Ep 03 - Fairmarkit: How to Make Sourcing Tools Work with your Current Systems

[music] [music] Huh?

[music] Heat.

[music] Hey everybody, welcome once again to the road to the procure tech cup. The show

that's all about showing procurement professionals the art of the possible with procurement technology. So thanks

for being here. Today we're joined by Fair Market, a sourcing tool solution provider who's going to educate us on how to make sourcing tools work and fit into our existing systems, our existing

landscapes, uh, you know, with your IT teams, making the best use of it because we know that can get complex real quickly, especially in larger organizations. Uh, so I'm very excited

organizations. Uh, so I'm very excited for this episode. But before we dive into the content, let me just put up the calendar here so you know where we're at on the journey to the procure tech cup.

Last year, last year, last week I should say, we had Kilvar come educate us on how to build a business case for sourcing tools. And this week we have

sourcing tools. And this week we have fair market again in the sourcing category, but talking about architecture, where do we fit sourcing tools uh into the um into your existing

landscape and then next week we're going to be joined by conversion is on source to pay suites and end to end procurement platforms. And as you can see, we have a whole host of of content for you all the

way to next April uh across a bunch of solution categories in the procure tech space. And we'll it'll all culminate

space. And we'll it'll all culminate with the procure tech cup finals virtual conference and I will give you news uh in the weeks to come on how you can get tickets if you'd like to attend this private conference where it's all about

same thing as the show, educating you on the art of the possible and you can ask your questions about your specific context which is really the goal at the end of the day, right? to get you comfortable with how you should use

procure tech in your own business.

Before we uh welcome our guests here, just a quick agenda. So, we'll touch on what's a sourcing tool again real quick.

We did that last week as well, but I want to make sure we're on solid basis before uh going into the conversation.

We'll get fair market uh solution category champ a minute to introduce themselves and then we'll get into the meat of the session here around how to use sourcing tools with your current

systems. I'll cover a general approach that you can use and then we'll cover the top scenarios where you have either an enterprise resource planning system nothing else you got a source to pay suite you've got intake and

orchestration andor you're a very complex organization that has a combination of all of those you'll be well served with this session and then we'll wrap it up and and give you a

couple action items a couple assets that you can use and uh yeah that'll be it for today so let me just bring our guests here, Tomaso and John from Fair

Market. Thanks so much for for being

Market. Thanks so much for for being here today. I appreciate it.

here today. I appreciate it.

>> Thanks for having us.

>> Yeah, thanks for having us.

>> Absolutely. And I think we'll dive straight into the content because it's action-packed today. Uh so what's a

action-packed today. Uh so what's a sourcing tool first thing here as seen through the lens of the pure procurement procure tech market map. I did not mean to make a tongue twister, but I ended up

doing that with this. But it's worth it, I promise. Right. So, we're talking

I promise. Right. So, we're talking about sourcing everything that happens after you analyze your spend, after you have your forecasts, your demand management come in and you're looking at your category strategies from different

types of of spend that you're buying in your company, then you need to execute on that strategy with sourcing processes, right? And so the sourcing

processes, right? And so the sourcing tool is an application uh that can help you facilitate those processes, scale them up so that you're doing them, you know, for everything you want to be

doing them for and getting the results uh that go along with it. And then that feeds into the rest of the process around managing contracts, managing repeat buying and replenishment with procure to pay and accounts payable. And

then at the bottom, we've got intake and process orchestration and supplier relationship management. We will also

relationship management. We will also kind of dip into intake a little bit with fair market solution. and you'll

see why that makes sense in the context of sourcing. Uh so that's I just want to

of sourcing. Uh so that's I just want to level set before we go into the content.

If you want to grab a copy of the this market map, you can do so with the QR code at the top right hand side here.

All right. So John, that's enough for me, enough talking on my end. I want to give you a chance to introduce yourself and Fair Market at the same time.

>> Yeah, thank you so much. Um hi everyone.

My name is John Flecher. I'm the chief revenue officer here at Fair Market.

