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Or just a step in a required process.

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I think Waste is something that they have to worry about from the standpoint of running

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the business or staying compliant. But they seemed more interested in other portions of

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the data. I think they'd be really interested in it at the business level for sure. Being

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able to say like, you know, where, what processes might be resulting in higher cases of mold

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or stuff like that.

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Exactly. So I guess my experience, you know, the cultivators are pretty focused on growing

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and selling the cannabis and they don't want a bunch of distractions. And so that actually

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kind of opens the door for companies to come in and solve some of these problems they don't

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want to deal with. So I noticed there was, you know, it seems there was a successful

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waste management company in Southern California, maybe San Diego, and another one in Colorado.

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So it seems, I don't know if they're dealing too much with data. They're just more just

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going and picking it up.

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I'm curious. What are some of the differences in dealing with metric from state to state?

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I mean, you're essentially the expert here. So I'm curious. I've heard California's maybe

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the more stringent state, but that's about the extent of my knowledge.

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Yeah, I mean, so one of the just a really simple example is between, so I'm in Washington.

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Washington's not a metric state, but we did work with customers that were in California

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and Oregon. We had customers all across the states, but those were the two places that

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we were looking at primarily. And one big difference was when you have, when you're

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expected to tag your plants and how those are treated. And so there's between California

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and Oregon, there's actually different, different growth phase definitions and different requirements

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as to when you promote them through those phases and when you are required to tag a

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plant. And there's also differences in whether or not it's indoor or outdoor between those

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two states as well. So if you are trying to be a third party integrator that is providing

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a service that is a one stop shop where you're providing extra value, in addition to trying

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to say, you can just come to our stuff and we'll keep you compliant with metric. One

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of the challenges that all these companies have to solve is how do they, how do they

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build their software in a way that can be flexible with different workflows per state?

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Because each state, given that it's still federally illegal and that each state is really

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defining what legality means and what the requirements are, while they are using templates

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of other states that have already created markets and managed compliance and stuff like

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that, they're still unique and still unique enough that third parties really need to be

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cognizant of that going into designing and building their software.

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That's quite interesting, especially the different growth stages and tagging points. That would

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throw a monkey wrench into things. I'm curious, do the software companies, do they essentially

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approach compliance as like a second thought?

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No, compliance is probably, compliance is a really big part of this for sure. There are

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a lot of ramifications to not staying compliant, whether you're a cultivator or a processor

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or retailer. In a lot of cases, the way that you have to integrate with state compliance

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is not necessarily easy, intuitive or cost effective. Any promise that you can make as

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a third party to provide making that easy, automating it, providing workflows or the

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ability to have just a single place where you can do all of your work and you're not

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swapping between five different pieces of software.

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That's where these various cannabis SaaS companies are really competing is, can we integrate

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with metric? Can we integrate with, I say we, I'm not currently there anymore, but QuickBooks,

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all these different things that a business has to do to be successful, is there one place

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that they can go and get all of that? You'll see some of these companies are specializing

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maybe in a particular level and really focus on cultivators or really focus on manufacturing

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or really focus on processing.

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Or you'll see a lot of seed to sale products where you can manage your whole workflow.

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It's in the name from seed to sale. And sometimes that can extend to the retail side if they're

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able to be vertically integrated. And that's another thing of differing state by state.

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In Washington state, you cannot have both a cultivation license and a retail license,

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but in other states you can be vertically integrated from growth to sales. So again,

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Washington isn't metric, so it didn't manifest itself in that way necessarily, but I could

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definitely see where that would be an issue in a state that wanted to use metric for tracking,

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but had set limitations on how you can vertically integrate, if you can vertically integrate

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number of licenses, all that fun stuff.

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It seems that because it does look at metric provides a simple user interface. I'm just

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curious if people heavily use that or not because doesn't, I'm just confused because

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it seems like they may just be making a cleaner wheel that people can use to enter data, but

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it seems that maybe the selling factor is the ancillary thing. So what are some of

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the things you see, like I guess there's billing and maybe...

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Well, even just the data entry for compliance can be onerous, especially on a small farm.

