, you know, putting data centers as fast as humanly possible. And you have trillions of dollars of committed capital around the world to this effort and data sovereignty and even behind that is the power infrastructure that it takes to power these things that also has to be built. So there's a lot to be excited about here as these companies are not only transforming themselves and embracing the technology, but simultaneously building the capabilities of this technology at the same time. So, couldn't be more exciting time to be in the industry. No, I agree. It is not just another way, but truly at the end of 2025, maybe less saying the word AI in podcasts than 2026 'cause it's just a part of everything like cloud was, like mobile was, but your spot on, Mark, the signals are being set right now. You mentioned AI combined, consigly to bring all those AI tools in-house to what they do. You guys clearly at your recent conferences, you've set the tone. I know that. You got CH Robinson, right? The 800 pound freight brokerage gorilla on earnings calls, saying, look at the actual op-X savings we're getting from the lift of deploying some of these agent flows. That's pretty powerful. So I don't think it could be more clear. I think it's incredibly exciting and now those that really engage, I think they'll reap the rewards going into 2026. So here we go. Well, Mark, let's wrap up a little quick hiter section with a little rapid fire Q&A. If you're ready, we'll jump in. All right, is there like a bell that goes off? Is this like the thing? No, bells. I'm not fancy enough podcast or barely know what I'm doing as it is, but here's the first one. What's a product or you'll call a company? I'm getting you out of leading the division. What's a product or company in the AEC ecosystem? You'd like to see someone spool up that you just think there's a huge white space out there right now. Oh my goodness. You know, that's a really hard one. You're serving a lot of those pain points. I get it. What's missing? There are so many. You know, I think companies, I'd like to see more companies that help people, that provide technology and toolkits to help move data around as companies look to structure more data to take advantage of this technology. You know, I think there's a tremendous opportunity there to help a lot of the smaller companies do some of the groundwork they have to do and that don't have the capital to make massive investments with consultants and large companies like Palantir and others. Yeah, would it almost be like a more vertical specific version of like the scale AI's of the world that are helping structure and allow you to do things with your data faster? Is that the ethos? Yeah, I mean, I think there's lots of companies that will help them do stuff with the data, but there aren't a lot of companies that will help them get the data ready for them to do something with the data. Yeah, very tough process cleaning the ETL data lakes, old word, but great. That'll be a good one. It'll unlock a lot of folks. Okay, what's a resource? It could be a book podcast blog, whatever you'd recommend to our audience. Could be in the industry, could be out of the industry. What are you reading? Most influential to me recently is a book called "Change by Dr. John Cotter out of Harvard." It was foundational in the journey I've been on for the last five, six years and really dig into the people aspect of transformation and what needs to happen. Awesome. Who's a person that should be on the show, helping us wave the flag and build up more of the presence for the ecosystem? Well, one, I just appreciate you doing this and continuing to press knowledge and information out there. I think it'd be really good to bring in maybe some of the key innovative executives in some of the leading construction companies that are putting this technology in. So, love to see you get maybe Dolores Mirazon from Hensel Phelps or Sirash from C.R.H. But yeah, there's a couple that are pretty tech forward and trying to do some pretty innovative things. And I think it'd be great to hear from the customer side as well. Yeah, those are all great names. And I think you mentioned, or at least Rob was on stage kicking off the mentions, John Jacobs over at J.E. Dunn with their journey, right? Another great one. So many great stories here that I think to some of the earlier discussion, lift these stories up because there are some amazing things going on. So hopefully we'll play our small part here doing that. Finally here, Mark, best way for folks to reach out to you after the show. You know, hit my LinkedIn. You can find me there and message me. I try to be pretty good about responding. I get a few of those a week, but yeah, I love to, I love to connect and especially here from our customers and potential customers out there, what their problems are, what they're trying to solve. And frankly, how we can learn from them and learn how to serve them better and be better as a company and deliver better technology and capabilities to help them grow. Right on. Bring the heat into Mark's DMs on LinkedIn is what I heard. So I like it. Mark, truly, thanks for coming on. I don't know how you reference to word best kept secret, but we'll take that underdog mentality. We can at least do our little part on this show to help tell more of the Trimble story. I truly encourage folks to check out the website, The Breets Incredible. But we got a heck of a lot of work ahead of us. And I do think some of these new technologies and enabling your people. As you mentioned, we can really make a big dent on the productivity curve as we go into 2026. So I'm excited for it, Mark. Right on time. Thanks for having me today. [MUSIC PLAYING] (whistling)