I've been with the company a little over two years. Uh super excited to be here

two years. Uh super excited to be here today and and share a little bit more about Fair Market. So, uh to briefly set the stage, um Fair Market is a venture-backed and award-winning company

headquartered out of Boston, Massachusetts. Um we have employees and

Massachusetts. Um we have employees and and customers all around the globe. Uh

we're fortunate to have been awarded a number of accolades for our technology and and growth trajectory, which has continued to accelerate here in 2025. Um

and you can see from the slide, we partner with some of the largest and most recognizable organizations in the world. Um ranging across industries and

world. Um ranging across industries and regions um supporting them really as they modernize their procurement processes with agentic and and AI native solutions like fair market. Um so we'll

expand on this more today, but we really are agnostic. So if you do sourcing and

are agnostic. So if you do sourcing and want to be more efficient or drive more savings, we can help you. But our

typical customer is a larger enterprise company with a meaningful number of events and and annual spend um mature processes. Uh a team that maybe never

processes. Uh a team that maybe never quite seems big enough to get to everything. Um but it's an awesome shift

everything. Um but it's an awesome shift that's happening in the in the world of procurement right now. We're thrilled to be at the center of it given our our wide range of of ideal customers and use

cases. Um next slide please.

cases. Um next slide please.

>> Great. So to expand on what we do and who we help, um this is a slide that captures a solid picture of our value proposition. Um while many folks know us

proposition. Um while many folks know us as the tail spin solution, we've innovated a ton in the last few years um and our pace of innovation continues to be a full sprint frankly. Um but we do

so much more than tail spin sourcing now. We truly are an intake to award

now. We truly are an intake to award platform today with a unified approach for best-in-class both tactical and strategic sourcing capabilities. So

you'll see on the left RFQ or RFP and and reverse auction on the right. So on

the lefth hand side for our tactical or RFQ sourcing, we use Aentic and native AI technology to autonomously run competitive sourcing for those high

volume lowcost purchase events, which of course by doing so drives significant cost savings out of a segment uh that's frequently unmanaged or untouched. Um

and even better, we have many customers that run tens of thousands of events without any human intervention. So you

can you can do all of this without needing to add headcount to your team.

Um our customers really do see massive gains in both efficiency and savings by leveraging our technology. On the right on the strategic side, it's more of a

story of collaboration and communication, making running an RFP um organized and dare I say delightful. Um,

these are larger, more considered purchases that we can intuitively with our technology help shape and manage with a larger group of influencers and

decision makers. Um, not seen here, but

decision makers. Um, not seen here, but our intake product, we also make working with procurement easy and Tomaso will expand on this here in a moment, but it's helping the business to create a

quick PR for indirect goods or helping them craft and develop a scope of work for professional services to put out to RFP. um just really creating a a single

RFP. um just really creating a a single place or a front door for business requesters to engage uh with with the procurement team. So, as you can

procurement team. So, as you can hopefully tell, everything we do is designed to augment your current team, enhance and modernize your current processes, and the best part is we're

agnostic. So, getting started with us

agnostic. So, getting started with us doesn't require any additional investment elsewhere in your architecture. Um, next slide. Um, and

architecture. Um, next slide. Um, and

that's what this slide is built to represent. So, we don't care how you

represent. So, we don't care how you want to capture demand from your requesters. You can use our intake, you

requesters. You can use our intake, you can have them continue to do it in your P2P, uh, you can do it via an orchestration tool like an Oro. Um, but

once we receive it, we will run the sourcing event again tactical or strategic autonomously or with moments of humans in the loop to like to make the award decision. And then once that

award is made, we can push push it back into your P2P or orchestration tool to run the purchasing process, you know, release POS, onboard suppliers, whatever

it may be. So, um, as as sort of an anecdote, I was just at DPW all week last week, and this slide right here was really kind of the major theme or topic

of discussion during the week. Do I keep my P2P? Do I flip to an orchestration

my P2P? Do I flip to an orchestration tool? How do I work with fair market

tool? How do I work with fair market depending on that decision?

And the simplest answer is that it doesn't really matter. We simply don't care. We can work with any stack. We can

care. We can work with any stack. We can

work with you via named integrations for the more common P2Ps, public APIs for the less common ones. But, you know, really the the the spirit here is that

we see all sorts of different landscapes and setups. And that's what we want to

and setups. And that's what we want to highlight and talk a bit more about today is determining how sourcing tools should fit into your business, whatever that setup may be. So, um, with that, I

want to hand it over to our principal solution consultant, the very best in the business, Tomaso Cassini. Over to

you.

>> And just just before, uh, just before you hop in, Tomaso, I just want to highlight here that folks who want to grab a private demo can do that. We

covered demos last year on the show.

Right now, we're getting into more of the weeds and and John, that slide and what you said is just is exactly why uh, you know, you're a perfect fit for this specific episode about how to fit it in.