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If you have to have someone that's dedicated to making sure that you're staying in compliance,

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that can be really expensive and can take a lot of time, both from the people that are

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actually doing the cultivation, that's what I'm most familiar with, as well as the people

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running the company and making sure that the data that is ending up being sent to the state

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is accurate. So any way that you can automate that and provide a way that they mostly don't

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have to think about it except to review and say, like, yep, that looks like what happened

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on the farm today, great, go ahead and we can stay compliant, adds a tremendous amount

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of value. Because now a farm manager is maybe only spending a few minutes at the end of

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the day rather than their entire day. And there are pretty big consequences if you're

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getting it wrong. If you're managing stuff on a whiteboard or in a notebook and you miss

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something, there are consequences to falling out of compliance. And so anything that can

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automate that just like anything else and provide a higher level of accuracy is definitely

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of value to these cannabis farms in particular, but also processors. But you're absolutely

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right. If then above and beyond that, I'm able to see what's going on in my facility

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or my retail space or my farm, and above and beyond that, I'm able to integrate with QuickBooks

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and manage my costs and see where do I have waste not just in my plants but in what I'm

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spending money on, where can I be more efficient. All of those are additional values to the

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cannabis companies, which is why I think there's such a big market and so many people entering

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the cannabis SaaS space. Do you think there's a shortage or oversupply

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of SaaS, the software services? There are a lot. So you can go and see what

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integrators with Metric in particular, you can go and see who has been an approved integrator

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for Metric in each of the states. And there are a lot of people, there are a lot of people

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still trying to figure out what the right solution is. And some of them are really tailored

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to specific portions of the process. Some are trying to be end to end, some are trying

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to be an ERP, some of them are trying to manage customer and brand loyalty. I think because

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it's still federally illegal and there are restrictions on interstate trade and stuff

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like that, people can still find a market and find a niche and make some money there.

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It will be interesting to see how things kind of come together and combine at the point

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that it becomes federally legal and they can start operating not just as farms or as retailers

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across state lines, but also as service providers. Because there are companies that operate in

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multiple states, but there are restrictions on where it can be grown and where it can

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be sold and all that jazz, but that will go away.

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And so if now they can operate across multiple states and they've already picked a piece

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of software that's valuable to them, they'll probably stick with that piece of software.

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And so I think everybody's trying to find their way to be that piece of software or

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one of the top five available at the point that that happens.

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That's an interesting insight because like you said, you just see this mirth of businesses

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just all filling these different niches and there may be a demand for that because there

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are thousands of cannabis businesses.

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And there's different sizes too, right? Like the needs of a mom and pop are very different

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than the needs of a large MSO. So people can target that specifically just like any other

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company, right? There's the difference between me trying to sell stuff on Etsy versus Amazon

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trying to sell stuff on their website. And so there are opportunities there for sure

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for people to meet the needs of the scale with who they're working with.

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Well, I guess that brings me to the next logical question. So what are some of the major pain

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points you've seen people run into with some of these software solutions?

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Yeah. I mean, metric compliance is really a big one. Compliance is really, really important

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for the success of the business. And everybody seems to struggle with it. It's not like literally

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everybody seems to struggle with it. And so as a third party provider or as a farm, that

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can be really frustrating and really painful, but is still a legal requirement.

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Man, that's probably the biggest one. There's a lot of small things. Everybody has their

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trade-offs and the things that they focus on and the way that they're trying to carve

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out their own space. And everybody has their own approaches to how they go about doing

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that from the features that they provide and the way that they do or do not simplify systems

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or the way that they market themselves. And I'm not as familiar about non-metric states

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like what that looks like. I'm familiar with green bits, but only kind of tangentially.

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And I heard someone complain about one. So maybe it's just compliance in general and

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it's not metric. It's just that metric is used in so many states. And so it's people

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targeting the biggest one. But it has been very difficult to interact with them in a

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consistent way for a number of reasons.

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Well, I can share my insights on working with leaked data systems. So that was my primary

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point of interaction with the traceability system. So in Washington, I worked with leaked

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data systems. There's of course always people complaining about it. I think that may just

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stem from, I'm not certain. I think maybe just being forced to use a compliance tool,

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maybe you just don't want to read up about it. And it's just sort of this mysterious

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force. But it's not like glamorous, but I found the API acceptable. And then the main

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pain point I found was essentially transferring inventory. So from, there would always, there

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was maybe be some discrepancies or miscommunication between the shipping and the receiving party.

