Sustainability in the Robotics-as-a-Service Industry


For B2B robotics, all the customer cares about is the outcome. There’s no emotional attachment to having a brand new thing like there is in B2C.

That’s one reason why it provides an incredible opportunity to bring sustainability and reusability to the industry. 

All it takes is one simple acronym: RaaS.

Stefan Nusser, Chief Product Officer at Fetch Robotics, joins the show to discuss how his company approaches sustainability using a robotics-as-a-service model.

We discuss:

  • What made a partnership with Zebra Technologies so appealing
  • The difference between building a product for B2B vs B2C
  • The philosophy behind modular reusable components
  • How RaaS is bringing sustainability to robotics

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If you find the right early stage customer and that is going to allow you to find your product market fit. Right if they're willing to sit by your site and help you so to shaking innovation so that you know they can confirm it creates value. That's how you find that product market fit. You are listening to over the Air Iot connected devices and the journey, brought to you by vary. In each episode we have sharp, unfiltered conversations with executives about their IOT journeys, the mistakes they made, the lessons they learned and what they wish they'd known when they started. Welcome back to over the Air IOT connected devices and the journey. My name is Ryan processors, CEO very, and today we're joined by Stephen Neoser see, chief product officer at fetch robotics. We're going to be talking about sustainability in the robotics as a service industry. Stephen, thanks for being on the show. Hey, Ryan, it's great to be here. Thanks for having me. Yeah, I you know, I always tea people up and ask them to tell us a little bit about their company, but I understand that we're breaking some citing news here today. We did our pre interview about a month ago, but I understand just in the last few days you guys are announcing that you've been acquired. What can you tell us about fetch? What can you tell us about the acquisition? Give us a little background? Yeah, I'll be happy to talk about that. So we've been we are now formerly part of Zeeber technologies. We've pre announced this, I think, a month ago, and it closed three days ago, so it's literally fresh of the press. I'm very excited about this. Such robotics has been an independent Benship on that company for about six years. We've built collaborative robots that are used primarily in manufacturing, in logistics and supply chain and warehouses in and I've always felt zebra has been an investment in fetched. They've been a partner of ours. We've worked together for, you know, two years or so. So there's been this been a lot of trust, as are good understanding on both sides what the other company does, and I'm really excited about this. I think zeebers a terrific home as a company. Zebra caters to the same audience. They do bar cold skinners, that wearable devices. They do print this for for the same space right for warehouses, for factories. They are very partner friendly. They have a very large partner ecosystem. They literally with most of them, as that match has, they're also customers of Zebra, most of the partners. So many of the partners that that has been working with are also partners to Zebra. So it really feels like work. We sort of getting, if you want, an amplification on the go to market site, on the technology side, and that's great an in the other thing that I really like about about that that outcome is is zebra as a product company right. And when you when you think about how automation gets brought to mark it today, a lot of it is custom right. It's a service, is deliberalle, and so I'm...

...thrilled that we're part of a larger product Im you station, the spring strategy, the springs on the standing the market deeply. The springs a mythology, equal plant approach on how you put a product in the market, because he expected to beach in a really station. You expect to build something once for many of your customers and that is it requires some mindset that we have a fitch and that I also see in Zebra. So I think it's an excellent outcome and I'm really happy that that's where we are. I'm very excited about what the next couple of years are going to bring. Very cool we have a podcast producer here, the person behind the show, Kayla, that that helps make this show possible and she works so hard to put together these scripts and then I instantly throw them in the trash go off scripts. I was saying before the show I'm even worse than trump when it comes to staying on script. I would love to unpack what makes a good partner, you know, but before we get into that, tell us a little bit of bit more about you guys as core product. So let's let's dive a little bit more first into what you guys built, what some of the signals were that you were building the right things and things like that, and then I'd love to just totally derail off script and talk about because this zebra news is hot off the press, no time to prepare, but I'm very, always, very curious to learn what were the things that made this part worship any partnership, but in this case with Zebra, a winner for you guys. Were the synergies that you were looking for and what that looked like. But yeah, not that. That's actually a great way to frame it, right. So let me start without products, right. So, so fetch fetches selling autonomous mobile robots, and so those are material moving robots and up Roberts with arms. They're not robots that look like humans. The robots that are like platforms, cards, shelves, vehicles that they designed to move material and work with people. Right. So these Mrs are what we call collaborative role ones. They had design to work around people. Right. So you see them, for example, in the pick module, where you have associates and workers, you know, move around the robots. We have them in factories, on a factory floor, again, as people people around the robots. has is how the product is designed, right. It's called the collaborative robot and it is it is designed to help workers be sort of focused on the higher value, value added things. Right. So you can free up the time that people spend moving stuff around, can have the robot do that and the the operator, then has more time to do other things, right, to do things that are more complicated and create more bilue than just taking a cart and pushing it, you know, up and down the warehouse, and so the product is material moving robots. They become in different form factors. I think part of what distinguishes fetch from some of the other players in the Mr Space is we have a whole fleet of being Mars ranging from one that moves about a hundred kilogram to one that most five hundred kilogram to one there's a...

