Not Your Father’s Data Center - Jerome Solatani: How Compass and Schneider Electric Are Rethinking Data Center Maintenance

Episode Date: September 8, 2026

On this episode of Not Your Fathers Datacenter, Raymond Hawkins sits down with Jerome Soltani, Global Head of Services at Schneider Electric, to explore how predictive maintenance and partnership are transforming data center operations. Jerome Soltani shares his global journey from France to the US, reflecting on his two decades at Schneider, his experiences growing service teams, and the challenges of managing critical infrastructure at ever-increasing scale.The conversation dives deep into the technological shifts shaping the data center industry—especially the move from traditional, reactive maintenance toward predictive, data-driven strategies that leverage AI and advanced connectivity. Jerome Soltani explains how maintaining at a system level, rather than an asset-by-asset approach, is essential for uptime, efficiency, and ultimately customer satisfaction. The discussion also highlights workforce challenges, the importance of training the next generation through initiatives like the Texas State Technical College partnership, and ongoing efforts to drive sustainability and community impact.Through candid insights and real-world examples—including managing more than 1200 power centers across multiple US sites—Raymond Hawkins and Jerome Soltani showcase how collaborative innovation is enabling the data center industry to scale, adapt, and thrive. Whether you’re on the operations floor or in the boardroom, this episode offers valuable perspectives on the future of digital infrastructure.00:00 Intro & Welcome04:29 Rising Through the Ranks to SVP09:02 Epic Haleakala Climb Adventure12:14 The Untold Challenges of Liquid Cooling in AI14:16 Embracing Predictive Maintenance Revolution18:24 Predictive Maintenance Revolutionizes Data Centers20:24 Unlocking Massive Opex Savings26:15 Addressing Industry Workforce Crisis29:26 Reno Campus' Game-Changing Donation33:57 Streamlining Systems to Boost Satisfaction36:33 Schneider's Bold Sustainability Mission39:40 Behind-the-Scenes Partnership Secrets

It's like a car. If you buy a car, I cannot commit to you on the best outcome on the availability of your car if I'm only monitoring or maintaining your engine. It's impossible. I need to understand the way you drive your car, the condition of your tire, the condition of your brake, the operating system and everything around your car. All right. Welcome, everybody. Raymond Hawkins, a host for Not Your Father's Data Center, chief customer officer here in Dallas, Texas.

We are joined today by our near-end dear partner Schneider Electric and their global head of services, Jerome Sultani. And I'm sure I didn't do a good enough job saying your last name properly, Jerome. So if you'll let me stick with Jerome, I will not butcher your last name anymore. Thank you, Raymond. Let's stick to Jerome for the, for the, the cold will be better for both of us. Excellent.

Excellent. So Jerome, Global Head of Services, you've been there almost 20 years now? Is that right? Yeah, definitely. Yeah, 20 years in Schneider Electric. Time is flying. But it has been a great journey in this company so far. I've been able to do many different jobs and travel across the world.

So that has been a blast. And even if I'm in Paris today, I'm, I've been based in Boston, USA, for nine years now. All right. 20 years, you're starting to find your way around. If you're willing, will you back all the way up, go back as far as you want, where you were born and raised, where's home? You don't sound like you have a Boston accent.

I'm just going out all in there. But you feel free. We'd love to learn a little bit about you before we get to the last two decades there at Schneider. Yeah, definitely. Thank you for asking. Look, I was born and raised in France, born in a city called Le Mans for the race car fan. This is where the 24 hours Le Mans race is every year, a very, very exciting race. I studied in France until 23 years old.

I started my career as a consultant and then part of a U.S. company called UTC, United Technology Corporation, already in the solution and services business. And started in Schneider 20 years ago, I was part of the renewable adventure when Schneider decided at this time to start building and managing large-scale solar. and wind farm across Europe, Middle East and Africa. So I've been for several years working with big EPC to build this new farm, 30, 50 megawatts. This was a great, great experience. And then started back to services when Schneider decided to focus on the services business for their customer, making sure that we installed, we commission, we maintain, we modernize properly the installation for our customer. I started first in Europe, then managing the strategic account at the global

level, still from Europe, but traveling across the world. And then nine years ago, I've been asked to start the work, sorry, in the services business in US. The business was struggling, and they asked me to join the team there. I started to manage. It was a big challenge, and I'm sure we'll come back to that, but I started to manage the technicians, what we call our field services representative, FSR. So at the time, it was 600 technicians in 2017.

