0:00

We realized early on that

0:02

a change like the one

0:04

we were embarking on the

0:07

kind of transformation does not

0:09

happen with just tech. It

0:11

needed change management, it needed

0:14

training, it needed different skill

0:16

sets, not just for IT,

0:18

but for the organization overall.

0:21

Welcome to Technovation.

0:23

I'm your host Peter High. My

0:25

guest day is Sinish Kishav. Senesha's

0:27

the chief technology officer of Prologus,

0:30

the leader in logistics real estate

0:32

that earns roughly $6 billion in

0:34

annual revenue. Senesha's been in his

0:36

role for roughly seven years, and

0:38

in his role, he's responsible for

0:41

all aspects of technology and the

0:43

design, development, and delivery of Prologus's

0:45

global technology initiatives. Prior to assuming

0:47

his current role in May of

0:49

2018, Sinish was the senior vice

0:51

president of IT at Experian, where

0:53

he was responsible for development of

0:55

decisioning solutions. Sinish, welcome to Technivation.

0:58

It's great to speak with you today. Great

1:00

to be here, Peter. And good to see you

1:02

again. Thank you so much. Well, I would love

1:04

to have you, especially for those who may be

1:06

a little less familiar with the business. In your

1:09

own words, share a bit more about Prologus's business,

1:11

if you would. Sure, so

1:13

Prologus is the world's

1:15

largest logistics real estate

1:17

company and in many ways

1:19

we are perhaps the largest

1:21

real estate company period in

1:23

the world. We have about 1.2

1:26

billion square feet of space

1:28

and by logistics real estate

1:30

what we mean is warehouses,

1:32

typically the fulfillment centers

1:34

that distribution centers that

1:37

Our customers, who's a virtual who's

1:39

who in the retail and

1:42

3PL world, use as their facility

1:44

for one of their facilities

1:46

for enabling their supply chain.

1:49

And so we have 1.2

1:51

billion square feet of that

1:54

kind of space spread across

1:56

20 countries. We have about

1:58

$220 billion worth. assets under

2:01

management to give you an

2:03

idea of what that the

2:05

combined value of all that

2:07

all those assets are. And we

2:09

have, like you said, about

2:11

6 billion plus in an

2:13

OI and have about 5,600

2:15

buildings is what that counts to

2:17

and about 6,700 customers. A virtual

2:20

who's who of the 3PL and.

2:22

retail world that like I

2:24

talked about our customers but

2:26

we have 6,700 customers so

2:28

you could have your neighborhood bike

2:31

shop be storing bikes at our

2:33

facility too. So there's a

2:35

pretty long tail and that's

2:37

who we are. That's a

2:39

great background. Thank you so much

2:42

for for sharing that. Talked a

2:44

bit about your role as chief

2:46

technology officer if you would.

2:48

What's within your purview in

2:50

that role? Sure, so first

2:52

of all, just a quick little

2:55

background on me. This is my

2:57

first real estate gig in

2:59

that sense. I have been

3:01

in technology all through. I've

3:03

had stints at Experian and American

3:06

Express and Safeway Albertsons, like you

3:08

mentioned in the in the bio.

3:10

I got to Prologus in

3:12

2018 and what drew me

3:14

to this company and I

3:16

think it's important than to connect

3:19

what I do today and what

3:21

my team does to what

3:23

drew me here was that

3:25

here was a company that

3:27

was very comfortably and still is

3:30

comfortably placed in our industry the

3:32

undisputed leader but there was a

3:35

constant desire to disrupt ourselves

3:37

before someone else did and

3:39

that was the why I

3:41

picked up back in 2018 and

3:43

it's still what drives our culture

3:45

today. So we don't rest

3:47

on our laurels constantly trying

3:49

to innovate. Now a lot

3:51

of companies that I've been that

3:54

I've been associated with and that

3:56

I've looked at. all do pretty

3:59

healthy doses of this innovation,

4:01

but sometimes it's forced. You

4:03

know, there's a difference between,

4:05

are you doing it because you

4:07

have no choice? Or are you

4:09

doing it because you want

4:11

to? And that distinction was

4:13

pretty compelling to see at

4:15

a company like Prologus. So I

4:18

was brought in as the CTO

4:20

and I am the CTO now

4:23

and that. entails all aspects

4:25

of technology. So think about

4:27

everything from the back office

4:29

systems, our financial systems and our

4:31

accounting systems, all the way to

4:34

what we deploy in terms

4:36

of technology to our warehouses,

4:38

which has seen a manifold

4:40

increase. Supporting our newer lines of

4:42

businesses with technology as well. We

4:44

have a very thriving energy business.

