PC Connection

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

This year's Fortune 500 marks the 66th running of the list.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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PC Connection (CNXN): Company Profile, Stock Price, News, Rankings

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PC Connection | Fortune

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The Fortune Brainstorm community gathers in Las Vegas each year to discuss the role that technology will play—in industry, in government, in society—in the year ahead. In 2026, we met on January 5 at KYU located in the Fontainebleau Hotel.

The event featured a panel discussion with four tech leaders on the role humans still have to play as AI tools are integrated into work and life. The conversation is moderated by Fortune's senior writer, Allie Garfinkle and features Bill Briggs, Chief Technology Officer at Deloitte, Hari Bala, Chief Technology Officer of Health Information Systems at Solventum, Susan Doniz, Chief Information and Data Officer at The Walt Disney Company, and Lauri Palmieri, Senior Vice President of Solution Engineering at Salesforce.

Since 2001, Brainstorm has convened leading thinkers and thinking leaders—plus Fortune's award-winning journalists—for deep dialogue and collective conversation about the future. Top technologists, eminent executives, and influential investors join the Brainstorm community to challenge their perspectives and make connections with the sharpest minds in business and technology.

 Fortune Brainstorm Tech Roundtable 2026 - Humans in the Loop

Conferences

The Fortune Brainstorm community gathers in Las Vegas each year to discuss the role that technology will play—in industry, in government, in society—in the year ahead. In 2026, we met on January 5 at KYU located in the Fontainebleau Hotel.

The evening featured a fireside chat with Qualcomm President and CEO Cristiano Amon led by Andrew Nusca, the editorial director of Fortune's Brainstorm series.

Since 2001, Brainstorm has convened leading thinkers and thinking leaders—plus Fortune's award-winning journalists—for deep dialogue and collective conversation about the future. Top technologists, eminent executives, and influential investors join the Brainstorm community to challenge their perspectives and make connections with the sharpest minds in business and technology.

Fortune Brainstorm Tech Dinner 2026 - Fireside Chat

A generation of Gen Z founders is redefining how intelligence shows up in the world. They’re advancing the science behind how machines perceive reality while reimagining how humans connect, create, and share meaning. By blending research, storytelling, and design, these emerging leaders are shaping how artificial intelligence moves through everyday life. As AI pierces the cultural zeitgeist, they share how they’re helping to shape the future of technology, creativity, and human connection.

