Gautam Narang, Chief Executive Officer and Co-Founder of Gatik, participates in an insightful discussion on advancements in autonomous trucking technology. This event, recorded at the New York Stock Exchange CUBE studios in New York, is part of theCUBE’s Robotics AI Leader series, exploring cutting-edge developments in AI and robotics with industry leaders.
In the video, Narang explains Gatik's pioneering efforts in automating the regional logistics network to address significant challenges in the commercial trucking industry. Appearing alongside John Furrier, Co-Founder and Co-Chief Executive Officer of SiliconANGLE Media, the discussion examines Gatik's strategic milestones, such as their recent expansion with 50 trucks in partnership with Loblaws in Canada—a key step in the commercialization of autonomous vehicles.
Viewers gain insights into why Gatik focuses on mid-mile logistics and the benefits of addressing known routes with fewer variables. Narang highlights that scaling autonomous fleets involves strategic partnerships with technology innovators such as NVIDIA for simulation and data augmentation, as well as meeting stringent safety standards. Narang emphasizes Gatik's commitment to innovative technological solutions and partnerships with industry giants such as Microsoft and NVIDIA, positioning the company for scalable growth and operational success.
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Shahan Ohanessian, VenHub
Gautam Narang, Chief Executive Officer and Co-Founder of Gatik, participates in an insightful discussion on advancements in autonomous trucking technology. This event, recorded at the New York Stock Exchange CUBE studios in New York, is part of theCUBE’s Robotics AI Leader series, exploring cutting-edge developments in AI and robotics with industry leaders.
In the video, Narang explains Gatik's pioneering efforts in automating the regional logistics network to address significant challenges in the commercial trucking industry. Appearing alongside John Furrier, Co-Founder and Co-Chief Executive Officer of SiliconANGLE Media, the discussion examines Gatik's strategic milestones, such as their recent expansion with 50 trucks in partnership with Loblaws in Canada—a key step in the commercialization of autonomous vehicles.
Viewers gain insights into why Gatik focuses on mid-mile logistics and the benefits of addressing known routes with fewer variables. Narang highlights that scaling autonomous fleets involves strategic partnerships with technology innovators such as NVIDIA for simulation and data augmentation, as well as meeting stringent safety standards. Narang emphasizes Gatik's commitment to innovative technological solutions and partnerships with industry giants such as Microsoft and NVIDIA, positioning the company for scalable growth and operational success.
Exploring the Intersection of Physical AI and Robotics with VenHub's Shahan Ohanessian
In this intriguing episode, we delve into the realm of physical AI and robotics with Shahan Ohanessian, the Chief Executive Officer and founder of VenHub. Join hosts of theCUBE as they engage in a conversation exploring how VenHub revolutionizes the retail industry by creating fully autonomous, AI-powered smart stores.
Ohanessian brings a wealth of experience from the Amazon ecosphere, spearheading VenHub's mission to redefine retail. This episode covers k...Read more
exploreKeep Exploring
What were the eight pillars proposed for a vision of smart retail?add
What are the benefits of the service provided by VenHub compared to traditional store experiences?add
What challenges is the retail industry currently facing, and how is technology being used to address them?add
What type of company is being described and what solutions does it provide?add
What are the benefits and advantages of remodeling an older gas station into an autonomous store?add
What future plans does the company have for its retail model and customer service expansion?add
>> Welcome back to the New York Stock Exchange. This is theCUBE + NYSE Wired's Physical and AI Robotic series. My name is Dave Vellante and Shahan Ohanessien is here. He's the chief executive officer and founder of VenHub, a company that does fully autonomous, AI-powered smart stores. We're going to learn about that. Shahan, thanks for coming on. Good to see you.
Shahan Ohanessian
>> Thank you for having me. This is amazing.
Dave Vellante
>> I love founder ... always been a co-founder of saying I need that other sort of help with my right side of my brain, but founder means you have full responsibility. It's all on you. You can't blame your co-founder, right? It's like doubles tennis versus singles tennis. Why did you start VenHub?
Shahan Ohanessian
>> For many years we've been involved in the Amazon ecosphere, me and my teammates and a lot of the leaders in the company. So we noticed that Amazon Just Walk Out or Amazon Go stores and it wasn't getting the traction that I expected it to have. So I came back to my team and I had eight pillars to share with my team and said, "Look, we've got smartphones, we've got smart cars, we've got smart homes, but we don't have smart retail." And they said, "What do you have in mind?" So I gave them the eight pillars of what I want for smart retail to look like. It was highest customer service, consistent service, no employees, fully robotic, open 24 hours a day, easy to open up, low cost of entry, high profit margins in every vertical possible in retail. And my team looked at me and said, "I think you're fantasizing. This has never been happened before so we can't be doing this." And I said, "Great, this is our day one. Let's start." And that journey started 2021.