4:47

I'm sure we'll talk about

4:49

that some. We have our

4:51

EV charging business, fleet charging

4:53

business. So technology associated with that.

4:55

So it's all aspects of tech,

4:58

whether it's internal facing customer

5:00

facing warehouse or back office

5:02

is what my remit and

5:04

tells. remarkable. And you've started to

5:06

allude to some of the growth

5:08

in the seven years you've been

5:11

with the organization. I wonder

5:13

if I could, having heard

5:15

some of it from you

5:17

in our past conversations, if you've

5:19

been lighten our audience as to

5:22

the scale of the operation

5:24

seven years ago versus today,

5:26

as I'd love to get

5:28

further into all that you've done

5:30

with your team to be able

5:33

to facilitate that growth. Could you

5:35

share a bit about the

5:37

company you found versus where

5:39

you are now? Absolutely. So

5:41

it's been a it's been a

5:43

fascinating growth even in my time

5:46

here. So to give you

5:48

some numbers we and some

5:50

of these are directionally right.

5:52

I don't exactly remember as of

5:54

May 12th 2018 where the numbers

5:57

were but We were about 750

5:59

million square feet back then.

6:01

We are now 1.2 billion

6:03

square feet. We were probably

6:05

around 4,000 buildings. Now we are

6:08

5,600 buildings. We were about 5,000

6:10

customers. We are now 6,700

6:12

customers. We were in 19

6:14

countries. We've only added one

6:16

more country, India, in the time

6:18

that I've been here. But it's

6:21

been a world of change for

6:23

the company. We were 1,600

6:25

employees. We had 2,500 employees

6:27

now. So on all counts,

6:29

we've grown and we've done exceedingly

6:32

exceedingly well. Really remarkable. Well, I

6:34

would love to understand, as

6:36

the company has grown, how

6:38

it is that your team

6:40

plans for that growth. It's not

6:42

as they know, a lot of

6:45

organizations go through sort of slow

6:47

plotting growth, and it's a

6:49

bit easier to manage as

6:51

a result of that. Take

6:53

what you're doing this year and

6:56

add three or five percent, something

6:58

like that's not been your

7:00

story. And so. Planning ahead

7:02

for an organization that's changing

7:04

so rapidly has its own opportunities

7:07

for innovation, but its own challenges

7:09

associated with it as well. Can

7:11

you talk a bit about

7:13

how you and your team

7:15

think about what the company

7:17

continues to become and how you

7:20

stay ahead of that? First of

7:22

all, we have a, I

7:24

often tell people we're kind

7:26

of a large company stuck

7:28

in a small company's body, so

7:31

to speak. And the reason I

7:33

say that is that it's a

7:35

pretty flat organization and there's

7:37

really not extra layers of

7:39

bureaucracy to go around and

7:41

almost everyone knows everyone else at

7:44

the company. So there's no place

7:46

to hide if you will.

7:48

And what that fosters is

7:50

a culture of very open

7:52

communication and collaboration. So everyone actually

7:55

knows what each other is doing.

7:57

could be improve of course and

8:00

when you're when you're self

8:02

introspective you always feel you

8:04

could do better and I

8:06

get that but I also come

8:08

in with a frame of reference

8:10

of other companies I worked

8:12

at and I come ourselves

8:14

to those other places and

8:16

I feel like the level of

8:19

collaboration and communication is pretty high.

8:21

So when we look at how

8:24

IT set up and some

8:26

of the changes that I

8:28

had to make as soon

8:30

as I got here, one of

8:32

the key items was that like

8:34

every other company that's seen

8:36

organic explosive growth like Prologas,

8:38

sometimes the pace of growth

8:40

out paces the growth of technology

8:43

infrastructure or the sophistication of it.