...ton and a half. Right. So does a whole range of material moving robots there. They're all connected to the cloud, so there isn't a software component to them. It's very easy to deploy. It's not unusual for us to deploy or road like that in three days and usually when we do that we spend the third day, you know, Lawlers, Trendsferend, teaching folks right as we get these up and running in a day or two. The really flexible. They're easy ones. You have them to change and make them do different things. It's a very flexible tool that helps the human worker in a factory, in the warehouse, you know, freeze up some of their time so that they can focus on doing more important things at that in Nustrill. is sort of the value proposition of the fetch product lineup. If you know, look at what would see, but does is their focus is devices that make the human work of more productive. Right. So there is a focus on the seeber side with barkward scanners, with workl orchestration, with all the the variables and the devices that they offer to make warehouse workers more efficient. And that is why I think if this is a really good partnership, where there is a focus on our side in building robots that collaborate with humans, there's a focus on seeber site in making those humans more efficient. Right. So by bringing those two perspectives together you end up with a in more efficient collaboratively all theo made that way a house right where you get more abail you out of the humans. But it's still a world in which the human work a drives the process and drives to work. You know, it's when a I don't know, in high school or college or when young people are in that, you know, dating stage, there's often this question, Oh, when did you notice me, you know, in the other person. I don't know. You know. When did you think that I was something special? Can you pull back the onion? I'm sure you would never have wanted to lay your cards out too early to Zebra but now this is a this is a done deal. At what point did you guys look at Zebra and say, Hey, this is a partnership that has real legs? We don't want to tip our hand yet, but or maybe you did. But what point did you guys say internally, this Zebra thing is a partnership that makes a lot of sense. It could potentially go to the next level. You know from my respective very early on when we started collaborating, right when you when your partner, when you work together, then you learn about each other in and he was, he was fairly evident early on that there is a ship perspective that we have. That's that's really well aligned. Right. Were both, and I go back to what I said five minutes ago, we're both product companies in that it is a a mindset, right. It is the the process of developing the strategy on the standing the market, developing a product, finding product market fit, experimenting, learning, you know, being particulate about the strategy and you assumptions. That is something that that fetches a company that builds a hardware product. We have to do this plot and Zebra is a company that this hardware products has the same mindset. Right, zebras is very clear about that hypothesis. That very clear about what space we...