And you can imagine the challenge for a French guy coming to US and managing a large crew of technicians. It was my name was the challenge for sure, Raymond. I spent time with my team on the field and learn a lot how we manage the customer relationship, how we manage our installation on the field. And then two years later, started to be the senior vice president of our services business. So I did that for seven years, double the size of our business in seven years, double the size of the team.

Obviously, the data center business has been one of the most fast growth engine in our business. And very, very complex, challenging, but as well, super exciting to work with company like Compass, but other hyperscaler. A couple of months ago, I had the opportunity to be promoted and become the global head of services for Schneider Electric. So great journey. and very excited to be with you today and be able to discuss about this partnership with Compass,

which is one of the most successful one, I believe in the US, but within Schneider. The kind of partnership where you learn a lot, it has not been a walk in the park all the time, but this is where the name, you know, the partnership makes sense is when you really start to

manage the challenges together and find solutions together to really grow and strive together in the business. Well, Jerome, I would probably a little bit of a passionate statement for me. You said partnership. We are deeply connected to you guys. We think the world of your business. And we would agree, partnerships don't always go one direction and they don't always go smoothly. And you should, if you are committed to the partnership, just like any other relationship,

you've got to live through the good and the bad. And the bad often makes things much, much better. It's how you learn and it's how you grow. And those broken parts turn out to be some of those tightest bonds. We generally like to talk with customers about, you know, if everything went perfectly, you wouldn't need us, right? If you could just get everything ordered off an 800 number and it all worked perfectly. We have jobs and we have relationships. You have relationships. We have connections because things go wrong, and it's how you work through when things go wrong. And I would just tell you we couldn't give a partner higher marks than we give Schneider for working through us in a marketplace. I mean, the one that jumps off the pageant.

We live through COVID together. You want to talk about the world changing for everybody and the way our partnership thrived coming out of COVID, I think speaks volume. So we couldn't be happier to be your partner and happier to be in business with you. I am going to make you back up, though, a little bit, and I'm asking you a couple of personal questions. So I love the fact that you're from La Man. I was going to hopefully get to ask you about my favorite sporting event of the year, which is the Tour de France, which I love and watch every minute of. I would much rather spend my days on a bicycle than in a desk chair. I don't get enough of that.

But I just wonder, growing up in La Man, you may, your whole life might be auto racing, but do you care at all about bicycles? I know that's a little bit off the beaten path, but I'm interested here. So it's funny. It's funny. I'm not a fan of race car, but I prefer running and biking. Okay, good. I've lived for many years in the Alps in Grenoble, where Schneider has a lot of operation. It's low voltage R&D center globally.

So I spent five years there, and I would invite you to, if it's not done yet, to bike around this area is just phenomenal. It's just amazing. And it's a great sport. We are, so in Dallas, where I am today, we are not blessed. There's no such thing as a mountain in Texas. We have hills. And, you know, I've gotten the great fortune of getting to ride some of the longest climbs in the world.

I got to ride Haleakala in Hawaii, which is, you know, 10,039 feet in one sitting, which is, you know, that's a lot of climb in one sitting. But I would love to come somewhere like the Alps where there's famous peaks and famous climbs and famous grinds. I think you learn a lot about yourself grinding a bike for five hours straight uphill. For sure. I do have one funny uphill bike story, and then I promise we're going to talk about data centers. The last time I went to ride Haleakla, there's a national park right at the top of the mountains, about 7,000 feet to climb in, and you still have 3,000 feet to go.

There's still some work to be done, but you've done a bunch of work. But because there's an entry to the park, all of the tourist buses all stop at the entry to the park. And it's where we stopped to get water for the last 3,000 feet of climb. And the last time I cloned Halaakla, I had a sweet older lady, you say, hey, we passed you as you were climbing the mountain. It's so good to see you. She goes, are you having fun? I thought, I don't know how to answer that. No, ma'am, I'm three hours into driving straight up hill.

I'm not having fun. But, yes, I'm the one who chose to do it. So anyway, so I love cycling. I could watch the professional cycle. They're just the most incredible endurance athletes ever and what they suffer through. I think if you have not spent time on a bike, you can't appreciate how tough those 21 days are. I agree. Definition definitely.

All right. Well, we'll find another time to talk about cycling. Let's get to the data center business. You guys have been in the power business forever. we've been in the data center business for a while now. I'd just say five, six years ago, no one I knew really cared or understood what we did. So I just didn't even get into it.