So if you want to grab a demo, do that.

And then we've got a question as well from Giggar. Can I have a recording?

from Giggar. Can I have a recording?

It's all on YouTube on the pure procurement newsletter channel. Uh so

you could grab it there. And on that note, uh just before we get to Tomaso, because I know we're we're aching to do that, I wanted to give you just a general approach, right? So how should

you think about connecting sourcing tools into your current systems? And

really easily, right? We've got thinking about your inputs, your process, and your outputs, right? So where are your inputs coming from? Your vendors, your materials, the users, the commodity

codes and business units people, the master data that you need to source today, where is it is it housed transactions, right? Is it are people

transactions, right? Is it are people starting things with a web form with forecast with a requisition? Where's

that demand coming from and in which form? And then what is your process

form? And then what is your process today if you have one, right? to the

extent that you have one uh around category strategies, running different event types like RFIs, RFPs, RFQS and and when you run those and why um and and bring it what you have to the table,

right? You may not have this defined for

right? You may not have this defined for for everything and that's not an issue, but having knowing what you have uh is already a good start. And then outputs, right? And I think this kind of mirrors

right? And I think this kind of mirrors the slide that John was just showing us.

Uh right, where are you sending this data? Is it pricing records for direct

data? Is it pricing records for direct materials? Is it updates to a

materials? Is it updates to a requisition or creation of a purchase order uh for indirect materials? Are you

sending analytics data on savings achieves or cycle time metrics to a PowerBI for example? Right? So just

having an idea of where sourcing needs to fit in from a simple process standpoint and the data both master data and transactional data standpoint is a great starting point to having a a

purposeful conversation with a vendor like fair market. And the other piece is not leading with tech, right? What is

the business problem you're trying to solve? Is it cycle time? Is it savings?

solve? Is it cycle time? Is it savings?

Is it stakeholder experience? Is it a bit of of all of that? Is it in the intake? Is it in the actual cycle time

intake? Is it in the actual cycle time of running the events? Is it supplier interaction? So, being well verssed in

interaction? So, being well verssed in what where your pain is is also another great uh thing to do as you're going into these conversations. And on that

note, uh I'll I'll head it over to Tomaso. uh and um just by saying right

Tomaso. uh and um just by saying right this may seem like a lot uh but you can start at any level of maturity that you currently are and you can start using it

today without any interfaces or data pumped into it right and then work yourself up from there I always say like 1% better every day is 37 times better in a year than you are today right so so

think of it that way it's the best way to to to to make something transformational instead of waiting to have all this perfect data all right Tomas Tomaso, I've spoken long enough,

so let's let you lead us off into this discussion here.

>> Thank you, Joel. Uh, nice to meet everybody. I'm Tomaso Susini, principal

everybody. I'm Tomaso Susini, principal solutions consultant here at Fair Market. I've been with the organization

Market. I've been with the organization just over three years, and I'm thrilled to be part of the conversation. So,

we'll be using the slide to talk about the different scenarios where fair market can add value to an organization depending on their current IT and and and system landscape. As you see on the left side of the screen, as John hinted

at, if your market deals with everything that happens before a sourcing event, you can only really have a quality sourcing event if the data you're capturing from the stakeholders is of

quality. So, anything that deals with

quality. So, anything that deals with capturing the demand, enriching it, perhaps building scope of works associated to services requests, routing it to the correct individuals, and then on the right side of the screen is where

we uh get to business, right? So we we execute that sourcing event to the level of automation that it makes sense for the type of purchase, for the type of organization that we're speaking to. We

have capabilities for autonomously negotiating with suppliers. And most

importantly, as I know we've mentioned a couple of times, we're going to keep mentioning that we're very integration agnostic, right? So we we we don't

agnostic, right? So we we we don't really care what kind of system data is coming from and what kind of system it should go to. To Joel's point, don't lead with technology, lead with the problem that we're trying to solve.

That's my entire day job. So, if we go into the first of the scenarios, Joel, let's pick the simpler examples, right?

So, this the simplest possible setup where pretty much every organization has at least an ERP in place. Let's assume

that's the only thing they have. How for

market can integrate in a solution like that and bring value to it? Well, a few considerations. Usually when an

considerations. Usually when an organization only has an ERP in place, we're dealing with procurement and sourcing processes that may be relatively basic. The qu the question

relatively basic. The qu the question might actually be is sourcing being done at all today? If it isn't, fair market can help as a stepping stone uh with with its applicability with its ease of

use to start doing sourcing in in the uh in the areas where it might make the most sense. If there is an element of

most sense. If there is an element of sourcing, if there is an element of purchasing being done, uh you see up top there, there's there's different types of transactions that obviously can be

generated in ERP from a PR perspective.