...want to go in, how we want to create bail. You very articulate about that and and that, in my mind like that, that mains at the product mindset is is what make me think from day one you know this, this is with it. Right, they're really good partner it because in a way you assess your partners in the same way that you assess a potential acquire right, it is always a pre step towards potentially a deeper relationship of some kind. Right. Then acquisition, obviously so of the end of that journey. But you do, you do bet in you. You said I ask yourself these questions the moment you stop partnering. And and he was really it has been evident for me that there was really good alignment. You've mentioned clarity and focus, or synonyms for those, a few times today. What did the product development process look like for you guys? Everybody I've ever talked to you had, you know, experiences these big failures. They go down a path. Is quite right. Some people are really comfortable talking about of some people not at all. But what did it look like for you guys to land in a place where you've built a product that your partners love, your customers love, solves important problems. You know, what were some of the I don't know, pitfalls along the way where you what kind of went down a path and said, okay, this, you know, maybe there were false signals. It look like you were going in a promising direction, only to need to back out. Can you talk about that a little bit? Absolutely, and its fetch. I was had a product, right, so that is that is pretty much the story of my life. Sure, I've done product development for Probably Fifteen, twenty years. Right, so that that is I can talk about that. Until you shot me down. It's they know like that. That is in my mind. What what what it's all about? Like, how do you find, you know, what's called product market fit right? Like, how do you know you build the right thing? How can you find out this early as possible? And it is a to be honest, it's a humbling process. It's in my mind. Let me frame this a loovel in my mind. Is Different for a EB TOB product. Right. So when you catering to enterprises, you work differently than when you cater to consumers. And ultimately, when you cater to enterprises, you have to learn a lot about the domain that you're going into. Right, when you work on a consumer product, you know when you sign up, at the end of your day you become a consumer. Right, it's it's possible for you to have an intuition about a consumer product because you are a consumer. Right. And I have never run away a house, right, I have never run a factory, I've never run a pharmaceutical manufacturing operation. Right. So I depent on learning in the market. So everything, everything is called by the fact that we're building for a domain, that that we're not native it. And so, as as fetch, our strength is technology. Right. Fetch was built build on the foundation of the work that was done in willow garage where the open source row software Laya was built. One of the early exploratory work around collaborative robards was done. The founder of fetch was the sort of the the lead of the robotics team at Willow.

So we built on sort of the shoulders of the work that was done at willow. But the foundation for what we do is is technology, is robotics. Right. We to this day we contribute to the open source community. We have robots that we sell for researchers. Were steeped into technology of robotics. Right. That is what's what's easy, what's natural for us. Write the language that you hear when you sit in the fetch cafeterias, the language or robotics. So now you say, okay, how do I build? At what is the right to me for us to go into? So you look at where the pain points, where's the sort of the big poll for that kind of technology? And when you settle on the domain, as we did with manufacturing and logistics, then you start asking yourself, how can we contribute value? Right, and now you got to put yourself into the position of the customer, right, the receiving company. And since you beat to be, now you start thinking about the returnal investment, right, like how can I create bell? You have highst that medie passion. What are the Kepis to metrics, to customer cares about? And then, frankly, in my mind, you you try and get something into the hands of one of these customers as quickly as you can write. So you you have to find the pilot customer, that's that's willing to engage early stage. There's a lot of hit them instead as a lot of luck. Right, if you find the right early stage customer and that is going to allow you to find your product market fit. Right, if they're willing to sit by your site and help you so to shape de Innovation so that you know they can confirm it greats value, that's how you find that product market fit right in and from that moment on it's trial and there right. You you build partnerships with early stage customers, you build good relationships, you you itterate as quickly as you can and if your product has a hardware component, that makes a little bit more interesting, right, because it is easier to iterate on software than it is to iterate on hardware. Then again, there's ways, there's ways to to sort of mitigate that, right. You can make your hardware flexible, you can make your hardware programmable and in our emars all like that, right. So it's it's possible for us to update the programming on the robot in be can so iterate on the hardware by reprogramming the hardware. Right. So there's the stricks there, but fundamentally the journey is is one of experimentation, of trial. There Inte. Gradually you sort of shape that product. You have a hypothesis. This is how I'm going to create value. You work with that pilot customer to confirm that your hypothesis comes through. You recruit the second, than the third customer and then at some point you have that that sort of confidence that you've created a good generalization, because that's ultimately about the product is. It's a generalization. Right. So you doing something for one customer is not enough, right. You have to do it in such a way that you can lift it and move it over to stem, the Tu and customer three, and then that would be good evidence that the showing resation is good. And then I think you you sort of you've got growing confidence as you the right path. You know, hearing you talk about your product market process, it sounds so similar to the scientific method. You know, have a hypothesis, test, the hypothesis is repeat, repeat, repeat.