8:45

So we had our fair share

8:48

of Excel spreadsheets, nothing against

8:50

Excel. I love Excel and

8:52

we still use quite a

8:54

bit of it. Sometimes it is

8:56

the right tool. But you know

8:59

we had certain key business

9:01

processes perhaps running on antiquated

9:03

technology, but it was working

9:05

well. It wasn't like it was

9:07

not working. So there had to

9:09

be a mindset of We're not

9:12

going to fall for the

9:14

do not touch it if

9:16

it ain't broke kind of

9:18

a philosophy to tech because I've

9:20

seen from my prior experience that

9:23

sometimes that eventually becomes your

9:25

weak spot your weak link

9:27

and you want to be

9:29

ahead of that so One of

9:31

the things structurally even that we

9:33

did in the organization was to

9:36

make sure that all of

9:38

our key capabilities across the

9:40

company had dedicated IT help

9:42

and technology help and that made

9:44

a huge difference because some of

9:47

the it was no longer

9:49

about whoever is the loudest

9:51

gets the funding and gets

9:53

the resources. It became a little

9:55

more of a case of every

9:58

single key capability across the business

10:00

had a chance to in

10:02

a way. and figure out

10:04

what is coming up next.

10:06

The closeness to the business strategy

10:08

and aligning business and tech of

10:11

course helps as well. And

10:13

then there are. course these

10:15

horizontal infrastructure like things that

10:17

we needed to do to just

10:19

do the basic table setting needed

10:22

for such a kind of transformation.

10:24

So there were also need

10:26

for teams that are dedicated

10:28

to data and analytics for

10:30

instance. We knew that our proprietary

10:32

data even back in 2018 was

10:35

something that we could truly

10:37

leverage if we had the

10:39

right infrastructure around it and

10:41

so we went to work, putting

10:43

together a team that really was

10:46

going to build a data foundation

10:48

that would be best in

10:50

class. And so when a

10:52

new business like our energy

10:54

business shows up on the horizon.

10:57

The model is flexible enough where

10:59

you could expand it to

11:01

accommodate energy. So for instance,

11:03

if you think of that

11:05

as a new capability that is

11:07

coming into the company, from an

11:10

IT standpoint, you know it needs

11:12

dedicated IT health, technology resources,

11:14

technology systems. And so we

11:16

immediately can expand the paradigm

11:18

of every capability being. taken care

11:21

of from a tech standpoint to

11:23

energy. And so that kind

11:25

of a model has served

11:27

as well. We've had to

11:29

do quite a bit of retooling,

11:32

not just on the system side,

11:34

but also on the people side

11:36

and the process side. We

11:38

realized early on that a

11:40

change, like the one we

11:42

were embarking on, the kind of

11:45

transformation does not happen with just

11:47

tech. It needed. change management,

11:49

it needed training, it needed

11:51

perhaps different skill sets, not

11:53

just for IT, but for the

11:56

organization overall. And so there were

11:58

new teams formed. In fact, we

12:00

have a company-wide change management

12:02

and operational excellence team. focused

12:04

on just making the changes

12:06

stick and figuring out how to

12:09

optimize processes. We do a whole

12:11

bunch of caisins to take

12:13

existing processes and revamp them

12:15

to be more tech ready

12:17

and then we can infuse tech

12:20

into it because the worst thing

12:22

you can do is take a

12:25

broken process and automate it.

12:27

Yeah, so we take the

12:29

time to get the process

12:31

right before we automate it. So

12:33

it's a. It's everyone's participating in

12:35

this transformation. It's not just

12:37

IT. And that's what positions

12:39

as well for this kind

12:41

of growth. Amazing. And talk a

12:44

bit about the team you lead

12:46

as well. I mean, as I

12:49

think about the scale you

12:51

described, the number of employees

12:53

generally, forget IT alone, but

12:55

the number of employees you have

12:57

are relatively small for how consequential

12:59

this business is in terms

13:01

of scale, in terms of

13:03

revenue, etc. Talk about IT,

13:05

which I have to imagine

13:07

reflects that, and thus must be

13:10

an operation that does a

13:12

lot with in the grand

13:14

scheme of things, you know,

13:16

sort of a relatively tight-knit technology

13:18

team, but I'd love to hear

13:21

more about that from you.

13:23

Sure, I think it's deep-rooted

13:25

in our culture to not

13:27

have waste in the system. So...