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So I'm curious in metric, are there any sort of breakdowns in when transfers happen?

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So yeah, so metric, I think, so I'm not familiar. Like I said, I haven't worked directly with

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the system up here in Washington, even though I'm up here. Metric has been the primary integration.

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And while there's certainly some amount of resistance just to having to do a compliance

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operation of any sort, there are issues with metrics specifically and their ability to

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scale their ability to have version software, their ability to have consistent data. And

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to your point, that becomes problematic with transfers. So if I'm a cultivator and I want

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to provide my product to a processor and metric is down, or I'm not able to complete a certain

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set of steps, I can't actually transfer my product to them. They might be sitting in

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my lobby waiting to pick it up. And if I can't do the things that I need to do to stay compliant

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for whatever reason, whether it's because of metrics specifically, or because I'm using

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a third party that's struggling to integrate with them for whatever set of reasons, that

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can actually be a physical obstacle to me running my business. So I think it, while

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there is some resistance that is founded in just not wanting to do the process, I think

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there are a lot of things that with the process are lacking that prevent people from doing

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what is legally required of them and thus negatively impacting their business. There's

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a lot of other critical, all of this actually you can go in and hear people give their feedback

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to the state of California. So there's no secrets here. But having to tag every single

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plant has an ecological impact. You don't have to do that with any other agricultural

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product to my knowledge. And it's a lot of plastic. And so is that the right way to manage

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it? Well, that's how metric manages it. So I think there are other things that come into

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play with metrics specifically that have been making it challenging. They obviously say

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that they are going to continue to work with the states to make it better. Some of those

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things have absolutely improved. Some of them have not. And I think that that's been the

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challenge for cannabis companies and their third party SaaS providers as well.

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That's quite interesting. So when you say they've worked to make things better, does

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that mean actual changes to the code or is that just more communication, training?

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The claim is both.

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So there are not to rag on them, but are there actual outages?

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There was one in March where there was an outage for something like 17 days. You can

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actually go read about it. Distru is a metric integrator and they wrote a blog about it

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and gave details about how they worked around it. That's a really long time. It's a really

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long time in software. It's a really long time in cannabis. It's a really long time

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in cannabis software. And that would just be unacceptable just about anywhere else.

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Or that there was outages here and there, or at least in my experience, reduction in

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functionality significant enough that it could keep people from doing business for the day

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or a couple of days at a time. But 17 days is a, I think it was something like that.

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I think it was over two weeks. It's just such a long time to impact business. And then I

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don't know the details of what the expectation was of the farm, but in a lot of these cases,

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the expectation is that the farm is being compliant, even if they're not able to complete

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what they need to do. So hopefully they made some exceptions for the outage. I know that

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they made exceptions when they were having the really bad wildfires last year. They said,

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we understood, do the best. We understand that you had to abandon your farm, do the

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best that you can. So they have absolutely made efforts in a lot of these cases. It's

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debatable as to who you talk to and what side they're on and what they've experienced specifically

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as to whether or not it's been enough.

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That sounds like an epic story because the cannabis industry, and you're right, 17 days,

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that would be known as the great metric outage of 2020.

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And it might've been specific to a couple of APIs, so it might've only been affecting

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vertical integrators or people in a particular segment of that. Again, Distro wrote up a

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really good article on it, and I'm forgetting a lot of the details. It was just more of

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a shock at the amount of time.

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I'll dig that article up because a similar thing happened, I think, back in 2019 with

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the data system. So essentially they were rolling out their, I think their first, I

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think they're like their one big update to the code. And it was a minor update, but I

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think they maybe changed a few fields from optional to required. So that would, you know,

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that there was a monkey wrench into people's third party software systems. And so while

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the actual change to the API wasn't that drastic, I mean, when you really take a step back,

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it caused about the similar like two week rough period. And that had really lasting

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consequences. It goes back to the point we were making earlier where the cultivators,

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they don't want any distractions. They just want to focus on growing and selling and anything

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else is a nuisance. And so if traceability goes down, that's a nuisance. And there's

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definitely going to be some parties that make some noise about that.