It is that. I mean, have you deliberately kind of thought for Hey, I I recognize this process. I, you know, know this from a previous chapter of my career. It sounds like you have kind of deliberately built your process that way. It is certainly inspired that it has it has a sort of a social and then economic component and of course, into social sciences. That's part of the scientific process. But if you when you say scientific process, are you thinking the you know, physics and natural sciences, where everything is hard facts? You have the additional dimension yet that you're working with people, right. It's be to be right when you building a product for be to see. Then your customers, you know, if it's if it's a you know, a cloud based product, your customers may be in the millions, right, and you may think about them jump of statistics. When you work with enterise customers, you have relationships right in that that, for me, that adds another dimension, right, because because there are these quantitative aspects, but then there's also the qualitative ones, like how how can you connect with that customer? How to you reach that customer it? Does the product need explaining? How do you get the right you know what I like to call console to the delivery right. Some some products don't just get configured on the website and shipped out right. They need to be explained, they need to be customized right. So it has that that that people in relationship. I mentioned in of course, the Econonomic dimension that you got a great value. You mentioned open source earlier. I know another piece of the puzzle you guys are passionate about is modularity and building robots that have, you know, sort of modular, reusable component pieces. Can you talk about you guys as philosophy there and then I know you know what's coming next. I want to know, and I ask this a lot, why in the world isn't the consumer side doing the same thing? Why are my Sonos speakers closed black boxes with zero reusable components, and yet they cost eight hundred dollars and have a very short fixed life it this speaker will not work in three years. Talk about you guys philosophy, and then let's let's poke it consumer a little bit with me today. Yeah, I'll be happy to so. So let me start with with sort of the empipire space. Right, when you build the economics at difference, I think that's fundamentally is the the ends of Belader line. Right. When you build a product through millions and millions of customers, right, the ECONOMIS the economy self. Scale are so powerful that it makes sense to you to build a one size fits all and that one size fits all, then is going to include components that aren't always used. Right. I have a I have a wonderful mix book here. It has a powerful graphics accelerator. I only run by Web Browser on this, on this notebook ever. Right. But it doesn't make sense for the manufacturer of that of that laptop here to create a version bit and the version without graphics accelerator. I think the economy is a scale. Are Sad that it makes more sense to build a one size fits all now both the fact that we need to be in the fact that that robotics as a technology is is...

