Global Payments Inc. ($GPN)

Okay. Well, thank you, everyone, for joining. I am very, very pleased and honored to have my friend, say, Cameron Bready, CEO of Global Payments here. This is literally the most exciting part of the conference for me for many, many reasons. Happy to have you here. Thank you, Cameron.

Very happy to be here. Thanks for hosting us.

We've been following the story, and it's very exciting. And as you know, we're big fans of you, a story, your team, Nate, everyone's here. So thank you so much. So let me just start. We prepared a few questions. And I think we're happy to take men happy to take questions from the audience as well. If we have -- if the time permits. So let's talk about you completed the acquisition of Worldpay from FIS in January, and you're simultaneously divesting TSYS, right? So can you talk about key innovation milestones that you achieved and then we'll take it from there.

Okay. Yes, happy to. So once again, delighted to be here. Thanks, Dan, so much for hosting us. Look, obviously, the acquisition of Worldpay and simultaneous divestiture of Issuer Solutions was a big sort of transformative opportunity for Global Payments. Exiting the Issuer Solutions business allows us to be a monoline merchant solution pure-play business, which strategically I felt was very important in terms of making sure we are well positioned for the future. The reality is we operate in a very competitive industry, and I think allowing us to be in a place where all of our time, effort, attention, investment and resource was going towards merchant solutions was the right thing for us to do to make sure we can continue to compete and win in the market as we move forward in time. And of course, Worldpay is a significant catalyst to the transformation journey that we began a couple of years ago. And obviously, I think the combination of the 2 businesses, better positions the combined company far better for the future to compete and win and either 1 of us is positioned, I think, on a stand-alone basis. So clearly, a scenario where putting the 2 businesses together really allows for differentiated outcomes in the future relative again to what I thought we could do on a stand-alone basis. So I think as of yesterday, we're 15 days in feels like 1,050 in many ways, but I'm enormously proud of the progress we've made. And I would say from a milestone perspective, the things we focused on most specifically in the early days, we're kind of as follows. First, we wanted to make sure we built the right foundation for the future. And we really took a good deal of time to think about our mission, our vision, our values and set the foundation for the culture that we want to have for the new global payments. And the good news is Worldpay and Global Payments have very similar cultures. And I think bringing those 2 cultures together is going to be a really positive thing for our company. But we wanted to make sure we got off on the right foot in establishing a strong foundation for the future of the business. The second thing we did was institute our operating model. And that operating model was very consistent with what Global Payments had transformed to over the last probably 18 months. And we had moved from holding companies, operating company, highly fragmented business. to a single unified operating company structure, and we move very quickly to embed that new operating model across the combined business as well as aligning our go-to-market activities across 3 channels: enterprise, integrated and platform, and SMB. And that work is largely done as well, and that was a big milestone for us. The third thing we've been highly focused on is getting the right organizational structure and leadership team in place. We announced the executive leadership team a couple of months before close, right at close, we announced the next layer of management. And we're in the process of finalizing and will, I think, this month or early next. The last layers of management for the organization and then aligning the rest of our teams against that new organizational and leadership structure. I think, interestingly, as we've done that work, it's been a great opportunity to really uplift talent kind of across the organization. In most situations, we had 2 in a box that we could assess relative to the needs of the business and we're able to choose the best talent and the best individuals who can help lead and drive the company forward given the things that we want to accomplish. So that's been a very deliberate process, but one that, I think, is going to yield long-term benefits in terms of establishing a very strong leadership team and a very strong organizational design that supports the operating model that we want to run. I think, interestingly, we're probably evenly split between Heritage Global Payments and Heritage Worldpay team members at the executive level all the way through kind of all the management levels. So I'm proud of that. And I think it reflects that there's really good talent in both sides and the opportunity to put that together will allow us to uplift talent kind of more broadly. And then lastly, we've established very tactical execution plans to go and chase. All of the expense synergies that we've targeted around the transaction as well as the revenue synergy opportunities that we expect to bring to life over the next 3 years as we work to integrate the 2 businesses. So really proud of the team. We -- today, it feels like we've been together for years as opposed to 150 days. But we still have a lot of work in front of us from an integration standpoint, and we recognize that challenge and we face it head on every day.

And touching on the synergies, you have some very ambitious synergy targets, but we're doing about $600 million for cost synergies and $200 million revenue synergies. Can we talk about the progress that you're making there specifically?