The Future Makers

Welcome to Fortune, Tiara. Thank you so much for having me. I am so excited for this conversation. When we were putting this agenda together, someone on the team suggested that we should have the Gen Z perspective, and I was like, yes, I want to be the one to moderate this conversation. So, um, I am a big believer in including youth voices in, um, shaping the future of AI, and you are right there making it happen. So I I'm guessing a lot of the audience are not familiar with who you are, so I would love to give you an opportunity to share a bit of your story. But you are so impressive, you actually, when I was prepping for this, you all, I was like, oh my God, I feel like a loser. You've been named to the Time's most influential teens, Forbes 30 under 30. You're a Peter Thiel fellow, a YC Combinator, uh YC alum, Y Combinator alum, and you're the founder, co-founder and CTO of Chima. So just give us a little bit about your story and how that all culminated into you starting Chima. So I did computer science at Stanford and before that I actually have always been very passionate about research and algorithmic development. So pre um college, I won the Google Grand Prize for seminal research in AI and applying that to climate change. You, you were like 16. I was 1617, OK. And I, I've always been really fascinated about the advancements that we can make with AI models, but also applying them to real world use cases, very much with what we're seeing right now with large language models and generative AI being applied to real world use cases. So I've always been really passionate about this application layer from sort of the model layer to real world use cases and Stanford, a lot of my time was spent at the human-centered AI labs where we actually saw this rich amount of data being applied in different use cases and that really was some of the founding stories of how we started and we operate as an applied AI lab and we are backed by YC, General Catalyst, incredible angel investors, and really Focus on what we call Sam Altman as an investor. So, so what we really do with an incredible number of supporters is, um, focus on how we take these incredible models from different, uh, sort of AI labs but really unlock it in application for different enterprises. Yeah, I would love for us to just spend a few moments, um, double clicking on that. What, who's your target customer and Bring this all to life. Give us an example of what you would do for one of your customers. And so it's really interesting because what we call our target customer can range from medium to a large scale enterprise because what we really see is that as AI models right now from let's say Opus 4.5 to a GPT 5.1 get really smarter, the amount of use cases they unlock exponential. increase, but even if the models stopped increasing in efficiency and improving in the benchmarks right now, the amount of economic unlock and efficiency unlock that they provide is still incredible. And so there's still so many ways that they can be applied that they haven't been applied that even if they infiltrate every part of the enterprise is really incredible in terms of what we really do. I really understand from a very clear use case how a certain function or operation occurs in the enterprise. Think about it as a full back office process and we take it all the way from actually automating that full back office process to end to end redoing it with AI from the ground up. Interesting. So you would come into a potential enterprise and you would like inspect. Workflow and then reimagine that with AI and and it really ranges from being able to apply not just basic large language models through coding agents to also computer use agents. So everything from how do you take the best and most capable computer use agents that can actually automate RPA typical work to actually being able to go fully multimodal. So if you think about this as a Full go to market function being able to understand from let's say the research perspective having deep research agents unlock and fulfill that full end to end function to actually going fully fully multimodal. So what does that mean for uh an enterprises' full campaign as they expand it and enter an entire new market? Yeah, very cool. So you are building in an incredibly fast moving AI landscape and you're doing it super early in your career, um. Without decades of legacy kind of patterns to unlearn, so what advantage does your youth, um, give you as a co-founder? Is it your mindset, your intuition, your hustle, something else? I love that question because I think specifically being part of Gen Z and the sort of younger generation being builders is what we're actually seeing is that most young people that are building these models have an inherent fluency with how they interact with them. We're not. The truth is the younger generation. Isn't adopting AI. We're growing up fluent in AI, so we aren't thinking about coding from scratch. We're thinking about coding with a coding agent side by side, and that fundamentally changes how you write, how you take tests, how you apply to jobs or different applications, because it's not from the ground up. It's actually being able to do that. different models or agents side by side and I think what that really means is that this broad level of use cases and applications we're seeing is really being pioneered by the younger generation. So we didn't have the mobile era as as being sort of builder first, but we do have the AI era which is going to be, if not bigger than than the previous one. I'm gonna go to questions next, um. But I want to talk about the future of work. So yesterday we had a really robust conversation around is AI killing entry level jobs, and it sparked a lot of debate, and I actually want to make it personal for a second. So I have two Gen Z kids. My daughter is 22 and she just graduated from college. He's a food anthropologist. It's a thing. And my son is almost 17. He's a junior in high school. He's my AI guy. He's AI forward and, but he's trying to figure out what to, you know, what to study. Um, so what advice would you have for both of them? Well, I think your daughter is incredible and probably it's not going to take her job because I don't know, but I also think that a lot of the conversation and the anxiety around AI is because often we haven't sort of embraced that it is coming, right? The actual sort of nature. of the future of their work is going to change and what that really means is things like customer support or typical back office jobs are going to change whether they change now or whether they change in a couple of months or years. What that means with the new types of jobs that they take on is something that I think The best positioned to think about very deeply now um but with that being said, I also think that them being able to build in the space is incredible, right? I think they're well positioned to not just join other companies but also contribute to the space because. Never before has there been so many unexplored ideas and use cases with AI that they obviously we've all heard about the one person billion dollar company, um, but what that really means is they can be that, right? And so being a builder or being somebody that's excited to contribute is incredibly exciting right now with AI. Yeah, amazing. Um, do we have any questions? I can't see. Is there a question here? Yes. Charlotte. Hello, my name is Charlotte. I am with Fortune. Um, Kara, I have a question for you that I want your perspective on. We hear a lot in the media world from a lot of CEOs. Like I feel like one of the main talking points is AI is not gonna take your job, but the person who knows how to use AI does. Um, my question for you from your POV is like, where, where does that statement sort of stop and end? Like what is the meaning from your perspective behind that statement and how do you see that