Dave Vellante
>> So you said you observed that Amazon Go stores weren't getting the traction and you're obviously reinventing retail with automation. What was the core problem, do you think? Well, you observed it, but what do you think the root cause was and how are you affecting that?
Shahan Ohanessian
>> I think we can always speak about what our customers are saying to us. They love the fact that they don't have to park their vehicle, they don't have to walk down the aisles, they don't have to go ahead. And basically all these other solutions that are coming up with, the only thing they're avoiding is avoiding the cashiers. So most of the locations have cashier locations, so that's really not resolving any of those issues. So as a store owner, there's a shrinkage where people are picking up items without paying for them. Those other solutions are not fixing them. Customer service is not the highest because you have to go to a lock store and wait for somebody to open up some box so you can pick up your shaving lotion or shaving cream or something. Where on VenHub, because it's a fully robotic, bulletproof glass, steel frame stores, customers don't walk in. They use their app, order whatever they want. By the time they get there, the products are ready for them to pick up and they just exit from the store and they're happy. And then it's a consistent delivery whether it's 2:00 o'clock in the morning or 2:00 o'clock in the afternoon, same consistent deliveries.
Dave Vellante
>> Amazing. I remember years ago when I would travel to Japan, you could get pretty much anything you wanted out of a vending machine. I was in Nashville last weekend. I was at a bar. I said to my wife, "When was the last time you saw one of those?" It was a cigarette vending machine. I didn't know they had them anymore. So you've gone from sort of cigarettes and coffee and snacks to now these fully autonomous smart systems. Is this a new retail category?
Shahan Ohanessian
>> We are redefining retail. So we're a tech company that's redefining retail. Retail's been suffering. We hear it from our customers, we hear it from the past experiences, we hear from stock analysts where there's a huge shrinkage, theft, overtime, labor costs, rent costs, being able to cover shifts, not being able to open 24 hours a day. We're hitting all these points by one single store and because of the stores are fully autonomous stores, so the real estate space is not being wasted by hallways, walkways, bathrooms, doors, exits, cashiers. It's fully utilized for product inventory. So because the real estate is so expensive, we're utilizing every inch of the store to maximize the real estate or to maximize the inventory management for the stores.
Dave Vellante
>> So it's like retail meets infrastructure meets AI robotics, right? I mean, what are you guys? I guess it doesn't matter. Are you a retailer? Are you a robotics company? Are you an AI company? I guess you're all of the above.
Shahan Ohanessian
>> We're tech retail, so we're reinventing that solution. We're fixing a lot of the problems that retail's facing by providing this fully autonomous retail with tech AI behind it. In the past, you didn't know if product A's selling or product B's selling, you had to wait for a while. Well, today, our stores will tell you, "Please don't get me product A because it's not selling. Get me product B." Our stores will tell you, "Last January I sold more diet yogurt than any other product. Make sure I can get more extra diet yogurt because January's coming up." It'll know the temperature next week is going to be warm, so it'll just tell you to give you more water versus X, Y, Z. And it'll know the weather's getting cold, it'll tell you to get me more cold weather products instead of hot weather product. It'll know what it's about to rain, the awnings will open up. It'll know when it's sunny, awnings will cover the consumers to make sure the consumers has the highest experience possible.
Dave Vellante
>> There's a fully intelligent experience versus people have tried to automate certain aspects of retail before, but you're talking about a complete robotic intelligent experience, aren't you?
Shahan Ohanessian
>> Exactly what we're doing. We're tackling the convenience stores first, but coming from the Amazon ecosphere, Amazon became the store of everything in 17 short years. So our goal is within the next 10 years, we become the store of everything, whether it's retail, whether it's convenience, whether it's pharmacies, smart lockers. Smart cities are requiring smart stores to exist. So we're reinventing all these categories and coming up with solutions. Our first solution is the fixed store solution. Then we're evolving into a mobile solution, which will be coming up. There are a lot of venues, concerts, sports events that are looking for these type of solutions. And then ultimately our third solutions will be going to an existing retail store, scanning through our machine learning, learning the store within 48 hours to 72 hours, and being able to convert the existing retail to a fully autonomous retail without a huge infrastructure change.