What do you do? Oh, we build data center's next question, you're right? Now, maybe in the last two or three years, it got to where we're on every newscast and every newspaper and there's stories about our industry all the time. And then AI came along and GPUs came along. And now it's this incredible topic that everyone has an opinion on and even so far as, you know, starting to throw rocks in our industry.

So we don't necessarily need to go down that route. But the world talks a lot about building this infrastructure. But at the end of the day, someone's got to maintain it and operated. And that's where our partnership comes in. I mean, right, there's lots of, there's going to be a trillion dollars spent on data centers. Well, you realize that's a 15 or 20-year operational thing. So I'd love to talk about, especially with your background and the services, about, you know, building it's great, but running it for decades,

is the real challenge, in my opinion, and none of that makes headlines. Yeah, yeah. No, definitely. Definitely. The whole equipment system and the installation overall is bringing much more complexity than before. So obviously, we all want to build, you know, left and right AI infrastructure of data centers.

We started up many with you. And I think what we see is two fundamental changes. The first one is a cooling piece. We are much more in moving away from the traditional air cooling, and we are in a liquid cooling, which bring a lot of complexity and differences in terms of operation and above all in terms of maintenance. it affects uptime, but can directly affect the overall performance.

So how to maintain and properly operate, be very proactive, even predictive on the liquid cooling for me would be a big challenge. And having this IT cooling and power together to be managed really creates more complexity. Around the power, I think we all know that electricity with AI is becoming a very important, I would say, value. And how you manage this high consumption of electricity to feed the AI data center is also a big challenge. And I think when we see the lack of reliability and sometimes the lack of, of generation, it will bring a lot of complexity as well to make sure that our equipments are reliable,

are flexible, a system are flexible, to really make sure we can continue to have AI infrastructure data center fully energized. So for me, these are those challenges that we see right now in the AI infrastructure for operators. So Jerome, as our partnership is grown and we've built a bunch of infrastructure together. You're there with us for years and years

and years as we operate those facilities. The model, you talked about to change how important power has become the change around the cooling technology. Another thing I think that's changing is how we maintain the equipment. I think the days of here's your schedule, we're going to check, we're going to change this filter every six months. We're going to change this fuse or this thing every 12 months. less prescriptive and less reactive and more conditions-based or analytics-based. Can you talk a little bit about how the world of maintaining the equipment is changing? It's very interesting. The last couple of years, I've seen an acceleration in our maintenance model. We really shift, as you said, from a pure calendar, manual,

maintenance, which is very, very preventive to with the expansion of connectivity, data management, remote monitoring, and above all, everything around AI and algorithm that we move to a much more predictive maintenance. I think this is a bigger shift as I've seen in our business in the last 20 years. This is our, I will say, industrial revolution in our own business. And I think it's necessary. It's needed in our business because given the scale of the installation, the complexity of the installation,

if we remain, if we stay in the traditional way of being reactive or even preventive, we won't be able to serve you the way you need it in terms of. of uptime in terms of reliability, in terms of efficiency and in terms of flexibility. So really this shift is needed, is required. And being able as well not to stay only at the asset level. What I see as well is that if as a service player or service provider, we stay only at the asset level, we will have a problem because the way you operate. the way you maintain, the system is becoming much more important to understand the dynamic,

to understand the performance of the overall system, and how to maintain the system overall much more than the asset itself. For me, it's really a transformation around our maintenance model to predictive and prescriptive, and also a positioning where we need to provide the services not at the asset level, but at the system, at the site, and at the enterprise level. Can we just for a few minutes, almost all of our audiences,

data center people so they understand and have lived through what you and I have lived through, but can I talk about a project we did together and the not too distant past and try to put some real numbers around this scale idea? So let's talk about our campus in Redoak that you're a partner with us on. You know, in 2023, that was what everybody would consider a massive project, you know, 300 plus megawatts.

And in a 300 plus megawatt facility, we're going to have 400 plus Schneider generators on that site. And now today, I would say 300 megawatts is not considered a massive project anymore, right? Well, there's lots of gigawatt projects. But let's just talk about, I mean, that project is only three years ago from launching, but 400 generators. So as you start to think of meantime to failure and managing a calendar and managing a maintenance schedule, I mean, you could end up putting a dozen guys that just live there because there's so much, there's so many assets, so much equipment, so much gear there. And what we three years ago thought was, this is a massive site. I don't want to call it pedestrian.

It's still almost 400 megawatts, but there are lots of gigawatt sites. And when you start to think about if we were on a calendar-based schedule, Just changing, you know, whatever it is, filters or fuel or whatever on 400 generators. That's a full-time job for an army of service technicians. Oh, yeah, definitely. If I'm not mistaken, we are now maintaining and supporting you on six different sites in North America. That's right. Over a thousand, two hundred power centers.