...different than semiconductor. Right. A lot of time when when you say product, I think you visualizing something that has the semiconductor components, right, like just almost speaker. But robots are little different. They have motors, they have they have components that interact with the physical world and the one size fits all approach is is much harder to do the right building. You know it is. It is not true that you build a robot that can move five hundred kilogram and it's a good fit for everything up to five hundred kilogram, right, including ten and twenty and dirty. Right, a robot that's built to move twenty, thirty kilogram is going to look different, right, a robot end and you're going to have many more requirements to meet when you build one that most five hundred kilogram. Right. So it's going to be a very different animal. And it just isn't an option to design a one size fits all in for everyone who wants to move just twenty kilogram say hey, use the big one inches, don't use that extra capacity. Right. The same thing is true for the skin, for example. Right. If you want a robot that is wallot proof, then that's usually a separate a separate model. Right. So the economics drive these decisions and what you see in with robots, in the PTOPACE is you see choices, right. You see more special purpose the science that are built for certain environments. You know, one for clean, warm, one for outdoors, one for, you know, food and those type of environments, one for very hot environments. So you have the economics dictates, you know, some level of specialization, right, and so that's why you see a whole line up of robots in our port folume. Now talking about sustainability. I think again, the the B to be space is different than the P to c space, right. The the enterprise customer, in my mind, is driven by a n Roy primarily. There isn't so that the emotional component of ownership and of owning a new thing. Right. So we have a program that allows our customers to get a robots as a service, right. It's called Rast, and instead of buying the robot outright and only it for the duration of the life of the robot, the useful lifespan of the machine, you rent it basically for a certain period of time and you get a lot of flexibility. You get a single rate. You can grow that footprint, right. So if you if you sort of have five rass robots and you want an extra five, it's very easy to grow. If you want the next Ra three over four months of the year. There is search pricing models that we use for that, as it gives the customer of flexibility. It's attractive. What is auntually means that we're promising the customer and outcome. Right. You get the capability to move the payload that you want to move in the own the keeping the machine running. That does it right. And so if the customer is done with that robot, then they give it back to us. We refurbish it and we give it to the next customer right in. Since the customer wants the outcome, the service. They don't care about getting a new robot right. It's not emotionally about only a new thing, it's about getting an outcome. I can move hundred kilogram, you know, a thousand times a day from... to be and we essentially guarantee that because we keep the machine running and be maintained it and we replace the parts that we are out and the robot reaches and the life, we take it back, we put the new one in and so on. Right. Customer doesn't have to worry about that at all. So I think the rast model on the BTB side, on the enterpre side, is is a good step, an important step toward sustainability, and that's part of the motivation for why why we're doing it. We don't like robots that don't run right. We, you know, a a a D Toc device manufacturer may not, may not dislike you having, you know, the previous generation of a product, in maybe two generations of a product sitting on a shelf somewhere right, but we do not like robots that sit somewhere and do not run. You want our robots to be moving. I do not like when I visit the customer, I don't I don't not like seeing a roll what that's not moving. My first question is, Hey, what did you get this robot for? Wise it not moving right. So I see the the rest that as a service model, as a way to drive up the toucation off the what was sitting in the field. I want to drag you back to consumer for a second and and like continue to push you outside of your comfort zone. And then when we have consumer device manufacturers on the show, of course we have them talk about robotics and we like to keep everybody off balance here. It over the are. So one of the things we do a very is, you know, will do a lot of the APP development, the firmware work, like a lot of the work related to the ongoing maintenance and improvement of industrial, commercial but also consumer grade electronics, like a television. If you have a connected television and one of our clients is, you know, one of the largest television manufacturers in the world, we make the software that gets pushed to their devices. If for the first time, you know, if you bought a team, if you bought a RCA, remember RCA. If you bought a RCA television in the S, which was, you know, state of the art twenty seven inch color television. When you bought that television, that was the end of the transaction it. Maybe you bought an extended warranty, but I don't even think that was a thing they sold back then. So buying that television was the end of the transaction. They got all the money they were going to get from you and they were done servicing or putting money into that television. They weren't pushing updates out. Now you've got firmware, you've got, you know, a different APP updates that need to be made to you know, so up I don't know. I think iphone is probably still supporting like the iphone seven or the iphone six, but they don't support the iphone three. They'll decommission that lessay we're done supporting that device. A part of that is they're saying, Hey, we're done incurring cost relative to that legacy piece of equipment. So now you're looking at a market where, you know, a television can be aged out of existence because they're not going to ship the updates required to keep it functioning. Do you think that that's going to push consumer devices in a direction of this as a service model that we've seen elsewhere where they...