Dave Vellante
>> I want to get into the tech, but I guess before we do, let's talk about the economics. You mentioned shrinkage before. Every time you hear an earnings call of one of the big retailers, they talk about shrinkage and what a problem that is and how they're working on trying to resolve it. So that's a problem that you attack. You're also 24/7. Sometimes you walk into a convenience store at night and it's a little sketchy. You're solving that problem. So what do the economics look like? Take us through the business case, the ROI. It's obviously CapEx-heavy up front, but the return's got to be enormous. Take us through the economics.
Shahan Ohanessian
>> So technically it's CapEx-light too.
Dave Vellante
>> It is?
Shahan Ohanessian
>> Yeah. And the reason is the stores are selling for about 250 to $300,000. If you had to open up a typical convenience store, 1500 square feet, it's going to cost you well over a million dollars. It's going to take you almost two years between permits, construction. Our stores can be installed and placed within seven days. The grand opening happens within seven days. So it's not only a CapEx-light, but TimeEx-light also.
Dave Vellante
>> Okay. Okay. So you can get to a higher benefit because you don't have the shrinkage problem, you don't have the labor, as much labor cost, and your CapEx are lighter. Okay, keep going.
Shahan Ohanessian
>> Yeah, there's actually no labor costs. So we have two robots. Their names are Barb and Peter. So Barb and Peter-
Dave Vellante
>> Can I rename them?
Shahan Ohanessian
>> Yeah. So Barb and Peter can, they're open 24/7. We're monitoring Barb and Peter to make sure they're behaving properly. So if Peter doesn't behave properly, we'll ask Peter to reboot himself. We'll ask Barb to take over the store. Peter comes back and behaves normally, and then we'll just put Peter back on the team again. If not, Barb can take over, we'll send a rescue team to go in, just like in Formula One, pick up Peter and put a new Peter in there so the store will not be affected and the customer will never have a bad experience.
Dave Vellante
>> So you've got redundant Barb and Peters, okay, and then you can actually manage them remotely. And then in the case that you can't solve it remotely, you do a mini truck roll, swap out, you hot swap Barb or Peter, and then you're up and running?
Shahan Ohanessian
>> Correct. We have redundant delivery windows, redundant communication system. We have also, not only the 5Gs, but we also have a 4G in case if a disaster happens and the 5Gs are down, 4G picks it up. It's not a heavy load on the communication. So pretty much everything in the store is redundant and therefore, no matter whatever the situation is, the customer will always get served. That's always been our DNA, is serve the customer, make sure the experience as high as possible, and our customer obsession is always there.
Dave Vellante
>> So your TAM, I can't even imagine. TAM is every convenience store, every gas station. That's just the starting point. How do you think about the TAM? I guess, if I'm an investor, I'm just like, it's so big, I don't worry about it, but I'm sure you have. How do you think through that total available market?
Shahan Ohanessian
>> So just the convenience store is a huge market.
Dave Vellante
>> Massive. And like I say, throw in every gas station now has a convenience store and they're printing money.
Shahan Ohanessian
>> Correct. And literally in the convenience store, that's the only vertical. The gas station's making money, the rest of it's just making even. So imagine that if somebody took an older gas station and wanted to remodel their existing gas station, they have to be down for six to 12 months, if not longer. It's going to cost over a million dollars of construction. So imagine us going in there, taking three parking spots, and getting it installed in the seven days or less, no interruption of business, and the store can become now fully autonomous. The store owner can go in, sit on a beach, sit at home, enjoy their family, and still run the store 24/7, being able to run it from an iPad or an iPhone. So that market is a huge market. But we've had discussions with pharmacies, healthcare stores, large retailers, boutique retailers, they have a huge issue with security where we can give them this bulletproof glass, steel frame, no one's getting in there. And also we have an age verification, ID verification, so we know who our customers are. So then there allows us a lot more verticals to go into.
Dave Vellante
>> Wow. So in theory, could you actually go do liquor stores?
Shahan Ohanessian
>> Yeah.
Dave Vellante
>> In theory, right? What's the regulation like?
Shahan Ohanessian
>> As long as the store's got its permit. I was involved in early stages in the Amazon alcohol delivery, so we know all the compliances. I was involved in multiple different healthcare deliveries, so I know all the HIPAA compliances. We're prepared for it. We have the muscle for it. We have an incredible team that has been grown for this specific industry, so we know what those requirements are. Our systems, our apps have all the ID verification, age verification. Anything that is age verification or anything ID verification-sensitive product, we can dispense it. We're right now not dispensing it as of yet, but we'll get there. And the reason is because we're also growing our business. The demand has been nothing but incredible. We never even expected it to have this much demand, but it's probably 100x what we expected our projections to be.