That's right. I mean, it will require hundreds of people. it will require hundreds of people in a normal reactive and preventive maintenance model. And imagine on the difficulty for you and for us on the reactive piece. If you are blind and not able to monitor together, having the ability to be predictive, which means that you monitor the condition, of the health of your asset, you monitor the

system performance, and you are able to predict any failure before they occur. I mean, it would be a nightmare. It would be a nightmare. And even in terms of just dispatching, managing the safety of our people

on both side, it would be very risky. So having built together, co-designed this model where we have this ability, to connect our asset, put that in cloud, use our AI, energy intelligence layer. We are together being much more efficient in the way we maintain.

So we are predictive. We reduce the number of intervention. We reduce the amount of OPEX. And at the end of the day, it's a super benefits on your uptime and on the overall efficiency the way you run your data centers. And costs for our customers, right? At the end of the day, our customers are providing services

in those buildings to their customers. And the idea that I can do it from a predictive and anticipatory and non-reactive way allows us to be much more, not only efficient from a human capital perspective, but from actual capital, from dollars. We're spending a lot fewer dollars to be in front of breaks instead of behind breaks.

Yeah, I mean, two data points. We believe that by implementing this kind of solution together from the greenfield, so from the CAPEX and make sure that we have everything connected with the right sensor, with the right ability on the data, and create this predictive environment, we can generate 20% of OPEC savings over five years. Okay. So it's massive when you think about the amount of money spent on your OPEC side to maintain your installation. The second thing is the cost of downtime.

75% of your downtime in the data center costs above $100,000. 25% cost more than $1 million. So if by putting predictive layer on your data center, center, it's a significant reduction of your potential downtime in your data centers. Jim, you talked about the difference between managing an asset and managing a system. I will have to say that's the first time I've heard it articulated that way. And I think that's a great point, right? Easy to think about, I've got 40 generators sitting outside my building and that's 40 assets

and I need to monitor the number of hours and monitor the fluids and monitor the filters and monitor the runtime and all that. But in reality, what we're trying to deliver is a set of services. We're trying to deliver a set of experience and uptime and availability. And that is a service. It's not an asset. And I've not heard anyone articulate it that way. So I think that's helpful for me to think about it much more holistically than asset by

asset. Yeah. You know, if I may, for me, the models that we have built with Compass is a way to deliver the best outcome based services. So you think about the reliability, the resiliency, and the optimization of your data center as a whole. If you have to be at the system level, because it's like a car. If you buy a car, I cannot commit to you on the best outcome, on the availability of your car if I'm only monitoring or maintaining your engine. It's impossible.

I need to understand the way you drive your car, the condition of your tire, the condition of your brake, the operating system, and everything around your car. You see what I mean? So this is really the way I see tomorrow our services and the way we need to develop the services across all mission critical infrastructure is the asset only is not anymore the best answer. we need to break the silo and be positioned at the right level to be able to deliver this outcome. Yeah, I like that analogy. I think that helps to get it. You're right. You don't ask from your car manufacturer or warranty that only considers one asset inside the car.

That's a great analogy. I think it's helpful to understand what we're doing. And as our industry not nearly as mature as the auto industry, as our industry matures, the way we maintain it and operate both much more important today than they were 30 years ago because we're maintaining and operating at such a scale. And I think that's, you know, you mentioned, so I liked the system versus asset analogy. I also love the, it's really, and I haven't thought about this either. It's a scale enabler, the predictive analytics and the condition-based maintenance.

That is a scale enabler just because the reality we couldn't manage. There's not enough humans. There's not enough truck rolls. There's not enough service technicians. There's not enough talent in the marketplace to maintain the scale of the equipment we're deploying if we expect a technician to touch every machine every, you know, seventh day or whatever it is. Yeah. It really enables the scale of the industry.

Yeah, definitely. We all know that there is coming a scarcity of technicians, especially in U.S., the baby boomer are going to retire by 2030. So we're going to have a lack up to 2 million skilled trade rules by 2030 in US. If we take another data point, 58% of data center operator report difficulty in finding qualified candidates. This challenge on the people and the technicians, not only in hedgeback, but electricians, maintenance services rep, construction role is a reality. The solution that we have just talked about is a way to make your pool of resources much more efficient, much more fast on resolving issue and really spend the time where it's

the most important for the customer and for the installations. So we talked a little bit at the outset about how close our two companies work together in our partnership. So the predictive helps with the workforce challenge, but not just that. I think both of us are invested in our partnership here in the state of Texas where we're trying to train up the next wave of talent because of the demographics you just walked through, right?