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And like I said, there's consequences. So then, you know, now I think Washington State

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sort of started to get like wet, I mean, cold feet about their traceability system. So,

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you know, it's kind of hard to walk anything back, you know, once you've committed to a

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statewide system. I guess I'm curious, like, what do you see as like sort of the future

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traceability? Like, so say there was like, you know, federal legalization or something

202
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like that, do you see traceability sticking around or getting upended?

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Your guess is as good as mine on that one. I have no idea what to expect. There's a lot

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of double speak from this administration. You know, you've seen them talk about supporting

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legalization, at least in some ways, while firing interns that have ever used before.

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And so who knows whether or not they'll support it? Who knows what will come out of it? I

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think there are a lot of unknowns when it comes to what the, or at least people with

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a lot more experience than I have, at least that can probably answer that question better

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as to what to expect at the point that it becomes federally legal or when it if when

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all that all that jazz.

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On my end, like I work for a manufacturing company. And so we're currently in like five

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different states and expanding to maybe four this year. So I think we're projecting 2024

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as like a federal legal, like it's not going to be tomorrow. But that's when we're expecting

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hopefully that some changes will be made. So wouldn't be this. So it's gonna be a few

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years before for I think we think that often.

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That's well, your boots on the ground. That's quite interesting. I'm curious, Nick, do you

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interface with metric in the different states you're in? I guess you're in Oregon. So

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Yeah, we use metric in Oregon, California, and we Colorado, Nevada, both use metric.

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Those are the states that were were currently, currently and so they all use metric, but

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we're working to start operating in Washington. So it's gonna be very, it's gonna, it's gonna

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be unique to see how our company reacts to a new system. Because everybody that I know

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of is only familiar with metrics. So we may, but we are the way we do things is we kind

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of operate under other people's license. And so there's people that have a license that

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are familiar with it that we can kind of like learn from. But yeah, it'll be interesting

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to see when it comes federally legal, what happens when each state has their own like

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traceability system like, like, who's gonna win out? Because like, I was gonna want to

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know, like, can, I don't know, especially companies that are in multiple states are

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going to get frustrated if they have to use multiple different like systems that to keep

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track of things. Oh, I may have to send you the link. So there's a really interesting

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podcast. I'm with RJ, and he has the CEO of metric on and it's sort of a topic they talk

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about. And you can kind of tell that essentially metric would love, you know, to be adopted

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at like essentially a national scale. But I just, I think even they may think that may

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not really be realistic. But you can kind of tell from the conversation that, you know,

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that that would be their their dream. But yeah, but I don't know. I give you your props

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to you know, trying to tackle metric and leaf data systems.

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Yeah, and like, so I'm not in like data. I'm currently like just an accountant. So for

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a manufacturing company, but I'm switching to I'm taking learning data analytics. So

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I'm looking to switch into like, I'm slowly learning that side of things. So yeah, it'll

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be like currently, we use QuickBooks as accounting software. And so that doesn't integrate with

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anything. And so a lot of the information that we need are just reports pull from metric.

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And since we don't specifically use metric, just like to look at inventory wise, the balance

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out our inventory, I think the one issue we always had is that in QuickBooks, we invoice

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to the retailer name. So it may be like, you know, it's the retailer, but their license

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in metric is under a different name. And so trying to like, sometimes it can be difficult

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figuring out like, which license this is from if we're not specifically like using metric

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on a daily basis, like an outside source is it's hard to tell like, who are they actually

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selling this product to?

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That kind of brings me to an interesting question. So it's a minor problem in Washington State.

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Well, it's not really a problem. But from a software point of view, it's a problem. So

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there'll be companies with multiple licenses. But there's maybe a minority of companies,

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but some do. I'm wondering, in metric, do you have companies working with multiple licenses?

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And is that like a how do you approach that? Is there confusion? Well, Nick, you may even

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have multiple licenses. So just curious about how you approach that from a business slash

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software point of view.

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Like I think our inventory team just, they have a list of who what licenses for what

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company in our in QuickBooks or like, so like we use since we don't have like an ERP system,

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we actually use Google Sheets. And so we have our processes, we have all we have an order

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form, which our sales reps then put in their orders on this form. And then our inventory

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team has access to see that. So when someone puts up a new order, they know, like the data

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is supposed to be pulled from like when it's supposed to be ready and all that. And so

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what our inventory team just has a list of like names and licenses, so they can like,

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if they're ever confused, they know which one to put it into metric. Because yeah, like,

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if you put it in the wrong in the metric, then the company that you have to deliver

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to has to reject that order because it's under the wrong name. So in in since we do deal

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with the retailers, like we want to keep them happy. And the last thing we want to do is

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is not make a delivery because we put it under the wrong the wrong name.