Dave Vellante
>> Shahan, where's the demand coming from? Is it coming from existing sort of legacy retail stores that want to modernize? Is it coming from folks with ideas that want to disrupt the existing infrastructure? Both? Can you sort of break that down for us?
Shahan Ohanessian
>> Great question, and we're always trying to put our fingers on it, but if I show you the map of the US, it covers the entire US. If I put a dot on every pre-order, it'll cover all of the US.
Dave Vellante
>> Better than my cell phone.
Shahan Ohanessian
>> Right. But also it's coming in, for example, LAX. They open up a new facility and they wanted to have a modern store. So that's a place there. We have the metro stations in Los Angeles, I think it's one of the second-largest stations, they want to have a store that's available 24 hours a day for their travelers. We have Hollywood Bowl that's next to the Hollywood Bowl. We have doctors wanting to have a passive income. We have people who have a parking lot because all we need is three parking spaces. They have no use case for it, so they're putting it in there. So we have communities in East Texas, small population of 500 people. They don't have a convenience store. They have to drive an hour and a half. They want to have their own store for the community that they're getting together. We have moms in a affluent neighborhood in Connecticut. They don't want the kids to leave the gated communities. They want to have a convenience store for their kids to have safety and security. We have here in New York on Fifth Avenue, one of the busiest stores, they don't want to have any more shrinkage, they don't want any more crime. Those are also our customers. So it ranges from a whole bunch of different demographics. Now, I wish I can point one finger to this position, but-
Dave Vellante
>> Amazing. What do I need to get started? I just need space and permitting and an idea?
Shahan Ohanessian
>> Space and permitting is one of the things that you need to start with. Luckily, permitting, a lot of the cities, because we don't have people walking into the store, they're providing us with over-the-counter permit, like a vending machine convenience permit because there's no humans walking in there. So you can pretty much get a permit over the counter depending on the municipality. Yours is just a matter of we'll give you a menu of products being sold and you can pick and choose what products you want to sell in your store providing once your turn comes up, because the queue is so long on the pre-orders, once your turn comes up, make sure you have the space. We get it installed and delivered. So from hello to our grand opening in seven days when the store is open.
Dave Vellante
>> That's unbelievable. And so you're sourcing the products as well, so I can actually create my business through your portfolio of products. I can say I want to be in this industry, whatever, cosmetics, I want these products. I got an idea for some new products that I want to bring in, maybe I pitch you on those. Is that how it kind of flows?
Shahan Ohanessian
>> That's how it flows. For example, LAX wanted to have their own merch. We had never sold LAX merch before, so we built an LAX merch for them and we put it into our machine learning AI system, learned it. Barb and Peter recognize it now. And when you ordered something like a cup from an LAX, the Union Station, they wanted a Metro products, Metro cups, we put it in there and learned it and now it's delivering it to the customers.
Dave Vellante
>> Talk about the tech behind it. I'm interested in the architecture, the data model. What's under the hood that you can share?
Shahan Ohanessian
>> So we own the entire tech. We've built it from scratch.
Dave Vellante
>> integrated?
Shahan Ohanessian
>> Yeah. So we don't have any piggyback riding on something else's systems. Obviously, the credit card transactions are done by a third party. We don't want to touch that. But the software itself, the firmware, we manage it, we control, we created, so we can really make the robots dance or we can make the robots do whatever that needs to be done. We understood from day one and through our 20+ years of experience in the Amazon ecosphere delivery logistical world, that from day one we had to own our own tech so we can control our own destiny and no one else is controlling our own destiny. So product management, product predictability, type of products being sold, seasonal products, understanding the neighborhood. You and I can own a VenHub store four blocks away, but our demographics might be different. Our use cases might be different. So your store might say, "Look, bring me product A, I'm selling more product A." My store will say, "I don't need product A. I'm only selling product C." So therefore we don't have any kind of guessing anymore, where previously retail had to guess what sells or what doesn't sell. Today, we can give you analytics within very few period of time, then you'll know what sells in the store.
Dave Vellante
>> And so what are you doing for your data, your database, your data platform? What is all that? In the cloud?