...say, hey, you're just going to rent the hardware from us, we're going to keep it operational for a period of time and then, rather than decommissioning and giving you this terrible experience, we're just going to replace it with the next thing and maybe your rate of pay changes. Do you think that's a direction we're headed? I think so, and it's actually and being, you know, off the cuffstance, I'm outside of my comfort zone. I think actually it's an exciting opportunity that comes out of the fact that you developing a relationship with the manufactual of the device. Right, so the more the value isn't encapsulated in the TV you bought, the more the bail use encapsulated in a relationship with the provider, the more it becomes the service. Right, the Soviet decition off the product. I think it's the trend that opens the door for eventually saying hey, you know, it's almost like a transition, a very long ranging transition, but from in the old days he was you get a product and you forget about who the manufacturer was. Right. And now it is. You have a relationship with that manufacture, right you. I have a have a sent on TV, I have a sensenger account, right. So it gradually I'm building a relationship and of course the manufactual wants that, right, the manufactual, but lons wore about me. The manufacturer can shift from selling a piece of hardware to selling and experience. That's a little more tailed, right, and I think one effect of that is going to be that eventually the heartware is going to diminish in the significance of the overall experience. And I see perfectly possible that you're going to be able to be doing the heartwain get a new one, but it's going to cost you a little bit, right. It's not going to be a seamless hastend me new to be but it becoming a relationship with the manufacturer, it becoming a service, opens the door, I think, form more sustainable model. Yeah, I think it's such an interesting die. I think there's a very high probability that people are going to look back from the vantage point of twenty thirty and view two thousand and twenty one as unrecognizable from a consumer perspective. One of the things we don't have time to talk about today and it was a huge part of the program and the Zebra announcement took its its slot. But was this idea of electronic waste, you know, and how you guys at fetch have worked really hard to ensure, or seemingly at least from the research we've done, to ensure minimal to zero waste. Things are reusable, their reper visible. You know, we're obviously not at all seeing that on the consumer side. But to talk just briefly, if you can, about how you got you said, Hey, a robot that isn't moving is a robot that's not being fully utilized. Talk about a robot that whose function, maybe it has evolved. And how do you what's your viewpoint on that? Excellent question? Right. So the roll was think of the robot as a computer with wheels. Right. So that's that's how programmable these these devices are. Right. So be you think. Think of fetch as a software company. Right, we're we're eighty percent software, twenty percent hardware, right, something like that. So there's there's constantly people who are building new capabilities for...

...these robots. They allowed them to interact with new devices in the environment. Right. I tease the theme of the show where it you know, interacting with devices in the environment of the robot enriches the capabilities. Right. So with a software update or robot can suddenly interact with a roll up door, with a conveyor, right. Those, those kind of capabilities can be released as software updates. And so having a hardware platform that's literally a platform, something that you can add new and additional capabilities for it open up the possibility that you can, you can augment the functionality on the fly, and that in turn means that if, for whatever reason, the original product is no longer useful, with software you can add new capabilities that are hopefully going to make it more useful or useful in different ways. Right. It's another way to making sure. It's another way to make sure that that robot doesn't doesn't sort they end up in the court of collecting dust. So last question for you. This will be this would be the curveball of curveballs. Good. So, you know, for listeners out there, most people are not watching this on video. They've no doubt detected a lovely Austrian accent. The most famous Austrian of all of course, the high point of his career was spent battling against the robots. What can you tell us, as the second most famous Austrian, what are some of the things you're most hopeful about in the coming decade that we're going to see from robots and robotics? Not necessarily, you know, Zebra and fetch related, although certainly would love to hear more about what's coming down the pipe for you guys. But what are some things towards the end of this decade that you're really excited about that you think more than make up for rising threat of the robots rising up against us? What are some things to be excited about? I think since a sense of technologies have been sort of a wave, that that's given momentum to robody, to a little less things, and I think that's the space that everyone's patching right. I'm curious to see what's happening good light us. I'm curious to see what's happening which we be cameras right. Those are kind of the two ways a robots see. The better we get at its collecting that they'd right just a hard persons of technology itself. The better we get at interpreting that they which is the whole space of machine learning and other statistical methods that be used to make sense of that data like that is going to create a machine that's going to be increasingly versatile. Right. So I prefer art to be too, as a model and not the terminator, but a not sky. That police AMRs in particular, right, are going to become more versatile and that again right. That's going to allow them to do more in different things and it's going to make them more flexible. So, from the sea per perspective, I think what what I'm what I'm really excited about here, is the intersection between the robot and, in the human workers. Right, our robots have built as a collaborative device, see where has a lot of experience in... enabling human workers to be very efficient, to do new and new things and increase productivity in so that intersection, in specifically orchestrating across both of these worlds, I think, is where a lot of really interesting opportunities are. Let me give you an example. Right, we need have robots in pick modules doing order ful film and right. So when you click on an order in your online shopping site, right, some, some, some human worker collects these items and puts some on the box for you and ships them out in those many times those people who work with robots. So robots in pick modules is one of the the sort of very hot trends of the last couple of years. But you have also machines in pick modules. We have people on forklifts. Right the pick module is not the ground level stuff, it's also the high level storage where you have the cases that you used to replannish material in the pig modules. So how do you coordinate work processes across people in forklifts and people that work with robots? Right today, those are pilots, right. The people that work with robots are are sort of, you know, working optimized by a software, a software component, but it's in the Sidebo right. The people that work in forklifts, they're also using devices to using seabird devices and in yet they don't know about where the robots are and they don't know what the next thing is that the roll was going to do. And I mention a system that knows about what the people in the fore cliffs are going to do, what the people with the robots are going to do, and then also what the people with the cars and the people in pack out are going to do right if you gradually get the ability to connect in and instrument and all the mate and optimize march as the collabortive robots, but also the people that do to work, I think you can that that's a space where you see a lot of value. So that's I'm excited about, the the human workers, the variable devices and the collaborative automation stopping to be CILOS and starting to talk to each other. So, Stephen, next time we have you on the show, I want to ask you to start by playing the other side of that and answering the question. You know, if we're not careful, robotics will dot dot dot and talking about, you know, some of the things that concern you with maybe technology going too far or developing along the wrong evolutionary peaks. But for now, as we move to wrap, what's next for fetch, what's next for Zebra? This will probably go to air sometime in October. What can folks expect to see from you guys in the months that roll on from there? You're going to see US start to explore these these intersections between workers with variable devices and collaborative robots and you're going to see us so that ad capabilities to the variable devices that allow work. It's easily call a robot. And then you're going to see us go into sort of orchestrated workflows where you know the work is play a role and the rovers play role in the coordination happens across both the human component and the machine component, and that's that's the space that work. We really excited about them. That's we're anxious to go to. That's fantastic and I know you, like myself, are a big fan of the IOT space generally. We always love to plug the underdogs on the show. Who's doing...