From an MRP perspective, MRP machine generated uh demand specifically is a fantastic candidate for autonomous sourcing. The data is very structured.

sourcing. The data is very structured.

It's very unequivocal and uh it can be routed through a human touchless uh approach where effectively gets pushed into fair market gets executed that data

then gets pushed back into the RP we automatically update the info records we automatically update the PR if we started with a PR. So even in a situation where this the uh the the

processes could be very basic ERPs are not known for their sophisticated sourcing capabilities. Fair market can

sourcing capabilities. Fair market can bring a lot of value to the game, right?

Um I want to be mindful about the fact that our intake is is something we're very proud of, right? And and a very userfriendly and and bleeding edge type of solution. In a setup like this, it

of solution. In a setup like this, it could work as as a fantastic benefit. We

should also be mindful that it may feel as a little bit of a science fiction for an organization that doesn't have their ducks in a row from a sourcing perspective. So we need to weigh whether

perspective. So we need to weigh whether it makes sense for intake to be offered as part of as part of that initial setup. Yeah, good point to highlight,

setup. Yeah, good point to highlight, right? Like that purple line when we map

right? Like that purple line when we map it. When I I circled sourcing in my

it. When I I circled sourcing in my line, it's really what's on the right hand side, right? And intake is is that piece where we're going, well, if we're capturing intake for sourcing projects

today manually or with emails or with a form, like why not uh why not do it in a structured way that's integrated with the tool, right? So, I think it's important just to call out those two

sides and and how they interact uh together. But I I agree, right? the

together. But I I agree, right? the

sci-fi piece like having seen your kit chat experience, right? It feels like it sometimes feels like um yeah, you know, like the first time you chat GPT for

example, right? Uh so um so I I

example, right? Uh so um so I I appreciate you calling that out and I'll take the opportunity to bring a question from the chat here. Rusty was asking and I think this is a great great one for

the ERP scenario. Is material creation an output? My system has a large amount

an output? My system has a large amount of spot buys where a planner gets quotes from for materials from a vendor then creates a requisition instead of using a material number from a bomb. It could be

so depending on how we structure that setup that that could be the output where we go back into the system and actually create that that material master. Uh we love the opportunity to

master. Uh we love the opportunity to take that conversation a little bit further because it's it's a very detailed question that requires a little bit more of a deep dive.

>> Yeah. And I would to add to what you're saying like it depends what type of material and do you need engineering looped in like what's the master data governance process that you have before you're able to create materials because

then to your point they need to be added to the bomb. So right we could probably do a whole show just on that specific question right Tomaso >> it might be very niche but yeah we could yeah >> and Rusty I don't know when you joined

but there's a QR code earlier in the show if you watch the replay where you can get in touch with Tomaso and the team.

>> Cool. All right, different setup. Uh,

organizations that have already deployed a source to pay suite of sorts, whether that's a Koopa, that's an Ariba, Jagger, whatever the case might be. Now, we're

dealing with a different type of organization. Usually, we're dealing

organization. Usually, we're dealing with organizations that to one extent will have more mature source to pay processes. They'll have policies in

processes. They'll have policies in place. uh the question will be less so

place. uh the question will be less so as to whether or not sourcing is being done and more like how much sourcing are you doing? What kind of quality of

you doing? What kind of quality of sourcing are you doing? How much time and effort are you spending executing your sourcing events? Are you getting to every category that you're you're planning on sourcing? And so this is

where we can start figuring out the the benefits that frame market can bring to the solution if there's if there are opportunities for us to uh to augment that process. So again referencing some

that process. So again referencing some of the the yellow lines at the top, the more commoditized spend that already goes through the STP suite. Fantastic.