Yes. It's a great question, and obviously dovetails nicely with my last answer. So we are targeting $200 million of run rate synergy. We expect to get that kind of exiting 2028. As I said before, we have all the tactical plans in place. Most of those really involve cross-selling between the Heritage Global Payments business and Worldpay and vice versa. Some of those synergies also involve taking capabilities that exist within the Heritage Worldpay business at the enterprise level and bringing them down market more into the SMB channel. And then, of course, across the 2 businesses, we have enormous amounts of distribution, both breadth and depth and diversity that we can leverage globally, I think, to bring more product and capability to market. And really look to lean into that distribution asset in more meaningful ways to bring the best product and make them more ubiquitously available to all of our clients around the globe. And as we think about driving revenue synergies in the business, that's really the core thesis. How do we unlock all the best products and solutions we have now within the 4 walls of Global Payments, and how do we better leverage the combined distribution footprint and the scale of that to drive better revenue and growth outcomes for the business long term. Josh always likes to say, and so I'll borrow his words, the expense synergies are table stakes. Like we have a great deal of confidence in our ability to deliver on those. We have a great track record of delivering on expense synergies. Again, we have all the tactical plans identified to deliver on the $600 million of run rate expense synergies, we're well on track for what we expect to deliver in 2026. Still expecting to exit the year around $150 million and building to that $600 million exit rate again by the end of 2028. So very well progressed against those. And most importantly, we have a very clear line of sight to where every dollar of those expense synergies are going to come from in the business as we continue to move forward and execute against those plans.

Great. And then maybe last topic on this medium-term, long-term stuff is the cross-sell opportunities. Can maybe it looks like there's a lot of very exciting cross-sell opportunities. Maybe we can touch on like 1 or 2 specifics and some examples.

Yes. And a lot of it really is borne out of what I described earlier, which is the core thesis around how do you unlock out a solution across the ecosystem and push it through the distribution that's available to us. Some really nice early wins we've seen. And look, these aren't huge needle movers, but I think they're indicative of better things to come in the future. Within, I'd say, a couple of weeks of close, we were able to enable Worldpay direct sellers in the U.S., which they didn't have a ton of, but enable their direct sellers to sell our genius point-of-sale software solutions. That was a big early win. One of the things about the Worldpay business, clearly, they had a lot of strengths, and we're delighted to have those strengths now. One of their weaknesses was really SMB product, they've invested heavily on the enterprise side, SMB probably didn't get as much investment. So the ability to bring our SMB product suite into the Heritage Worldpay business is a real opportunity, and 1 that we're particularly excited about. So being able to enable them, it was a nice early win for our teams. They were very excited about it. And obviously, the selling motion around that has been quite good, even though it's on a fairly small scale today. The other quick win that we were able to achieve was enabling our Heritage Global Payment sellers in the U.K. to sell Worldpay's e-comm solution. So clearly, Worldpay's strength is in their e-comm capabilities the ability now for our teams to sell those solutions in the U.K. market. Again, within weeks closing was a nice early win for our teams, and we're seeing really good traction with our team, our Heritage Global Payments team ability to sell those e-comm solutions in the market. The other thing that I mentioned earlier that we're working on is bringing some of our SMB-oriented product and capability, Genius, for example, into the enterprise book within Worldpay. Genius serves enterprise customers today, Worldpay has a lot of enterprise businesses that would benefit from the genius solutioning that we can bring to market, particularly in QSR restaurants. So looking to unlock those opportunities as well as bringing Worldpay the very sophisticated value-added services and capabilities they deploy in the enterprise space. [ Fraud ] is a great example of that, which is our AI-driven fraud solution, bringing that down into the SMB market as well. So lots of opportunity that will take a little more investment and a little more time to bring the life, but certainly tactical plans that are baked into the $200 million of run rate revenue synergies we expect to realize.

Great. And we always focus on the long term, but most of the questions we get is more about the second half, unfortunately, from that's -- my side.

It's a world we live in, right? Yes.

The short term is the long term. So let's talk about the confidence, let's talk about the second half is -- what factors give you the confidence for that accelerating growth in the second half of 2026?