13:29

When you think about the fact

13:32

that we are a 2,500 person

13:34

company that is running 220

13:36

billion dollars worth of assets

13:38

under management, you get the

13:40

idea of what IT may be

13:42

doing with our resources and how

13:45

we are managing them is

13:47

no different than the company

13:49

overall. Prologus is pretty good

13:51

at doing more with less. But

13:53

having said that, I think that

13:56

we are well equipped between our

13:58

full-time employees and the partners

14:00

that we work with and

14:02

we have some very good

14:04

partners we work with to to

14:06

meet all these needs that are

14:09

coming at us. We have

14:11

seeing study growth in our

14:13

IT budgets and how much

14:15

our executive team believes in technology

14:17

is evident in just a hockey

14:20

stick approach to IT funding. So

14:22

all that's good. I'm not

14:24

sharing concrete numbers intentionally Peter

14:26

in case any of my

14:28

competitors may be watching this but

14:31

you get the idea that we've

14:33

been on a good. cadence

14:35

of having our technology budgets

14:37

and resourcing increase. And that

14:39

has stood well as we stood

14:41

up these new teams that I

14:44

talked about supporting some of our

14:46

newer areas like energy. Yeah,

14:48

I'd love to double click

14:50

on that. You've already mentioned

14:52

it a fascinating aspect of your

14:55

business during your tenure as new

14:57

areas you've gotten into. You

14:59

are now the second largest

15:01

solar producer in the US

15:03

you shared with me. You are

15:06

a major supply chain solutions provider.

15:08

These are areas that are adjacencies.

15:10

that you've gotten into and

15:12

you talked a bit about

15:14

the way in which your

15:16

team then dedicates resources and solutions

15:19

to these as they come online

15:21

and then continues to as

15:23

it does with other parts

15:25

of the business. I wonder

15:27

how much as you think about

15:30

new businesses that are brought online

15:32

is done commonly across those versus

15:34

those areas that become very

15:36

specific and especially in those

15:38

areas where specificity and technology

15:40

that is. tailored to the needs

15:43

of a new business, how do

15:45

you ramp up some of

15:47

the expertise associated with that?

15:49

No, we have to bring

15:51

in expertise from the outside, not

15:54

just on the IT side, our

15:56

business side. You know, you look

15:59

at our energy and sustainability

16:01

business, for instance, right from

16:03

the head of that group,

16:05

Susan Othakuma, are on down. They're

16:07

all, most of them have come

16:09

from an energy background, a

16:11

deep energy background, and so.

16:13

You know seven years ago

16:15

we didn't have that when I

16:18

first joined the company because we

16:20

didn't have it. business. So we've

16:23

been continually increasing the appropriate

16:25

level of and type of

16:27

skills that we need to

16:29

stand up these businesses. Data Center

16:31

business for instances right now, something

16:33

that we are heavily involved

16:35

in and we brought in

16:37

some great talent from the

16:39

outside that would allow us to

16:42

to make a mark in those

16:44

areas. So but in terms of

16:47

the common And this goes

16:49

beyond new businesses too. In

16:51

my time here, rough count

16:53

probably, we've done four, five M&As.

16:55

And all of those mergers or

16:58

acquisitions that we've done of

17:00

companies in the last seven

17:02

years that I've been here.

17:04

We've not added any resources in

17:06

terms of tech resources. Our IT

17:08

team has not grown as a

17:11

result of it. And the

17:13

company overall hasn't grown in

17:15

relative to if you just

17:17

look at the amount of square

17:19

footage we've added. And all that's

17:22

because we have a playbook

17:24

and we have systems and

17:26

processes in place that are

17:28

easy to onboard someone onto. And

17:30

there's never this real discussion when

17:32

it comes to tech, for instance.

17:35

Well, should we retain some

17:37

of the systems that we

17:39

just acquired? We're acquiring the

17:41

real estate portfolio of these companies,

17:43

not their tech. They're coming on

17:46

to our systems, and that's

17:48

bordered as well. We are

17:50

very, very protective and value.

17:52

what our proprietary data is and

17:54

what it brings to the mix.

17:57

So in terms of the technology

17:59

supporting it, which is our

18:01

data infrastructure, the data foundations,

18:03

the analytics, the BI tools,

18:05

all of the AI that we've

18:07

since layered on those on that

18:10

data, that is all. common.

18:12

So for us to be,

18:14

for instance, able to join

18:16

energy data with our realistic data

18:18

isn't that hard because we have

18:21

it all in one place and

18:23

makes it easy to do

18:25

that kind of a join.