We can intake that automatically skip our intake process, right? The intake

has already been done by the human in that in that case, route it through our sourcing engine, push that back into the S2P suite with the uh um negotiated

rates and and information that we've got from suppliers. Um the uh the intake in

from suppliers. Um the uh the intake in this case can actually help as uh as an enabler for implementing and actually getting benefit out of all of those uh

investments that an organization that has deployed an S2P suite has made in terms of defining policies in terms of putting systems in place. There's a lot of organizations that have spent a lot

of hours, a lot of a lot of uh months and education in terms of defining those policies, but somehow stuff falls through the cracks, right? And users go outside of those policies. So, our

intake is is a fantastic tool to actually have provide the level of sophisticated guidance and effectively seamless integration with the organization's policies, making that a

no-brainer for the end user. Um, an

important thing to keep in mind when we're dealing with an S2P or uh, deployment organization is that do they have a best of breed or single suite type of mentality because in many cases

we may be dealing with organizations where if you suggest hey we can layer fair market or any other sourcing solution for that matter on top of your existing IT stack that could be equated

to calling their baby ugly. Uh, do you mean that my suite cannot do everything that it's meant to be doing? Right? So

we need to be mindful of how that that process benefit is being is being proposed and and talked about. But

that's uh that's certainly a different approach from from an organization that only has an ERP um deployed.

>> Absolutely. And would you say to like source to pay suites are more present in like businesses where they they buy more indirect materials, right? So like

services, catalog items, etc. They're less on the MRP side. So they're able potentially to put all of their purchasing in the source to pay suite >> tends to be the case for sure. Um and as a matter of fact, I should mention from

from an STP perspective, Fair Market does partner with some of the largest uh uh S2P providers on on the market. So

there those providers themselves understand the benefit that the uh the marriage of the two solutions brings to the game. So and that's that's what we

the game. So and that's that's what we try to uh to message to to our prospects and our customers of course. And and I loved you mentioning like you know if you've already implemented a suite that means you've like done a business case

you know you've gone through the the implementation project etc and and so you know it could be a touchy conversation to say hey we need to augment the suite now right but I think

you know if you want to have a good business like technology evolves over five 10 15 years and these suites have been around for a long time >> and there are certain value levers where you're going to want to go deep right

and sourcing may be one of them in your business type, right? Depending on your spend profile. So, I think having those

spend profile. So, I think having those conversations as early as possible with with stakeholders and IT and in executive positions that may not understand all the nuances of procurement, but it is important because

sooner or later you're going to need to do that and or maybe migrate away from a suite into another another type of tool or the suit have been coming out with their own intake modules as well, right?

So, you might have to, you know, eventually go and lobby for a new module. So I think we have this like

module. So I think we have this like static view of transformation as like I'm ugly, I go get my transformation, now I'm pretty, it's over, right? But

it's a con a continuous cycle of you need to brush your teeth every day, right? And so to to to get to where you

right? And so to to to get to where you want to go. Uh so I I I appreciate you calling that out to to Maso.

>> Beautiful. Um all right, different setup whenever an orchestration platform is in place. Again, different approach. uh

place. Again, different approach. uh

first and foremost it's important to understand and many organizations have already understood that deeply of course orchestration and intake not the same thing right orchestration by nature

needs to be very broad very system diverse agnostic that's that's what it's supposed to be doing intake is or at least should be very process specific very purpose-built if it is meant to add

value to what it's built for so there's there's overlaps between the two of course but they essentially do different things and that's why they can very well coexist. Uh we we've got a lot of

coexist. Uh we we've got a lot of success stories of integrating with existing orchestration platforms because again fair market offers that integration flexibility that system

agnostic approach. uh we also usually

agnostic approach. uh we also usually deal with organizations that instead of a single suite approach they will have more of a best breed type of approach right they've already deployed that

orchestration solution they get that the right tool is meant for the right purpose and so there's usually less resistance in that in that aspect um and

obviously the type of data I've kept it voluntarily generic in that slide the kind of data that we input and the kind of data that we output is really dependent on the type of process that we're supporting again I go back to Jules point, we don't open with

technology. We open with the kind of

technology. We open with the kind of processes and and problems that we're trying to solve. So that data could take different shapes and different formats depending on what what part of the process we're we're trying to influence

with each. Okay. And finally,

with each. Okay. And finally,

the behemoth, right? Those organizations

that are complex and large in nature.