The aging of our technical workforce is real, and we've got to do something to speak to the workforce as well. So both the demand for the workforce with the predictive, analytics and the supply from the workforce from the education training side. Yeah, this is an important point that you are raising. I was thinking about, you know, the challenge that we have on the overall workforce in our industry. Overall, if we look at all the players, the facility managers, the self-maintenance

player, us as service provider, sometimes we have. have a tendency to fight only on the existing resources. And I'm not sure that we are taking enough a position where we foster the proactive creation of supply. So what you mentioned, I remember discussing with Chris, Crosby, your CEO, and what you are doing for the trade schools, I think this is the right way to enable the, you know, the creation of supply by anticipation. If we don't do that, if we are not, you know, exciting and creating, bringing this new

resources into this industry, we will face a big challenge. You know, before I got this new role, so as I told you, I was managing the services business in US. In 2024, we started to accelerate. our skill bridge program. So we have been working with the DOD sign a partnership to help veterans to become technicians. So that's why it's another way as well to create more supply

and bring more resources. Today we have 35% of our, 30, 40% of our resources that are veterans. And I think this is another way to compensate the scarcity of technicians on top of the trade schools that are also a good levers. I think we need also to think about, you know, more diversity. It's a very dominant, you know, male world, how we can create more diversity.

I don't have solution, but we need to be intentional in the way we can recreate more female as well in our industry. So definitely a challenge for us, but I think we need to be much more intentional at our level. to make sure that we are not just fighting on the same resources, but creating the next generation together through trade schools, through programs like the Skill Bridge, to help our industry to have enough resources tomorrow. Well, I'm not the best guy to speak to this, but I'm going to address it as best I can't.

So our partnership, you guys have leaned in with us here in Texas at the Texas State Technical College, not only where I think we're graduating our second cohort, or they've just graduated. We're really close. It is a diverse cohort. Both classes have been, to your point, lots of women in those classes, as well as you guys have helped us from an equipment and expense, and we are about to, on that Redo campus that we alluded to for 2023, we are about to donate one of the early data centers on that

campus to the Texas State Community College so that those future cohorts can come. come and have hands-on training in an actual data center, not just in a classroom. And that wouldn't be possible about our partnership with you guys helping us with the infrastructure for that project as well. Not just, and we talk a lot about your power business because it's, I think, your bread and butter, but also on the other end of it, you know, white space has changed dramatically, right? The customers in the marketplace have said, not only do I need you to turn over the white space

to me, I need you to have it ready for me to roll my equipment in. and all of us have started doing, meaning us, meaning data center developers, we've all started doing White Space. And I would just say, another area where the Schneider partnership has shined, our jointly developed product around the White Space Fit Out,

the product we've developed together, the IT pod, just fundamentally changes at the end of the day. Speeds what everyone cares about. And it's fundamentally changed the way we can get our customers up and running faster. No, definitely, definitely. I'm not technical enough to go in the detail,

but what we have done with you again, as a co-development, co-design, is really to build this containment system that integrate power, cooling and IT, which is for pod for the white space, which is a white space module. And it's really a co-developed offering. with you guys

that really is a factory built and ready to deploy unit. So it's really a best in-class solution for your customer, your tenant, that will be able to install their compute infrastructure earlier. So it's a best best in-class solution,

state-of-the-art solution that allow you to be faster, allow your customer to be faster and more efficient. So I think it's going to accelerate the wide space delivery by up to three months. So it's a super impact and benefits for

you and for your end users. Jerome, I'm going to steal your system versus asset conversation. Not only with regards to the whole data center, but I think it fits nicely with the IT pod co-developed product, right? Easy to think about containment as one thing. Easy

to think about electrical distribution as one thing. Easy to think about cable management as one thing. Easy to think about cable management as one thing. But what we've done with this white space fit out in this IT pod, I think it fits your asset versus system analogy, right? We've delivered, we know you need all of these things around your servers. So instead of us bringing six different trades to do six different things, to bring you six different sets of expertise, we know you need this. Why don't we bring a system

that literally stands up and allows you to populate all of your servers inside, or all your racks, inside it. I think that I like your system versus asset. It fits that in this conversation as well. Yeah. No, no. Definitely. And I realized a couple of years ago meeting different customers,

not only in data center world, that most of our customers had multi-mission critical assets. Most of the time, Schneider was covering 50, 80% of them. And we were still, still organized in siloed by asset. I mean, if you look at Schneider, we have been, you know, growing inorganically

through acquisition with different organizations, SquareD, SquareD in U.S. in the 1990s, then APC in 2007 for the UPSEs, and ASCO in the late 2010. So the way we were organized. was still in silo in the way we were delivering services. And it's creating obviously not the best customer experience. It's not the best way to manage your employees, your capabilities. It creates some fatigue sometimes, but it's also creating some safety risk. When you have different systems, different organization, it's creating entropy.