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And that's essentially what I've noticed in in Washington state is everybody's trying

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to keep their clients happy. And that's kind of expected of businesses. But and then the

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transfers it's just like you said, you don't want to transfer to the wrong person. Then

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the whole mess of having to reject incorrect transfers. So I don't know, just from my experience,

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I say it just a pain point that can be helped by you know, just better. You know, more organized

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more organized software, I suppose. Well, actually, I don't know, I don't really know

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what the solution may be. That is a pain point.

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A radical view, which, you know, obviously would maybe put me out of business is to not

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have such strict regulation. You know, again, I don't know of any other agricultural product

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that has to behave this way or any other you know, like tobacco, you're not tagging every

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plant alcohol, you're not following it all the way in, you have to keep track of what

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goes into your batch and what alcohol comes out and you have to keep track of bottles

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and that sort of stuff. But it's not at the level that's required for cannabis. And I

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think that's been unique to cannabis because of its legality at the moment. So it'll be

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interesting to see if some of that lightens up a little bit going forward, trusting farms

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a little bit more, or maybe checking in at very specific times rather than having to

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track every single plant at every single stage. Maybe that's pie in the sky hopes, but I think

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there will be a lot of benefits to relaxing that a little bit.

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And that's what I was kind of curious about as to, you know, the future landscape because

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so essentially I'm working on CanLytics, which is laboratory software. And the whole idea

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was to be sort of laboratory software first and then compliance second. Because, you know,

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the laboratories aren't going anywhere and you know, even if you didn't have traceability,

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they would still be there. And so the software is just more laboratory focused and then meeting

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the compliance. And so I'm just curious about the future because I'm almost a little worried

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that, you know, maybe some companies may have built their software and business model too

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much around compliance and metric because then if metric changes or would say goes away

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in five years for whatever reason, then there goes your business model. There goes your

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business. You know, like in Washington state, like, you know, it's real uncertain what traceability

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is going to look like in five years from now. But at the same time, the companies that have

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made integrating with metric easy have done quite good for themselves.

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My experience has been, and maybe Nick can speak to it as well, but my experience has

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been that that's usually part of their offering, but not their exclusive offering. That, you

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know, if you're focusing on cultivation metric or compliance as part of your cultivation

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process, but it's not the only thing, right? The rest is, you know, how do you get the

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best yield or how do you get a particular profile, whether do how can you use crop steering

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to get a particular outcome? Integration with QuickBooks because at the end of the day,

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there still is, you know, money involved as much as we enjoy watching plants grow. How

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do you develop new cultivars or, you know, does cultivar even have a meaning? There's,

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you know, a lot of discussion there. So I think there's a lot more that, you know, or

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if you're an ERP or if you're a seat to sale product, you're obviously providing that value

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through the whole process and adding additional things onto it. I think compliance is a really

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big portion of it at the moment, as you point out. I don't know of anybody that is only

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doing compliance as a third party piece of software. I don't know of anybody that is

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only just a wrapper around same metric. There's usually, it's usually part of an offering

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that they make beyond that with, you know, whatever stage or stages they're interacting

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with. It could be a very substantial portion of their business model for sure and everything

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you bring up would still be a risk for them. Absolutely.

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Yeah, I mean, I think that's sort of, you know, where the software space is, is, you

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know, if you can make all these integrations, you can add a lot of value. And like you said,

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you know, metric itself is, you know, it's essentially just a, you know, it's even, you

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know, it's got its nuances, but at the end of the day, it's just the, it's not even that

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large, it's just sort of a small API. So, you know, write a wrap around that and then

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you set, and then that's when the other magic happens is when you start to integrate QuickBooks

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and this is...

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Yeah, I think I might be particularly jaded with metric. Having built services in the

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past, there's some really just basic stuff that I don't see them doing that makes having

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to integrate with them a lot more difficult. So, for example, and you gave a really great

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example as well, which is if you do backward incompatible changes, like maybe you bump

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the version of your software or the version of your service. And if you don't have version

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services in the first place, that's really hard to do. And so getting all of your customers

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to adopt a backward incompatible change or breaking change all at once is never successful.