like in the future? I love that question because I think. Coming from some of my earliest research has been in climate change, and I think a lot of people are very familiar with the term climate anxiety, which is this idea that there's this movement of climate change coming up and we don't really know what to do, but we know it's coming and nobody is moving as fast to solve the problem. There's a similar thing with AI which is AI anxiety, which is there's literally just In the past couple of weeks been two model releases that have engulfed the benchmarks in such an enormous way that pretty much everything you've ever used AI for can now just be 10x right before Gemini 3 we didn't know what was possible. Now there's a ton of other use cases. So there is a sense of AI anxiety because if you're not consistently ahead of it or on top of it, you're kind of left behind. And the truth is that If that is the case, how can we all stay informed or use these tools every single day so that we do feel as up to date as possible. Now what that means is I'm not saying everybody has to sort of keep up to date with every model release, etc. but that does mean sort of arming yourself with a couple of different tools, whether that be I I'm, I'm not gonna. Sort of name specific ones, but if it's sort of Chat GBT or Gemini, because ultimately there are sort of some main model players are coming out and being able to use them as co-pilots and tools in your everyday life, right, because when Gemini 4 comes out, it's still going to be sort of in the Google interface, right, when the next open AI model comes out, it's still going to be in chat GBT being able. To understand and use these different tools as they expand are really key to staying ahead, right, because being able to use them in different interfaces allows us to become really familiar with them, become really comfortable with them, but also use them as they continuously push different interfaces out, um, but also not having that sense of anxiety. About it because you're sort of comfortable with them. Kiara, um, one of my investment thesis is human centric AI, so AI that creates massive economic opportunity but also unlocks human potential. You did your masters at the human centered AI lab at Stanford. What are some of the principles or values that you, um, kind of explored at Stanford that you've brought with you to the company? I think what's really interesting about this concept of human-centered AI is that pretty much every Interaction with a model, whether that be an image model like nano banana or um a sort of large language model is really rooted in human centered AI. And so we see incredible benchmarks, we see um sort of the next model improving on the on the SWI benchmark and coding agents, but really if you take a step back, what makes specific models feel different than the other ones you see this. Very clearly in image models, right? People see and and work with nano banana and multi-turn edits, and it really is because they see something in the image quality that's very different to a seed dream, right? Um, it's really diff difficult to measure the quality differences between these models and, and why that's the case is that as models and use cases and efficiencies change, the the the key differentiator. is taste. Gary Tan from which is not captured in the benchmarks around accuracy, right, right, and we see this with design. If you've ever sort of coded with a coding agent, you know it loves a couple things. Sparkle emojis is one. It puts it all over front end UI. It loves sort of shades the end sort of components in a way that um you, you know something is vibe coded if you've ever sort of worked with a coding agent and the. The the key sort of differentiator is what makes it taste and feel different, and that is human centered, which is what do people actually want to see in an AI application or an AI use case. Yeah, I would love to see more benchmarks that kind of capture that aspect of these models like the design principles and kind of the the human aspects of it and I'm involved with this MIT group. It's called Advancing Human. With AI and they are actually trying to collaborate with some of the big kind of the open AIs of the world to build these benchmarks. So it'll be exciting to see, yeah, I, I think as models code more on the front end and, and less on the back end, that's, that's going to be so important. Do we have more questions in the audience? OK. What is, um, the biggest misconception about the Gen Z, um, usage of AI? Like how do you guys use AI? I think that or think about AI. I think that the biggest misconception is that young people are using AI to not think things through. I think that like as a shortcut, yeah, I, I think that really intelligent Gen Z, um, individuals are using it to think even deeper because you can run. A deep research report on let's say parallel AI that goes on for 34 hours and what are you doing when you actually have that report on your fingertips? What does that unlock for you if you're looking at the financial market, if you've done a deep dive on your favorite sort of article or topic, what that unlocks for you and I. I think people think that instead of you doing all that work, you've now sort of handed off the cognitive load to an AI model, but really what does that allow you to think differently about and think even deeper on and I think that's the biggest misconception that people have about young people and their use of AI. I, I know, so impressive, right? So cool. So cool, um. I have to ask you this. You're a Peter Thiel fellow. Did you consider dropping out of school to start your company? Please say no because my son may listen to this conversation and. And, and I do want him to, no judging, but yeah, but I, how did you think about this? I, I think what I would say to, to, to that point is that the community that, that brings people together in places like Stanford is incredible, right? Just because, um, as we're seeing sort of model or AI applications proliferate, where it really comes back to our previous point is how people come together and build really unique things. And, and I think that was key to what is a sort of Stanford college experience. And definitely through my experience I think for his use case or his application, I think that's really dependent on on sort of what how he sort of sees himself contributing to the space building or even working with different AI models. I, I think this is such an important point because in this age of AI, I think human connections are going to be even more important and, and, and experiences and spaces that allow you to build these authentic human connections are going to be so important. OK, so you have a lot of older people in the audience today. Um, what's your advice to all of us? I would love to say that the sort of you can be honest I'm OK when we sort of have a conversation about younger people using AI models and and being really comfortable with them, it's just as important as the older generation using it because AI fluency is just as important for people that are already in the workforce. not going to teach it to younger people to use AI. And the truth is, if, if there's this sort of anxiety about it, we are just at the beginning. The models right now are as dumb as they are ever going to be. What that really means is that when you look at a couple of months down the line, we are going to be in a very Different landscape and so being able to be really comfortable with that and having your core tools that you use um and and and get comfortable with that is really important because we're sort of at the beginning. It is only going to get faster, more advanced and more intelligent each and every model from from here on out. So being. Really comfortable with that is, is no AI anxiety, you guys. Kira, thank you so much for this wonderful conversation. It was great. Thank you.