Yes. I mean I think it's largely the -- it's confidence in the things that we're doing that are helping to drive better commercial outcomes for the business by and large. I think first and foremost, it's Genus. We only watched Genius a year ago. It feels, again, much longer than that. And we're very proud of the progress that we've made with Genius really gratified by the receptivity we've seen in market around Genius. And the early returns are quite good. Obviously, it's still a small part of our business and growing and scaling it is an important part of the long-term future of our business. But for the first time, probably ever, I'm proud of our point-of-sale offerings. I think they're highly competitive with everything in the marketplace today. And I have more conviction today than I ever had around the ability to really make Genius a central part of our growth story and just our story overall over a longer period of time. So the continued momentum we're building around Genius, obviously, albeit small, is a tailwind as we continue to progress through the year and assuming we produce at the same levels we've seen certainly for the first part of 2026, we'll obviously have an incremental tailwind for that in the back half of the year as we continue to grow and scale it. The other area is just around the commercial productivity side of the business. We've been adding new sellers to our ecosystem. We're targeting to add 500 this year. I expect most of that to be done probably by late Q3, Q4 sort of time frame. But the early cohorts of hiring now have been on board for several months. They're ramping from a productivity perspective. So I would expect to see better new sales performance, which also creates a tailwind as we think about first half, second half, just as those early cohorts are now maturing in our environment, and their productivity levels are getting to what we would target kind of a run rate sort of productivity achievement for each of those cohorts. And we're obviously adding net new sellers, and so we expect that to contribute to new revenue growth as well. And then lastly, in the enterprise space, we have a pretty large, what we call kind of signed but not live portfolio. And have very good visibility around sort of new logos actually starting to process and flow transactions and volume across our ecosystem in the back half of the year. So the enterprise business is a great business. The downside to the business is kind of long lead time on the sales cycle and at sometimes long lead time onboarding and bringing new volumes into the ecosystem, but we have very good visibility into the back half in terms of new logos who have signed with us last year or maybe early this year, starting to flow volumes which gives us some comments around the enterprise growth rate, obviously, improving as we work through the balance of the year.

Fair enough. And maybe on capital allocation, one of the exciting parts of the story is the capital return to shareholders. I think it's $7.5 billion by the end of '27 and you announced the $500 million accelerated repurchase in Q1. So how should we think about the remainder of the year and the remainder of next year?

Yes. And then maybe to contextualize it a little bit, we targeted it over the '25 to '27 time frame. We did a little over $1 billion last year, I think, $1.25 billion, $1.3 billion, something like that. We're targeting north of $2 billion this year. So by the time we get through the second quarter, we'll have done about half of that or a little over half of that will be complete, and then the balance will come in 2028 -- sorry, 2027 all the years run together. Yes, sorry, the balance will come in '27 getting to that kind of $7.5 billion target over that 3-year period. So by the end of Q2, we'll be halfway through, more than halfway through what we anticipate doing this year. This year, we've got a couple of things working against us. One is we have a pretty big tax gain on the issuer sales. So we have fairly large tax payments that we have to make in 2026, which is governing a would a bit the amount that we can return this year, but we feel confident in our ability to return north of that $2 billion number, which is our target for the full year. And that's also -- I think it's worth noting that's while investing $1 billion, almost 8% of our revenue back into the business this year. So all that capital return kind of comes after the investments that we're continuing to make in the business to drive growth and to drive returns for the long term.

Great. And I wanted to touch a little bit on Genius because that's a very, very big initiative in the product from what we're hearing is off to a great start. So can we talk about the, how the AI integration is differentiated for Genius versus some competitors like [ body ] and or Fiserv, and then what is the adoption that merchants that you're seeing with merchants with Genius, right now?