18:27

And so what we have

18:29

then done is these things that

18:31

are horizontal and are a common

18:34

concern. Let's take even information

18:36

security. Unfortunately, being the attention

18:38

of some, gotten the attention

18:40

of some bad actors as well

18:42

as our success grows. And so

18:45

that the concerns, this information security

18:47

concerns or the, whether it's

18:49

information technology related or operating

18:51

technology related, those are common

18:53

again across all these businesses. Reuse

18:56

the horizontal and focus on building

18:58

the verticals is perhaps the

19:00

best way I would turn

19:02

on how we manage to

19:04

absorb all these new companies that

19:06

we've acquired as well as get

19:09

the new businesses to do. Fascinating

19:11

indeed. I want to talk

19:13

about this lasting advantage you

19:15

have with proprietary data as

19:17

you noted and very powerful the

19:20

way in which you describe that

19:22

but in advantage of having.

19:24

Non-negotiable is what it comes

19:26

to technologies, ensuring that everything

19:28

is, you know, comes together in

19:31

the way that you described such

19:33

that. the data from older parts

19:35

of your business and new

19:37

parts of your business coexists

19:39

and you can find better

19:41

ways to do analysis centered around

19:44

it as an as an example

19:46

that you provided. I wonder

19:48

if you could talk a

19:50

bit further about your data

19:52

strategy and the foundation that you

19:55

have laid and now laring as

19:57

you mentioned artificial intelligence on top

19:59

of that to talk a

20:01

bit further about, you know,

20:03

the use of that data

20:05

and the way in which your

20:08

team is able to provide new

20:10

value to the organization as

20:12

a result of mining it.

20:14

So we are 100% cloud-based

20:16

shops, so we don't run data

20:19

centers of our own. I was

20:21

going to say it's almost ironic,

20:23

given the fact that it

20:26

doesn't mean you're part of

20:28

your business otherwise. I can't

20:30

see the irony even as I

20:32

say that. We don't have data

20:34

centers of our own, but

20:36

because we are 100% cloud-based

20:38

and we have lots of

20:40

SAS solutions, therefore, in the mix

20:43

in our text act. It makes

20:45

the concept of data. and what

20:48

constitutes a business entity that

20:50

much more difficult. So the

20:52

definition of a tenant or

20:54

a customer or the definition of

20:56

a property or the definition of

20:58

an investor, sometimes you can

21:00

see how easily that definition

21:02

could spread across multiple SAS

21:04

solutions and the like that that

21:07

we have the systems that we

21:09

have. So it was necessary to

21:12

bring all that data together

21:14

and have a common model,

21:16

a set of data models,

21:18

that would allow those core business

21:20

entity definitions to be preserved and

21:23

maintained. And so what that

21:25

then does is think of

21:27

it as sort of foundational

21:29

building blocks of data that we

21:31

built, which then presents a way

21:33

to present Analytics starting blocks, basic

21:36

building blocks, with the goal

21:38

always being, and this has

21:40

been a consistent goal since

21:42

day one, to get our business

21:44

users to be to the point

21:47

of self-service. You have your

21:49

of course your your management

21:51

reporting and your canned reporting.

21:53

but you also have the ability

21:55

to slice and dice data on

21:57

your own and that's what fosters

22:00

innovation and we provided the

22:02

technology infrastructure starting with our

22:04

cloud-based data warehouse to our

22:06

DIY tools and data modeling tools

22:08

and to enable every single analyst

22:11

across the company, for instance,

22:13

to be able to slice

22:15

and dice this data. Is

22:17

there use of spreadsheets? Still, I

22:19

go back to my comment earlier,

22:22

sure there is, and sometimes it's

22:24

a valid use, but a

22:26

lot of the work that

22:28

involves experimentation has moved into

22:30

systems and that's a great change

22:32

to see. And between the canned

22:35

reporting and the experimental reporting

22:37

we have now this concept

22:39

of certified data versus uncertified

22:41

data so that there is a

22:43

path for any of these experiments

22:46

if successful to get to the

22:48

point where it's an enterprise

22:50

wide data asset. Yeah, I

22:52

feel really good about our

22:54

data journey. We're still in the

22:56

middle of it. And now, of

22:59

course, with AI, it's because

23:01

we invested the time and

23:03

money to put in this

23:05

strong data foundation in, layering AI

23:07

on it becomes that much easier.