Design is re-imagining the places where we work and travel, making them more multipurpose and multifunctional. An architect from the world’s largest architecture firm shows how offices, airports, and lifestyle spaces are evolving to offer more flexibility, choice, and connection to serve professional and personal needs simultaneously.

When Work is an Experience (Not a Place)

From designing corporate culture, we moved to designing corporate spaces. More and more where we work and travel are not just places but entire experiences. Rae Wen, who leads the Hong Kong office for the global design and architecture firm Gensler, has over 20 years specializing in workplace and hospitality projects. He and Fortune's Kristen Soler will explore how offices and airports are evolving, offering much more choice, flexibility, and connection. Please welcome them. All right, Ray, thank you so much for joining me. So Ray, clearly the future of work in the world of work has changed a lot in the past couple of years. So I want to start by asking you what is the most surprising way that people are working today that you didn't anticipate 5 years ago and how are you designing for that today? Um, I think the most exciting thing is work is not work anymore because after COVID, even before COVID, you can work anywhere. Uh, what COVID did was just supercharged it, so I don't know about you guys, but I work 24/7 a week since the phone is there. Some pinged me because we work with US time, European time. You just got to be attentive to your clients, especially global clients, and I think that's the biggest change right now for a lot of the workplace designers, and for me personally, I think it's such an exciting. Um, time in the workplace design arena. Yeah, now I know you said people can work from anywhere, but there are a lot of companies that are requiring their employees to come back into the office 5 days a week. How are you thinking about that, about workers who might be reluctant to come back into an office and return to the office, and how, what does that tell you about kind of employee behavior that corporate leaders are still overlooking? I think the two biggest challenges for a lot of the um corporate real estate heads and Fortune 5G companies is I've got so much asset and if people can work anywhere, how can I drive the utilization up? That's really what the biggest problem to solve. And with AI and technology, a lot of us can't forecast how much head count we're going to have next year. So it used to be like back 10 years ago, I'll get a spreadsheet from a client, oh yeah, this is day 2, day 3 forecast, I'm gonna hire this many people, we'll go do the plan and design. These days that answer just keeps shifting. So what are the biggest changes and challenges is how do we bring people back and make the space transformational so the utilize this can go up. So we're no longer in. The headquarters and campus at least we're no longer just designing workplaces, we're actually designing experiences because if you think of what bringing us together as human beings is, well, if I can work anywhere, why do I want to go to work? I can do it at home. So you really got to make the campus or the workplace be more than work, um, and that's the fun part of it. And from that I just saw a quick slide. Yeah, let's see. We do um surveys every year. I thought this was really interesting. Um, this is actually an employee survey that Genza do annually, um, and then this year in 2025, we, we asked them, you know, from my experience and point of view, what makes a great workplace. And if you look at the top 10, it's really food. It's about wellness, they didn't even mention anything about work, like everybody just like pick all the stuff that really, that we want as a human being. I mean this morning, if you listen to our topics, it's all about that user experience, that human experience, whether it's. About, um, a stadium or workplace or hospitality, is that is the thing that brings us together. Uh, and I think right now, um, what we are doing more than ever is creating teams that can deliver these experiences. Um, I used to have a team of, you know, um, probably 80% workplace designers, planners, strategists, and then 20% probably could do a little bit of breakout and a bit of FFNE, um, but these days I've got event planners. I've got like someone who's full FMB, um, FFME expert, uh, work in hotels, etc. um, and then we talk about experience. What is the entrance experience for the guests, um, how do they mingle with the back of house staff? Like that's the type of conversation that we talk about. So that's a very different landscape. Can you give me an example of something really interesting you designed for a workplace centered around the food experience? Um, yes. I just clicked this slide because it's very similar to this, um, I can't show you the project I'm talking about, this is in super here, uh, project I worked on, um, very passionately this, it was during COVID, it was completed, it was uh 500 square, um, Uh, 50,000 square meters, so roughly around 5000 square feet, um, and the brief from the client was we now got people 50% of my of their staff whilst working from home. Um, how do we bring them back? So we brainstormed with all the stakeholders and the people who are putting money on the table to design this new headquarters in