and it's not the best way to manage that. So the way to creating a better customer experience, being positioned at the system level, being positioned at the site level, and having a better usage of my technicians, coupled with what we told the discuss of the predictive maintenance, was the best customer experience that I could deliver. So we really work.

the last two, three years with you as well. You have been, you may not know Raymond, but one of the decision that we made was also to verticalize our technicians by on the data center world for specific hyperscaler like Compass. So we had a pool of resources across different business unit or different silo that were working under the same leadership. And we intentionally break this silo and started to cross-train technicians

to make sure that they were not only positioned at the asset level, but at the system level to be able to provide this cross-BU solution and experience. So when you couple these technicians on the field with our domain expertise in our connected service, It's this is this way to enhance the customer expense, but also deliver this system or outcome-based services to our key customers.

Jerome, can I change gears on you a little bit and ask you 20 years in the data center business, 20 years supporting the infrastructure, helping the industry think differently. We have started as an industry to take it a little bit on the chin with regards to public relations and, you know, communities and are we good community partners and are we being transparent about how we develop and where we develop? Our industry is starting to have to answer questions about what we do it, where we do it, how much power we use,

you know, how we interact with the environment. I would say your organization's in a great job thinking about that for long before it's become a hot topic in the last six months. So do you mind just for a few minutes letting our listeners think about how you personally and how Schneider thinks about how we as an industry interact with the communities and the environment. For sure, the environment has been one of the key priority for Schneider the last 15, 20 years. And started with our previous, previous CEO, now our chairman, to really set the vision that Schneider, in terms of energy and management and industrial automation, should be supporting companies, our customer in their sustainability and circularity journey.

So we believe at Schneider that we can help to have an impact, reducing the CO2 footprint of our customer. And I think everything that we discuss together so far in terms of leveraging better the the data, the connectivity, and the way we maintain and operate your installation as a direct link with CO2 footprint reduction. If you think about the reduction of intervention that we are creating, the reduction of time where we need to send an FSR two hours away or one hour away from the site and all the impact that it has. When we started this discussion together, Raymond,

we were talking about hundreds of technicians in a normal model that should have been dedicated to this significant install base. We have probably divided that by three or four. So this has a direct impact on the environment, and we are really proud on that. We have new project. obviously that we are working as well with you on microgrid, on how to make this installation better in terms of power quality as well.

So all this project are things that we want to continue to partner and that we'll have a direct impact on the environment. And as you just mentioned, the community, there is this partnership that we have on the, on the trade school. And what we are doing locally, especially in Dallas, is important for us. And we will continue to invest and engage with you as a partner moving forward. Awesome.

Thank you, Jerome. I can't let you go without asking one more personal question. So I'm a specialized guy. What bike do you ride? I, same thing. Specialized Provenge. All right. All right. I'm a specialized tarmac SL8 is my bike of choice.

Wow. Awesome. Awesome. That's my, that's my bike. It goes really slow because I'm the engine, but the bike's capable of going really fast. That's great. I find downhill and downwind it's quicker. Me too. Awesome.

Well, Jerome, thank you for joining us. I can't tell you how grateful we are, A, that you stopped and chatted with us. I know you're in Europe today, and we caught you late and we're grateful for that, but more than anything, we're super grateful for the partnership and what it's like to be connected to an organization is exceptional, Schneider, and living through the good and the bad together and strengthen our partnership has just been awesome for our business and we're excited about the future. Likewise, Raymond, I really enjoy when I was in U.S. working with you and partner with you,

and I have a lot of great memory of what we have done with many of the leaders in in Compass and I'm sure this partnership will last for long. Yeah, thank you. And now I know someone else to call when I'm in Boston to go eat dinner with. You should because I have a very nice, you should because I have a very nice French place. Ah, excellent. Love it.

Beyond biking, I love very much French wine. Yeah, good stuff. We can go enjoy all three. Eating, riding the bike, and having wine. That sounds lovely. Thank you so much.