Yes. Yes. As I mentioned before, Genius is obviously a central part of our story and ultimately, I think, an important driver for us for many years to come. as we step back and think about it, if you look across restaurant and retail today from a payments perspective, the mode of competition is the point of sale. No one is really making stand-alone payment decisions anymore. They're all procuring their payments through the point-of-sale environment that they're using to run their business. And within restaurant and retail, that's generally through point-of-sale software. So it's really critical for us given that retail and restaurant probably represent 65%, 70% of consumer spending, you have to be competitive from a point-of-sale perspective to win payment business in that channel. And we think it's really important as a result that Genius is successful. And the early returns, I think, have been quite good. As I mentioned earlier, we're really gratified at the receptivity we've seen in the market. Everybody that's had an opportunity to come and demo it. I think walks away impressed with the full suite of the ecosystem, the UI, UX, the thoughtful design, obviously, the feature functionality. If you haven't had a chance to do that, we'd love to have you into our demo center to do it, and that's on Nate to coordinate. But I'm really proud of the work that our team has done on that. We still have lots of opportunities to invest in the platform and in its feature functionality and capability to continue to drive differentiation in the market. But we're off to a fantastic start. At NRA, the National Restaurant Association Show last month, we introduced 2 new features within Genius driven by AI. One is our AI-first kind of handheld solution, I think it's the best handheld offering in the market, particularly for the restaurant vertical market. But it is AI-enabled such that servers can use the handheld in the AI feature within the handheld to automatically take orders. It listens to the orders, it pre-populates within the point-of-sale system. All the server has to do then is just check the order and submit it real and efficiency driver for server, but also accuracy is much improved and obviously creates a better guest experience as well, leveraging that handheld capability. We've also embedded AI support agents within the point-of-sale solution itself that are native language AI agents. So business owners can speak into the point of sale to get analytics, research, insights, it's integrated into our analytics and customer engagement platform so they can do reputation management, social management, obviously, drive marketing campaigns, all through the AI agent. That is embedded within Genius. So I think it's indicative of an overarching theme in terms of how we think about AI, which is clearly one of the levers is to utilize AI to drive product differentiation, enrich the feature functionality and solutioning we can bring to market and to speed up our ability to deploy new products and the velocity of product development within the organization. All that, I think, benefits our ability to differentiation in the marketplace around our capabilities and our solutioning and Genius is the epicenter right now for a lot of that investment.

And I think maybe staying in the same area, but after acquiring Worldpay, you become a very, very significant e-commerce provider. And you're basically up there with the audience and the stripes of the world. So can we talk a little bit about the differentiation that you have in e-commerce, which we think is very big versus the -- those 2 players specifically?

Yes. I do too. And some of that's born out of -- we have a different approach and different model by which we do approach the sort of e-comm segment. And I think if you take a big step back, markets evolve over time and particularly around technology buying where clients move from, I want all in 1 box, all-in solution, I'm willing to take all my capabilities from 1 provider, and they oscillate between that and a best-of-breed ala carte sort of environment where I want best-of-breed solutions and I want to be able to plug in different providers, et cetera. We definitely play more towards that latter strategy. I think our benefit in our approach to the e-comm market more broadly is an ability to deal with complexity and ability to configure our platforms to meet the underlying needs of our clients. And a willingness to work with other partners and integrate them into our ecosystem to allow the client to get the exact experience, the exact solutioning that they want. Hopefully, most of that can come from us, but we recognize an enterprise -- sophisticated enterprise environment. They're going to have other people that they want to work with as well. And I think our ability and willingness to be flexible around that open architecture and to integrate with other partners is a real competitive advantage for us, and it's how we've positioned ourselves in that ecosystem vis-a-vis other players that have more of a monolithic kind of platform and you basically take everything they have to get anything. And that's not our approach to the marketplace. So I think clearly, our approach to competition is different. And I think this open architecture idea and how we're willing to work with other partners and integrate with other partners as a point of distinction relative to others in the marketplace. The second thing is the strength of our value-added services. And our ability to deploy those at scale globally, I think, is a huge advantage for us, whether it's our fraud site solution, our revenue boost solution, other AI capabilities, we're embedding into the ecosystem. Our FX solutions are best-in-class. We have an amazing array of value-added services that we wrap around that payment experience in the enterprise level where we're seeing great traction on the uptake of those and have a strong pipeline of new product and capability we want to bring to market. And then third, I think the mode of competition within the enterprise space is often around performance. So it's off rates, it's fraud, and the richness of the data and the sheer scale of the data we have in our ecosystem, I think, allows us to drive better performance around pure payments within the enterprise space, which is a point of competitive differentiation as well. We want to drive the highest levels of authorization rates. We think the 4 trillion of processing volume we have in our ecosystem across 100 billion transactions gives us greater scale, greater richness of data to be able to drive better performance and optimization within the e-com space. And again, that's the mode of competition to win more share of wallet and often to win net new logos. So continuing to invest against that and using that as a point of differentiation is an important part of how we want to compete in the marketplace more broadly.

It's obviously a huge advantage now versus pre-Worldpay. You're the #1 acquirer and you have both enterprise and SMB and e-commerce. Great. It's really unique out there.