Shua, um, and it turns out in the end we designed it like 15 different food offerings, including trying to bring blue bottle in, uh, we end up, Designing a secret bar that was basically vinyl bar, those of you who have been to Tokyo, it's really big where they got um they play vinyl, you're not allowed to really talk, it's a silent bar. So it's like a no tech bar which is similar to a library concept where you don't talk to your phone, etc. but they just put a spin on it, and that became a memorable experience where everybody go to that headquarter, can I go to the secret bar? And it becomes a story for that global organization. That's the iconic moment. In Tokyo, so that that's a really exciting, uh, still to this day one of the most amazing projects I've worked on. That is really cool, I think. When I think about your job, the toughest part, I think, is you have on one hand you have employees who are like, that is so cool. I would love to go to a record bar. And then on the other hand you have employees that are like, I don't want to spend any more time in the office, and you're tricking me with free food and a bar and this is not going to help me want to go back into the office. How do you, how do you thread the needle and are there any, you know, tricks and tips you use when you're when you're thinking about that, um. It depends on our organization, obviously, because, um, if you work with a tech client versus a financial um client, very different, um, although they both want great experiences, but the kind of offer, um, that they need for other things, other for their staff, in terms of guest experience slightly different, um, there's a lot more labs, um, and also maker space within tech. um, so what we realize now. Um, we used to design for a lot of headquarters, we designed 80%, we leave 20% for the client to flex. What's actually happened now is we designed 50%. The other 50% has to be transformational. So what I mean by that is we are designing less and less built in space, furniture, modularity and removable items, so you can transform a space when you need to from a, Whether it's an FNB for the staff and then transmit event space or a happy hour space for your clients, um, and where you put those within the building it's also very important accessibility from the guest experience, but you also got to be very careful about security because we're working with companies here. So that type of complexity is actually making workplace almost like um creating a mixed use, I call a city in a city, um, and it's, it's very exciting. And a good example is actually this global client of ours. Um, if I didn't tell you, you wouldn't know Sanofi is actually a pharmaceutical R&D, um, tech company. Um, you know, we, we used to think if you're into, um, medical, um, and pharmaceutical, you have white box and say this is the staff and client, um, cafeteria canteen. Um, which is to me, you'll find that in any restaurant, but if you really look carefully at the furniture, it's removable, um, it's layered. It's got different zone, but we try to figure a way how can you transform this space when you need to, but you can still have this space for happy hour, etc. And because work is always on the go, and I think maybe everyone in this room is guilty of, you know, doing their work from an airport on their way to this conference, I know you're also transforming airports and lounge spaces as well. Tell me a bit more about that. Ah, that's a, that's another thing, um, so because we now can work anywhere, uh, what we are finding, I'm gonna skip some of this lie, I'll go straight to the airport. Um, we found that airport is now the new, it's not a transit hub anymore. It's actually a new place where you recharge. Depending on day you go on business or you dare to travel, um, the need at the airport is very different. We used to just go there, check in, it takes forever to line up, right? Now a lot of airports, what they're trying to do is reduce that time to check in. And they're trying to increase the time so you can linger at the after check-in to enjoy the FNB, enjoy the lounges, enjoy whether you want to work, rest, or relax, whatever you want to do, they want to provide that. Um, and surprisingly, um, I mean this is a new terminal that's coming out of JFKK. we now got a lot more outdoor indoor space, natural light, past the actual, um, check-in area. Uh, airports used to be just like you check in, you'd be sitting there waiting. If you're lucky, you're business class or whatever, you're going to go to a lounge, but now it's even just a normal going through the airport you can experience all that. It's a destination. It's no longer just a transit. That's what I think is also interesting about what you do is that you're both creating, you're you're designing these terminals, these lounges as high performance workspaces in and of themselves. Does that risk airports competing with offices? who are you looking to please when you design all this stuff? I think they're becoming. Like all areas of practices, is becoming more and more overlapped. Um, I summarize this just to give a high level. This is what you expect an airport lounge now. It's, it's really about that full, uh, work, play live and rest and recharge, it's all those items expected. So designing these small lounges, you've got to create a setting that have all