They're deployed across multiple geographies, multiple systems, diverse systems, multiple copies of the same systems that do same or different things. Now obviously whenever we're

things. Now obviously whenever we're dealing with a software implementation of any sort data should be should be top of mind in a situation like this data is

of majestic importance if you will right so when you think about the fact that fair market can use a variety of different data points to do its thing um when we're dealing with an organization

like this one things like risk data financial data transactional data even master data can take very different formats very different quality levels it may not be present in all of the different business units in all of the

different systems. There may be duplication. So we want to get very well

duplication. So we want to get very well ahead of the game when we're dealing with an organization of this size and complexity. Um technology again in this

complexity. Um technology again in this case tends to operate as as an enabler for standardization and when I mean standardization I don't mean equalizing

your policies across the board. For an

organization of this size most times this is not feasible or even not desirable. They don't want to equalize.

desirable. They don't want to equalize.

They want, however, that same level of compliance with those policies that they worked so hard to put in place and a layer like fair market can actually help achieve that. Right? So again, I've

achieve that. Right? So again, I've voluntarily kept all of that demand intercept and data push back as generic as I possibly can. It's not for for lack of trying is because the processes that

we can support are so diverse. we can

provide input into uh contract life cycle management activities for some systems whereas in other cases we could go straight to PO. So there's a lot of varieties and a lot of different

complexities to be considered. Obviously

in a setup like this fair market has a long history of successfully supporting organizations of this size and complexity.

>> And I feel like the one the one use case that pops to mind when you show this slide is like a business that's growing by M&A or mergers and acquisition, right? where exactly

right? where exactly >> you know you're going to buy another business they're already on their ERP or their system or maybe they have a source to pay suite or you know a bond system or they're on AS400 and you've got this whole variety of systems in the back end

for purchasing but you want to have a consolidated view of demand and or you know being able to go out to market with consolidated demand right and so I find

like this using a fair market or a sourcing tool like this as an aggregator solution not just for for um to to ensure you're respect ffecting policy as you mentioned it, but you're also

aggregating that demand, getting a holistic picture and being able to go to market with with that holistic picture and then pushing it back to all the various systems in the back end for all the data that they need to to make it

work in their specific context is can be transformational in terms of the value can generate in that context. Right.

>> Exactly. Right.

>> Uh, cool. So, I think that covers pretty much everything we wanted to touch on during the show. So just as a quick recap, I gave you a general approach, right, of documenting your inputs, your process, your outputs at the level of

maturity that they are today, right?

They you might have big gaps in your category strategy and that's that's fine, right? But it's

just identifying what you have, where stuff comes from, where it needs to go in the end, and what you're doing to it in the meantime from a sourcing standpoint. And if you've got a good

standpoint. And if you've got a good picture of that, then you're ready to have a discussion around uh you know, the business problems that you're looking to fix or solve. or optimize for benefit benefit then you can target

design a target according to your reality according to that context right what are the is it the strategy and the business objectives that you're looking to achieve and what's the technical

constraints of ERPs suites intake ticket orchestration platforms or as that last slide mentioned a combination of them h and then how are you going to fit

sourcing into that reality and then how do we scale that back and start small with the end with that end in Uh so you don't need to put the whole implementation on your shoulder before

you start implementing and and and going live and generating value. You can carve out a small piece and say hey let's let's get one team one category start start using this right and based on the

lessons learned ramp up the usage and and deploy it across categories and across geographies and systems. Uh right so I think if I leave you with one slide it should be this one. Uh, and uh, I

want to thank the the Fair Market team for for coming on the show. Uh, on the lefth hand side here, if you want to keep following the season all the way to the conference in April, potentially get

yourself a ticket to attend. Uh, there's

no travel involved, so everything's going to be virtual, which is part of the value proposition. You could scan the QR code on the the lefthand side here. You'll get the updates as well as

here. You'll get the updates as well as my newsletter every Sunday night. And

then on the right hand side, Fair Market shared an asset with us which I found was a great educational piece on Agentic AI. Not the topic of this call. We

AI. Not the topic of this call. We

actually did a fair market webinar earlier this week on that very topic. Uh

but uh any questions you have on Agentic AI. I know definitions are are important

AI. I know definitions are are important uh and and that you may have been too afraid to ask on the right hand side that QR code will let you download that asset. uh and I thought it was great so

asset. uh and I thought it was great so that uh wanted to share it uh at the end of the show here as a as another conversation started. So that being

conversation started. So that being said, Tomaso John, a big thank you for for coming on and for sharing uh your knowledge with uh everybody on the show

here on in the audience and we'll see you again soon for uh some other uh sourcing tool knowledge and wisdom in the weeks to come. So look forward to seeing you again soon.

>> Thanks. Yeah, good to see you. Take

care. Bye bye.

>> [music]