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Like, so version software, you know, it's a solved problem. It's been solved for 20

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years or longer. But if that's something that to your point, an API with relatively few

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calls should be very easy to use. But if it's changing out from underneath you in a way

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that you don't get notified about, where it's not versioned, where you can't stay on an

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old version long enough to migrate, that there's a deprecation or end of life plan that extends

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long enough for these businesses to not only meet the needs of their current customers,

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but then update to your backwards incompatible changes. Like, I think that's where both the

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cannabis companies that are either integrating with it directly, and they have to update

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their processes in some cases, or they might have themselves built software integrations

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with metric to make their life easier. Or these third party, you know, SaaS companies

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trying to provide that to their customers really find a lot of pain with it in particular.

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So I know I've ragged on them a lot. I know they're trying. I know they're, you know,

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talking about things that they're going to be doing to make things better. But some of

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these things that are pretty standard practice in a lot of building, you know, web services,

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I think would would make their life a lot easier.

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And so I guess it's part of this just because I think metric maybe rolled out in, you know,

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in like 20, really, the early 2010s in Colorado, is that correct?

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I'm really new to the industry. I don't I don't know their history.

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So I think that just from you know, what I heard the CEO talking about, it sounded like

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they're open to making improvements. And so, so you hit on the backwards incompatibility.

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And then I've just been, you know, working on it with integration. And it would be nice

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to get some things returned from from like post requests and things like that. But like,

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are there any other like concrete things that you like really see that need to be improved

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like standardization or?

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I mean, data consistency is a big one. If we would create objects, they may not be available

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in an amount of time. And but or we might have been told that they were created. But

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when we go to use them, they're not available. There are also things around the creation

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itself. So we would be told to just submit the create again, which would then fail because

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now then, you know, now it would have caught up and it would be consistent. So you know,

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one thing that solves that is using item potent keys, like that's a pretty standard practice.

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Have I already seen this request to create it? Great. I've already done it. Here's a

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success response, even if I told you that it failed the last time. Shoot, there was

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another one that we ran into a lot. So like, backward compatibility was one data consistency

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was one item potency was very closely related to that, particularly around creation of objects.

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Compatibility was one uptime. We've already talked about that. Knowing when changes were

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coming and this is where I will give them a lot of credit. They have been very proactive

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within the last year or so in reaching out to companies and letting them know. Or at

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least getting better at it for the most part, when changes were coming. When I first started

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working in the space, changes would just happen and our stuff would break and then we would

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get a notice a week later that there was a change to the API. You know, that's not helpful.

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So they have improved in that sense, which I think has made everyone's life easier. But

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even then, one of the challenges that you're going to run into if you're providing services

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or operating in multiple states, regardless of whether or not you're a cannabis company

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or a third party company, is just keeping up with all the changes across all the different

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states too. So that's not necessarily their fault. But how do you communicate that in

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such a way that you're not that you're notifying the people who need to know in a way that's

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efficient with enough time for them to adopt it and a reasonable end of life support for

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the stuff that you're deprecating? It's hard. It's a hard problem that everybody has to

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deal with, you know, regardless of the scale of your customers. But it's something that

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I think is going to be critical for them to address.

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And I agree with you. I think almost any company can improve to make improvements by improving

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communication. It's one of the hardest things to get right. But it's something that is approachable

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and everybody can improve. And so, like you said, just just simply letting you know that

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changes are coming. I mean, that's I mean, an email and that has an enormous amount of

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value. I mean, that can I mean, if it's a minor change, I mean, like you said, that

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can prevent your software from breaking down and unhappy clients. And then I think things

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like things like maybe backwards compatibility is maybe easier, but item potency, you know,

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you have to be a little clever. Just about I mean, it's, you know, like you said, you

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have to have some forethought about how you're going to set things up. But you have to, you

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know, you have to do a little thinking there. So I think that may be a little trickier to

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a that may be a little trickier problem to approach. But communications, the dead simple

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one.