the layers that cater for whether it's at work or other things and, That's, it becomes a lot more rich the entire experience, um, and that's what we are seeing and it's very exciting. What are some of the most interesting features that you've designed for in an airport or in a lounge that you think are totally things that no one's thinking of? Uh, massage room is getting more and more common. Um, it's, it's almost even if, if those of you fly with Cathay, um, they've had. Massage and wellness for a while, at least in the first class, but it's almost that it's becoming much more of a norm. Like it's not just the best premiere, you'll get that all around the world you see a lot more wellness factor adding in, whether they go full massage chair or massage bed with mass, um, they're going to give that. Offer and that's getting more and more about not just a transitional waiting space, it's how can I make people feel better, more positive flying with a specific airline and that directly relates to their brand. Uh, at the end of the day, all this is still to do business. Nothing comes for free, right? Um, so it's all about trying to express their culture through the experience of the lounge, the airport for the city, and for headquarter to represent that, uh, Fortune 500 company. Now we've talked about the customer. I want to talk about the client because expectations, I think, have changed for you, especially with the advent of AI and predictive analytics. Talk to me about how that has changed your process for for prototyping and what your clients expect from you today, for better or for worse. Um, yeah, exactly, for better or worse. So I will skip this one. It's just one of the new lounges, um, Minor Iconic. I think everything this morning is about more about architecture, big space. I think interiors, we are much more about those, um, the things you can touch and what you can remember when you go through the space experience. So these days there is just a lounge and also a JFK, um, but the hardest thing is we used to get a lot of time to design these, uh, you know, you can, you can say anything up to one year. The challenge for us is we now are expected to produce record speed. Um, one particular client is that I want this in light speed, Ray, light speed. OK, I go what do you mean like light can you just give me ASAP like now, um, so it's quite interesting because AI has transformed how we work. If you look at what I've got up in the screen, the left hand side is a project I worked on around 2 years ago. Um, so what we used to do, I'm more old school, so I'll do hand sketch ideas, narrate it, and start working with my team on looking at the 3D model, we build physical model as well just to see how the space goes, and eventually get to a semi-final one. These are not final output, these are just work in progress. Um, that would take probably about 1 to 2 weeks, depending on the project complexity. Um, the one on the right, that was just last week. Um, it was 1 day, full on, we built a white model first. The client gave us basically 2 to 3 days. It's like the reason he told me, well, I saw my friend clicking on Nano Banana, those of you know that app. Um, and say, well, if they can do it in a second, why can't design firms can do it quicker? So we end up going, OK, because it's hard to explain to a client when they're not architects. Um, as designers we see design as more time, craftsmanship, and you kind of. Bit by bit, get to a result that is the perfect graph, whereas what we're seeing a lot more with the AI, we're now almost like a creator, like all these art pieces, and we try to select what is suitable and that's the only way we can manage that um need from client on speed and time. Um, and it's, you see positive or negative, I think it really depends on the project. Um, your project got time, of course, you can have a lot more ideation and use it as a tool. Um, but what we're seeing more right now is clients asking for immediate response is, it's the trend. I mean, everyone is just so used to clicking and getting it straight away, and they're expecting from the consultants, and I think it's not going to go away. Um, the clients who give you time, um, like what Populists had for the uh the Pearl in Hong Kong and Um, the hotels with Andre food, that's being more rare. There's still those clients, but I think the clients who expect immediate outcomes, we're going to have to find a workflow that can achieve what they need. Now Ray, in our last minute together, I have one last question for you about the future. What's the future scenario that Genzler is actively designing for that most companies haven't even imagined yet that you think is going to be the next big trend of the future? Tomorrow we're going to launch our annual design forecast. This is the 14th edition. I can't answer all that because actually all in here. OK, we're going to share it with everyone today, but I asked, they said no, you've got to wait till tomorrow. All right, what a, what a teaser for all of us to look forward to tomorrow. But the big big one is about experience. It's all about experience, whether you're in a workplace or you're in retail or you're in hospitality, it's all about experience focus. Well, thank you so much, Ray, and good luck with that tomorrow. Thank you.

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