23:10

So for instance, even as Chad

23:12

GPT just came out, I

23:14

remember back in the day,

23:16

it's only two years ago,

23:18

but it seems like a long

23:21

time ago. that as Chad GPT

23:23

came out and there's all

23:25

this beginning of the buzz

23:27

about generating AI, companies struggled

23:29

with trying to figure out how

23:31

to put their own proprietary data

23:34

behind AI infrastructure. And we, we,

23:36

our struggle I would say

23:38

was less compared to some

23:40

of our, these other companies

23:42

because we had the strong data

23:45

foundation now. A lot of things

23:47

we built in the early

23:49

days of AI to wire

23:51

the two together has been

23:53

throwaway work because the pace of

23:55

innovation in the city is such

23:58

that what is A

24:00

differentiator today is commodity about three

24:02

months from now. So we get

24:05

that, but the learnings are surpass

24:07

the three months and those learnings

24:10

really help us then decide even

24:12

when it becomes commodity work to

24:14

invest in. So we've had a

24:17

good, good frame there around AI

24:19

and layering that. Very interesting indeed

24:22

I appreciate you sharing some of

24:24

those details. You know as you

24:26

it strikes me that as the

24:29

business gets into some of these

24:31

more tech centric businesses where the

24:33

clients themselves are technology organizations I

24:36

wonder if there are any special

24:38

insights you have by virtue of

24:41

of being in the technology space

24:43

now serving technology customers to a

24:45

greater extent as well. Any interesting

24:48

insights as a result of some

24:50

of those newer relationships? Yeah, I

24:52

think the biggest common problem that

24:55

everyone has is around data and

24:57

visibility. So I've seen that. Even

25:00

the largest companies in the world

25:02

would love to understand their supply

25:04

chain more, be able to map

25:07

their network better. And so there

25:09

are some common threads in the

25:12

problem statements that we are seeing.

25:14

It is also a case where

25:16

we see that when it comes

25:19

to our operating essentials business, for

25:21

instance, which is where we provide

25:23

a set of products and services

25:26

adjacent to the warehouse itself. The

25:28

operating essentials business, a lot of

25:31

the more technology sophisticated, sophisticated technology

25:33

solutions that we offer like a

25:35

smart building. our the pitch has

25:38

to be made to the technology

25:40

side of the house and so

25:42

that that's a good thing for

25:45

me perhaps in the sense that

25:47

we are talking to the technology

25:50

side of our customers, which we

25:52

want before. And by the way,

25:54

that's a general thing. Today as

25:57

a company, Prologus, we talked to

25:59

the chief innovation officers, the chief

26:02

supply chain officers, we've created forums

26:04

for these cohorts, these groups to

26:06

have an exchange of ideas. Whereas

26:09

in the past, True to being

26:11

a realistic company, our contacts probably

26:13

were more with just the real

26:16

estate side of the house and

26:18

that's not the case anymore. But

26:21

yes, there's certainly some common threats.

26:23

Everyone's trying to figure out this

26:25

AI and what to do there.

26:28

Everyone's on the automation journey and

26:30

there are all things we can

26:32

help with. I wanted also to

26:35

ask you now still relatively early

26:37

in 2025. What are some of

26:40

the additional trends? We talked about

26:42

a number of them. Any new

26:44

kinds of ideas or trends that

26:47

have you particularly excited as you

26:49

contemplate the year ahead or the

26:52

next several years ahead as the

26:54

case may be? So we have

26:56

some, I was telling you offline,

26:59

we are just unveiling a new,

27:01

a tweaked IT strategy for the

27:03

next three years within the company

27:06

as we are looking at works

27:08

ahead. And you know the... The

27:11

key thing for me is that

27:13

these new businesses that we've stood

27:15

up have to be successful. And

27:18

we are certainly on a path,

27:20

we've had to bring in entire

27:22

new systems, even billing systems, so

27:25

core systems like that in order

27:27

to support these new businesses. And

27:30

that will continue and 2025 will

27:32

certainly be an accelerator for those.

27:34

We have put some very ambitious

27:37

goals around our net zero, for

27:39

instance. It's net zero by 2040.

27:42

We have a gig of solar

27:44

by the end of this year.