Shahan Ohanessian
>> In the cloud, it's flexible, and it's flexing these muscles. We have secure packets going on, secure packets coming in, packages for security purposes. But we're scaling. We understand this is growing. The demand is telling us what the market looks like, so we're growing it, but it's on the cloud, it's able to scale up. So we don't have any legacy of experiences. And also it's a very light data interaction. So therefore there's absolutely no legacy or no slowness of experiences from the customer's point of view.
Dave Vellante
>> It's light because it's largely text-based. Are you not doing images?
Shahan Ohanessian
>> Yeah, the images are done by the image machine learning, but it's not like 300 cameras controlling it. There are eight cameras controlling it, and Bob and Peter have camera controlling the system, so therefore we're not having to pick up a lot of data in order to interact with the consumer.
Dave Vellante
>> And I mean, I look at this as almost like an AI factory at the edge. I mean, is that a kind of AI factory for retail? Is that a fair ... we have an AI factory series, so I think about those things, but it really is this autonomous retail environment that can go anywhere.
Shahan Ohanessian
>> That's absolutely true. So it's true because for all these years from the beginning of mankind, we've always worked for retail. Now we're changing. We're shifting that platform to say, "Let retail work for us. Let retail tell us what needs to be done, instead of us working for retail."
The AI aspect of it comes back and says, "There's no more guesswork, what sells, what doesn't sell, what I should do in the evening, what I should not do in the evening. It'll know when the customers are not there so it'll clean up the store itself. If the customer's in there, it's going to serve the customer." And because Barb and Peter don't have a day off, they know their customers really well, so the consistency of the service at 2:00 o'clock in the morning versus 2:00 o'clock in the afternoon is the same. And that's because it's driven by the AI system. And then Barb and Peter, because they're driven by AI and their vision system and machine learning, don't make a mistake and give you the wrong product. Whatever you've asked for, you'll be receiving.
Dave Vellante
>> What was the hardest part of developing Barb and Peter?
Shahan Ohanessian
>> So the blessing of being the leader, and we're the first ones in the world to have ever done it, so that was an honor and privilege. But also the curse behind it is that we never had a model before that had existed. So we couldn't closely follow the model and say, "Oh, that aspect of the model wasn't working. Let's make this model work better." So we were inventing this new world that we never even knew that existed. And we created, initially it was a vertical belt of delivering products. We realized the belts weren't working properly, plus it wasn't redundant. Then now we have the delivery window. On the delivery window now we have cameras that can do the age verification to verify who you are and make sure you're receiving your product. So it's a great evolution from where we started from because our day one at 2021, for us to pick up a product and just move it, forget placing it, just moving the product like a Coke bottle from point A to point B, we were high-fiving and celebrating that. And today we could do that with our eyes closed with plus 4 million line of coding and incredible team that has done nothing but exceptional of all the technology we've developed.
Dave Vellante
>> So you started this the tail end of COVID?
Shahan Ohanessian
>> That's correct.
Dave Vellante
>> Sort of entering this new world, which many parts of that world we knew were going to change permanently. What about supply chain and restocking? I mean, there's that whole piece of it because you have this anything product that you want to restock or to stock and restock, how are you handling that? I mean, that's again part of your DNA part of your expertise. Are you integrating with third parties? How does that fit in?
Shahan Ohanessian
>> So the store owner, when they buy the store, have an option to restock the stores themselves or partner with one of the restocking partners. We're not involved in that, but we obviously can recommend or give them the companies that we work with. In the past, you had to guess what should be stocked. Today, the store will give you, "Hey, I'm selling 84 bottles of water a day. So then make sure I have 400 bottles for this week." And if somebody comes in, if Dave comes in and says, "Hey, I want to buy 400 bottles of water today," it'll send an alert to the assistant, to the store owner and to the restocking partners, and they'll come back and say, "Hey, I'm short, get me something on a rescue basis." So there's no more guesswork. And then in the future, the four delivery windows, one or two of them will be receiving windows also. So since Barb and Peter know how to pick up items from the shelf or from the refrigerator and cabinets and deliver to the store, all we do is we put the box in there for delivery number four, window number four, and Barbara and Peter will pick up the items, restock the stores themselves, because they know where they belong. Now you're the store owner and you say, "Product A is doing some kind of a sponsorship, and I want to profile them to be in the middle of the store. Tell Barb and Peter, 'Profile this.'" They'll restock it when there's no customers up front, they'll restock the stores so you don't have to go reinvent that store anymore.
Dave Vellante
>> Based on the analytics, the old beer next to the diapers in the modern age. And these stores are operator-owned. They're not franchised, right?
