Jim Whitehurst: Yeah. Well, I will start and maybe I’ll just give you a little bit of color on a couple of the use cases. And I’m going to try to take names out of it because honestly, I’m not sure who we actually have commitments to be able to use their names. And let me just do several real quick. So, one is there are a number of luxury retailers who don’t necessarily have all of their inventory in every single store that they have, but they want to have rich experiences so people can see in detail their products. And this goes from jewelry to clothing. And so, we have multiple customers who are — who use our technology to be able to have iPads in the store where you can have immersive real-time, so you can spin around the product, you can zoom in, you can look at it closely.
And according to these customers, there’s no other way to do it in a performant way on an iPad. I know that sounds simple, but again, to have a real-time engine that’s efficient enough that somebody can spin it around in real-time, zoom in it’s just — we are the best way to do that. So there’s a whole series of, I call it, luxury retailers who see that. Obviously, that can go beyond luxury retail. We’re seeing on the industrial side, customers saying, “Hey, we have 10 different PLM system or CAD/CAM systems. We want to have one visualization layer that can take data from all of those and make it available widely, whether it’s to end customers or to engineers across the company.” Now, again, if you have AutoCAD and you have a $5,000 workstation, you can spin around interactive real-time 3D.
But when you want to be able to show that to people on a web browser or an iPad or a phone, we are the best solution to be able to do that. So, in all types of industry, whether that’s kind of automotive, aerospace, et cetera, there’s a lot of interest in us being the visualization solution in those markets. And finally, kind of education and training, especially with AR/VR. I was talking to one large construction company that is using this. So, when a worker kind of gets on site, they can put a VR headset on and kind of have a sense of how something is supposed to look. But that can be used for training, especially like high stakes training, like in a nuclear power facility where you want to train people. The AR/VR aspect of that’s pretty interesting.
I think with the launch of the Vision Pro, I know people talk about it a lot for some of the consumer use cases, but we’re excited to work with Apple on some of the industry’s use cases around it. So, those would be three examples. But again, to emphasize — the reason I’m so excited about it is it’s not like we’re a player in this. We’re about the only player who can do real-time interactive 3D on lighter-weight devices like web browsers, iPads and phones. And that’s why I think there’s so much interest from enterprises in us for those types of use cases. And obviously, we have more digital twins in the world in general, whether it’s kind of products and supply chains are more kind of digitally connected, it just creates more and more opportunity for us.
Matthew Cost: Great. Thank you. And then secondly, on the Grow side, I think it’s been addressed a little bit already in the Q&A that there’s a pretty big disparity between a public competitor and how fast they’re growing their ad network versus what Grow has been doing recently. But it strikes me that it’s actually a very big opportunity for Grow to catch up. So, I guess are there specific investments or go-to-market strategies that you’re seeing have changed in the competitive landscape, maybe new technology that you’re specifically focused on to try to close that gap that you would call out?
Jim Whitehurst: Yeah. I’ll start a little bit. So, the answer is simply, yes, there’s a lot of incremental investment in technology, both in our data stack and our data manipulation capabilities. There’s investments in our product suite to make sure that we are best getting the data that’s most helpful to help our monetization customers kind of increase their effectiveness at data science. Those investments, I will say, those are incremental dollars investment. But as we looked at bringing the — or completing the merger of ironSource and Unity, rather than dropping some of those synergies to the bottom line, we’ve told those teams to reinvest those synergies to be able to fund a much higher — faster feature velocity to both close gaps and take some leadership in those areas.