27:46

between solar and storage we are

27:49

aimed to get to one gigawatt

27:51

and it's a very very aggressive

27:53

milestone and goal and technology certainly

27:56

plays a huge role in that

27:58

and we were helping the business

28:01

that way. The standard threat of

28:03

automation continues I think it will

28:05

never end. We certainly have our

28:08

eyes on AI and in AI

28:10

the basic shift if you will

28:12

in 2025 is to Now that

28:15

the, you know, the chat-based enthusiasm

28:17

is fully set in, that we

28:20

begin to start embedding it in

28:22

our business core business processes and

28:24

decision-making. So 25 will be a

28:27

year where you kind of move

28:29

away from the chat-based AI solutions

28:32

to more. It's happening behind the

28:34

seats. And if you're a user

28:36

of a... technology just fascinates me

28:39

and so really looking forward to

28:41

that. It doesn't come across as

28:43

you you're going to ask AI

28:46

something. That's a tall order but

28:48

with the advent of agentic AI

28:51

I think we will be able

28:53

to get this done. By the

28:55

way the pace of that that

28:58

technology just fascinates me and so

29:00

really looking forward to that. And

29:02

then, of course, we have our

29:05

proprietary data that I talked about

29:07

that we want to expand with

29:10

these new businesses. We get more

29:12

opportunity to capture and harness and

29:14

leverage some of this new data.

29:17

And so that will be certainly

29:19

a focus as well. All fascinating

29:22

areas to continue to. to keep

29:24

an eye on. I appreciate you

29:26

sharing each of those. Before I

29:29

let you go, Sinisha, I wanted

29:31

to see if there's anything you've

29:33

recently read why stand or listen

29:36

to that you would recommend to

29:38

your peers? Anything that immediately comes

29:41

to mind? Sure, well this may

29:43

not be relevant to everything else

29:45

we've talked about so far, but

29:48

I'll tell you the book that

29:50

I'm reading and almost it's a

29:52

pretty big book that I'm almost

29:55

done with is the one by

29:57

Kim Macquarie called the Last Days

30:00

of the Hinkha Empire. So if

30:02

you... The backstory is I recently

30:04

had the good fortune to go

30:07

to Machu Picchu and look at

30:09

the Incan ruins there and I

30:12

just got fascinated by the story

30:14

of how the Incan's had this

30:16

massive 2,500 mile long territory in

30:19

South America for about 300 years

30:21

or so there in the 16th

30:23

century. And then almost overnight. it

30:26

all got wiped out. And the

30:28

story of human conflict and the

30:31

fact that everyone in Peru in

30:33

modern Peru is pretty much has

30:35

some amount of Spanish blood in

30:38

them at this point, and the

30:40

Spaniards were the conquerors. It just,

30:42

it was fascinating, sort of a

30:45

setup for, and so I wanted

30:47

to dig deeper into it, and

30:50

so this is a book I've

30:52

been reading, and it's fascinating. I

30:54

do listen to a bunch of

30:57

podcasts, and so they keep coming

30:59

on, and I enjoy them. And

31:02

it's interesting how they differ from

31:04

each other and what's common between

31:06

them. And of course Peter, I

31:09

check out your podcast too, so

31:11

not to leave you out. But

31:13

all in is a good one.

31:16

I listen to pivot. Sometimes those

31:18

two are very fascinating in terms.

31:21

of how they align or not

31:23

with each other's viewpoints, but that

31:25

the technology and technology

31:28

and political that that

31:30

both of them

31:32

into is into is

31:35

pretty fascinating. Yeah, well

31:37

good Well, good

31:40

recommendations all. I

31:42

really appreciate you you

31:44

sharing this and I appreciate the

31:47

appreciate the conversation

31:49

more generally speaking.

31:51

What a remarkable

31:54

ride you've had

31:56

across your seven

31:59

years at at Prologus

32:01

appreciate you sharing

32:03

some perspectives some

32:06

about that journey, journey.

32:08

The the remarkable

32:11

progress your team

32:13

continues to make,

32:15

sources of innovation

32:18

today, but also today,

32:20

but forward as

32:22

well. It's been

32:25

a fascinating conversation

32:27

and I'm grateful

32:30

for it. and I'm

32:32

Well, thank you, it.

32:34

Well, Thank you

32:37

for the chat the

32:39

enjoyed it. it.