It is. And I think that scale is fantastic if you use that scale well to drive, I think, drive the outcomes that we want to drive for the business. And as we think about leveraging that scale, it's really in a few different ways, 1 around just the breadth and depth of product that we have in the ecosystem today and our ability to invest at scale behind that. That scale is enormous. And we want to compete in the marketplace on product and differentiation capability. We don't want to lead with price. Obviously, as a big scale player, we can be price competitive with anybody. But our goal is to differentiate on product and to differentiate on feature functionality, and that's how we want to be able to win in the marketplace. The other point of differentiation that we really strive to achieve competitively in the market is around the service experience. We have a level of scale that allows us, I think, to create a service experience that's really distinctive to Global Payments. I think we are able to meet clients how and where they want to be met in distinctive ways across our business, whether it's SMB, integrated and platforms or enterprise. And the ability to do that at scale, to do it in more geographies around the globe than most of our competitors again, I think, is a unique advantage to us that we want to lean into, because that service experience is a real differentiator across all 3 of our go-to-market segments and finding ways to continue to invest behind that is really important. And then lastly, it's the data and the richness of the data in the ecosystem that I mentioned before. The scale of that allows us to do really unique things as we think about deploying more AI, whether it's agentic commerce or AI against product and capability, just the richness of the data to train models, to develop AI solutioning I think we can do that at scale and to drive better outcomes, leveraging AI than, frankly, most of our competitors.

And maybe on the data, 1 use for the data is embedded in software. Maybe we can talk a little bit, Cameron, about what you're doing there and how you differentiate those areas?

It is an important driver across kind of all 3 segments of the business. And people call it different things in SMB. We call it commerce enablement solutions, and enterprise, we call it value-added services. With our integrated and platform business. It's the embedded finance engine. But ultimately, end today, it's how do we wrap more value and deliver more capability to the payment experience that we have with our underlying clients. So embedded finance is clearly an important part of that. More and more, our clients, particularly within the SMB level, are looking to take more capabilities, more solutions from partners like us. And we also have a lot of partners in the marketplace that want to leverage the scale of our distribution to be able to bring their capabilities to market. And clearly, there are certain things that we want to be able to deliver our clients. We're not going to develop on our own. And the ability to work with partners to be able to deliver that through our ecosystem, I think is an important growth driver for the business for the long term. So within Genius, we're embedding sort of embedded and capabilities to be able to deliver those to clients through the Genius point-of-sale ecosystem within integrated in platforms, we have a finance engine that we can plug different financial services into to be able to deliver them, not just to the end use client but through our software partners. So our software partners are looking for us to be able to deliver more capability that they can deploy through their software solutions to that joint client base on the back end, and that's certainly an important driver of growth within our integrated platform business for the long term. And then certainly, within enterprise, most enterprise buyers have the ability to do this on their own, but there's clearly some elements of embedded finance that can be provisioned through our enterprise ecosystem with a lot of our large multinational enterprise clients. FX solution is a good example of that.

And I got two more topics, and then we'll open it up maybe for questions. If the time allows, we have about 8 minutes, try to finish early as always. So operational transition, how is your transformation driving the operational efficiency? And how do you see the cultural -- how do you manage the cultural differences between Worldpay and legacy GPI these days?