Shahan Ohanessian
>> We're not a franchise. So majority of our stores are owned by a third party, whether it's municipality, businesses, or individuals. And there are some stores that are owned by VenHub itself. So we learn from those and we understand what the pain points are for the store owners, and we're always trying to improve it. We're developing these and it's something's never been done before, so we're learning, and luckily our store owners, our customers, our municipality partners, are fans, so they understand the growing pain, and luckily we're pretty stable, so we're good to go.
Dave Vellante
>> And they can finance it. They could probably lease the equipment, right? Do you guys have financing options or is that done through a third party? Or-
Shahan Ohanessian
>> A few banks that've come to us and they'll finance a hundred percent of the store because they understand where that store is and the profitability of the store, so therefore they're able to finance a hundred percent of the store for the consumers or for the store owners.
Dave Vellante
>> Agents are the big buzzword now. How do agents complement your physical robots?
Shahan Ohanessian
>> Agents, customer service-wise, if a customer is stuck somewhere, they need to do something and they don't know how to do it or they're stuck in somewhere, they can talk to the agent and be able to have the agent explain the solution for them. If they're stuck with, "Hey, what should I buy for this product or for this snack type of, I'm in the mood for this?" The agent might recommend something. They'll say, "Hey, agent, what did I buy last week? Because I really enjoyed the experience." The agent will tell them. Or if they're in a situation where they need to escalate the process, the agent will take them to a live agent, a customer service agent. The agent also will tell the store or our tech team, "Hey, I'm noticing Peter's ..." because Peter's fault tolerance is 85% motion. "I'm noticing Peter's acting at 83%. You might want to talk to Peter and say, 'Hey, what's going on?'" So we can tell Peter, "Hey, Peter, what's up? Reboot Peter." So the agent will tell us that.
Dave Vellante
>> Interesting. Do you get a lot of heat for job displacement from various outlets? And how do you respond to that?
Shahan Ohanessian
>> It's a great question. I think that's some of the questions that come up is you're displacing job. Any new technology comes up, anybody comes up with, there's certain job displacement, but I also think there's huge opportunities, huge safety, security, shopping experiences are coming up, restocking store owners, making more money from the stores and making more money from retail. Those are opportunities that can provide a lot more jobs, a lot more secure jobs, than have a risky job that you're working in a convenience store. We've had stories, I've said this on the show before, where mom and dad have reached out to us and they were crying because they wish that the store was open a year ago because their son got shot in the store. So now their son is no longer in the harm's way. So yes, there are certain jobs that are being displaced, but there's so many more incredible opportunities that are being brought up.
Dave Vellante
>> I totally buy that. I mean, I can imagine if you're an entrepreneurial young person, let's say you're working today in a convenience store and you see this opportunity, you go to your friends, your family, raise some money, create a business, way better than working at the convenience store. So there are opportunities galore. And as we know, humans have always been replaced by machines, and we just end up creating more jobs. Where do you see VenHub five years from now?
Shahan Ohanessian
>> So we will be launching our mobile model, and then within the next few years, we'll be looking at to launching our modernizing existing retail, whether it's one of those pharmacy stores or large retail store, or even the malls. We see us being in those locations to provide consistent, open, 24/7, reliable service, highest service for the customer experience and highest security possible for the store owners. We see us in the next 10 years to be the store of everything. So the similar what happened at Amazon, we started with convenience, Amazon started with books, and then became the store of everything. We see that also. We see us, right now we're in airports, we see us growing into that vertical. The demand in the US has been incredible, but also the demand around the world has been ... I can tell you, on a daily basis, we have different countries, different folks from different regions reaching out to us saying, "I want to be able to bring this." There's a bunch of municipalities from different countries. As a matter of fact, some of our teammates are going to different countries tomorrow to speak to them because they're begging us for solutions. We see us partnering with, for example, our LAX and Metro stations will be venues for the Olympics, for FIFA World Cup. So we see us being able to support those fans and those venues to help them to provide consistent deliveries of products or also be able to provide those products for that venue without changing any of the retail business side of it.
Dave Vellante
>> Incredible. Well, congratulations.
Shahan Ohanessian
>> Thank you.
Dave Vellante
>> What a big idea. And we'll be excited to have you back and track the progress. Thank you, Shahan.
Shahan Ohanessian
>> Thank you so much.
Dave Vellante
>> You're very welcome. And thank you for watching our physical AI and robotic series. This is Dave Vellante for John Furrier and the NYSE Wired + CUBE. We'll be right back ready for this short break from the New York Stock Exchange.
Dave Vellante