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Oh, boy. That's that's exciting. Well, we're sort of nearing here to the end, if anyone

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has any last few things to hit on. But I guess I just wanted to thank you, Ryan, for for

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coming and joining the cannabis science meetup. And it's data science meetup. Normally, I

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have a presentation or something and some data that we can chew on. And so for next

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week, I'll I'll have some stuff and they may even just email or message you guys like a

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handout for this week. I was going to have a company better carbon solutions come and

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talk about how they're doing waste management. But there was a breakdown in communication.

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So but I can still send you some material. And then also, Nick, it was awesome hearing

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hearing from you about your

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your experience in multiple states that is quite the

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quite the hurdle to jump.

401
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Yeah, yeah, it's a lot. I mean, because you're looking at facilities in each state. So because

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you can't transport across the Alliance. So

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endless questions there. So we may have to day to pick your brain about that next time.

404
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And then Charles, as always, you know, it's always good to see you and hear your perspective

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from the data science angle.

406
00:46:42,240 --> 00:46:50,000
Yeah, yeah, thanks. And now that was interesting. I've written software for Ford and my wife

407
00:46:50,000 --> 00:46:56,480
works in the semiconductor industry. And if you were down for two weeks, man, it would

408
00:46:56,480 --> 00:46:59,400
be ugly. You'd never be back.

409
00:46:59,400 --> 00:47:06,960
Well, that's basically what happened in Washington State is, I mean, leaf data systems, they

410
00:47:06,960 --> 00:47:15,480
did the small update. And there was endless amount of noise about it to the point where

411
00:47:15,480 --> 00:47:21,720
Washington State basically said, Okay, we're actually going to relook at the contract.

412
00:47:21,720 --> 00:47:27,800
So then they basically did this whole, you know, reexamination of the contract, which

413
00:47:27,800 --> 00:47:31,720
is, you know, a big deal.

414
00:47:31,720 --> 00:47:32,720
So

415
00:47:32,720 --> 00:47:37,600
but you know, in metric, it sounds like it may have been out of their hands, you know,

416
00:47:37,600 --> 00:47:43,000
they may have been tied to the wildfires or this and that. So I'm going to do thanks for

417
00:47:43,000 --> 00:47:50,080
sharing that link, I'm going to go start reading up about this metric outage.

418
00:47:50,080 --> 00:47:56,440
Yeah, the wildfires were separate. That comment was mostly that I hoped that they treated

419
00:47:56,440 --> 00:48:04,280
the people trying to stay compliant in the same way that they they had in the past, where

420
00:48:04,280 --> 00:48:11,800
farms had struggled because of the wildfires, hopefully, they're a little bit more supportive

421
00:48:11,800 --> 00:48:16,400
because of the outage.

422
00:48:16,400 --> 00:48:21,400
Well, a similar thing, like in Washington, they gave they gave everybody lenience, they

423
00:48:21,400 --> 00:48:27,240
said, Oh, you can just, you know, attest that you've had things tested and this and that.

424
00:48:27,240 --> 00:48:34,480
But I mean, people just aren't happy when there's any disruption to their and you can't

425
00:48:34,480 --> 00:48:42,240
blame them. I mean, that's, you know, that's lost revenue. So

426
00:48:42,240 --> 00:48:49,760
to the I think the lesson from the day is, do what you can to keep your systems online.

427
00:48:49,760 --> 00:48:51,760
And it takes some forethought.

428
00:48:51,760 --> 00:49:00,280
Alright, crew. Thanks for coming today. I think I'll go ahead and conclude it here a

429
00:49:00,280 --> 00:49:08,720
couple minutes early just to let Charles get to his appointment on time. And I've kind

430
00:49:08,720 --> 00:49:14,840
of run out of material. But thank you all for coming. I'll try to send you some material

431
00:49:14,840 --> 00:49:21,640
throughout the week and then we can touch base next week and maybe do a little forecasting

432
00:49:21,640 --> 00:49:22,640
or something like that.

433
00:49:22,640 --> 00:49:23,640
Sounds good. Nice meeting you all.

434
00:49:23,640 --> 00:49:24,640
Awesome. It's gonna be great. Nick, Charles, until next time.

435
00:49:24,640 --> 00:49:25,640
Thanks for having me.

436
00:49:25,640 --> 00:49:26,640
Thanks for having me.

437
00:49:26,640 --> 00:49:33,640
Bye. Nice meeting you, Ryan.