Yes. Probably a lot embedded in that question. Maybe I'll start with the latter part of the question, and then I'll get back to the first part, because I think the cultural side is an often overlooked many people talk about it all the time, but people don't really, I think, pay as much attention to it as they should. I think -- and particularly, as you think about the history of our businesses in Worldpay in particular, I think part of the reason we the business is it probably wasn't the best cultural fit with the prior owner, and that gave rise to some of the challenges that they experienced. But as I look across Global Payments and Worldpay, our culture and are very, very similar. And I mean, it's eerily similar. And it's largely because we're operating the same businesses. We have a lot of shared experiences. We have a very similar mindset about the industry that we operate in. And that has been very rewarding to see our teams come together. I tell people all the time, if I threw in a room with me heritage mix of Heritage Global Payments, Heritage Worldpay people. I would challenge you to tell me which side of the business they came from. That's how similar they are. So I think the strength of our cultures, the commonality of our cultures and the ability to blend those create a very strong culture for the organization going forward is a very important part of how we thought about putting the 2 businesses together. I think as part of that, we were operating the businesses in very similar ways. So as you think about transitioning them from culture to operating model and driving operational efficiencies through our transformation, as I mentioned earlier, Global Payments had evolved from holding company, operating company structure to a single unified operating company model, Worldpay was largely already operating in that way. So as we brought the 2 organizations together, we were very similar in terms of how we were operating the business. And Worldpay had sort of transitioned to that over the last couple of years as well. So the way we think about product development, the way we think about product ways of working in the PDLC between our product teams, our technology and software development teams, how we think about delivering operating services back to the businesses, how we think about going to market was very similar across the 2 companies. So putting the 2 businesses together, that made it much easier. I told people when we announced the Worldpay deal. If it was 3 years ago, when we were still operating Global Payments the way we were and you had world payout, it wouldn't have worked if I'm being blunt, like our operating model was so different at that time. We had to go through our transformation to get ourselves to a place where I think combining these 2 businesses is much more feasible than it would have been otherwise. But today, going into the merger, operating models are very similar. The operational transformation that we've been undertaking at Global Payments, put us in a position to be able to combine effectively with Worldpay, and I think bring about all the value in the benefits that will come from us being a combined business for the long term. I think the biggest thing for us is it really allowed us to reenergize and really revamp our sales and go-to-market motion. We've invested heavily in sales tooling, equipping our sales professionals with better capabilities, AI-driven solutioning to help them be more effective and more productive from a selling motion standpoint, we've consolidated CRM platforms. We've made a lot of investments in revamping the commercial, and we're not done, but revamping the commercial engine within Global Payments that we expect to bear fruit over time. The biggest issue at Global Payments we had historically is just so much fragmentation across the business. As you were running the holding company, operating company structure, we had 1 or 2 or 3 or 10 of everything kind of across the business. So unifying our business on common platforms, common tooling, common ways of working, aligning common functions within centralized organizations, across technology, operations, et cetera. Getting rid of the [indiscernible] that kind of existed and aligning everyone to the single unified operating company model has unlocked huge benefits for the business that we've been reinvesting to drive all of the improvements that we want to make largely on commercial go-to-market activities in the business, investing in Genius, et cetera. So we'll have unlocked by the time we get through the end of our transformation, about $650 million of benefits in the business through our transformation program that have allowed us to reinvest in more meaningful ways back into the business to drive the commercial transformation that we've really been undertaking and the product that's been spend, particularly around Genius.

And then we're almost at about time. My last question, we talked about the second half, which is near term. I get 100% of my questions on the short term. So maybe let's just -- there's been a lot of confusion out there, we think. And you called out the conflict in the Middle East on your last earnings call. Can you please remind everyone of the guidance and then maybe share any update if there is anything to update on.

Yes. No update. Nothing's changed since our first quarter call. So in the Q1 call, we thought it was important to highlight, obviously, the implications of the Middle East conflict on our business, because, unfortunately, it does have some implications. We won probably the largest travel portfolio of any merchant acquirer globally. That's made up of some of the most premier and large kind of airline customers around the globe, and a lot of those happen to be Middle Eastern airlines. So we serve the 12 largest Middle Eastern airline. So it's every flagship carrier, you can imagine, they're a client of ours. So given the conflict in the Middle East, that's obviously creating a little bit of headwind for us in the second quarter as they've really scaled back their routes anywhere between probably 30 and 70% depending on the carrier. And there are some other downstream impacts to other carriers as well because of fuel costs and whatnot, Lufthansa canceled 20,000 flights and another large client for us. So we are seeing disruptions in the travel portfolio. We expect that to be about a 100 basis point headwind in the second quarter. We called that out on the Q1 call. That's not changed. Nothing has changed. That's still our view sitting here today. Unfortunately, as we all saw last night and this morning, the conflict continues, that's bad for a reason. But as it relates to our business, it's unfortunately, results in that 100 basis points likely materializing for the second quarter, but it's exactly what we called out in our Q1 call and nothing's changed on that front. For the back half, our assumption has been that travel would begin to normalize as we get into the back half of the year. That's still my hope. Obviously, it's hard to know what's going to happen in the Middle East from 1 day to the next. But my hope is the conflict will come to an end relatively soon. and things will begin to normalize as we get into the back half of the year. But nothing's changed for the second quarter relative to what we've been communicating since our first quarter call.

All right. I hope so too, because I have plans to go to Israel this summer.

Yes. Well, look, it's hard to talk about these things, obviously, in the business context, when there's lots of other humanitarian and concerns to focus on. But yes, the sooner it ends, I think the better for everyone.

Okay. I think we're actually about time. So thank you, Cameron. This has been incredibly educational. And thank you so much for coming to the Mizuho tech conference.

I appreciate the opportunity to be here. It's always great to see you. Thanks so much.

Thank you.