...good work out there that you think not enough people are talking about? All right, I got one for you. It's not. It's not a bit to see Iot play. I you know, the the company that continues to impress me sick. It's a sick manufactures the lighters. Canus that I don't know robots can in it spell that force S. I see kate as I see German, sends a sense of technology. Is manufacturer and they build a really cool IOD gateway box. Right. It's around a thousand dollars. It is a essentially design for an industrial environment, imagined like a blue box. It's got a Wi fi connection, it's got an Ethernet connection and then it has all the analog and digital and the industrial connections that you need to hook it up to any kind of equipment where it's a door, a conveyor, a sends, anything you want to get any put from or actuate in industrial environment. The sick allows the sick TDC is that Gateway Component. It allows you to clouds connect that device. All right. So if you have an air shower and you wanted to pop up in your cloud orchestrated middle where the six TDC is what you want to use, right, then we are fully integrated the six TDC and it allows the roll whistening direct with the environment in any way you can imagine. All Right, folks, you heard it here first. Big over there, tip of the CAP to the folks as sick. So this is the last episode of Season One. So if you've been following the show, everyone, welcome to the end of season one. We're going to be kicking off season two shortly. Last question. So for folks that have enjoyed the episode today, they want to keep up with your story. How can the folks out there TV land keep up with Stephen? So find me on Linkedin and I'm a huge in person fan. Find me at MODEX and it promit. Find it any of the trade shows. Let's go have a beer, let's go have a coffee, but linkedin is the way to sort of get updates on what I'm up to. Cool and that's Stephen User. Can See it in both in the title of the episode Stephen Spelled Ste Fan newser and you SSee are he's on Linkedin. Check him out. That's it for today, folks, and that is it for season one. It's been a journey, both IRT and this podcast. We appreciate you guys, sticking with us. My name is Ryan prosser. If you have an idea for a topic or a guest, please reach out on Linkedin. We are currently loading up our guests roster for next season. Would love to hear from you. That's it for today. Thanks for listening. We'll see you guys on the Internet. You shouldn't have to worry about IOT projects dragging on or unreliable vendors. You've got enough on your plate. The right team of Engineers and project managers can change a pivotal moment for your business, into your competitive edge varies. Close Knit crew of ambitious problem solvers, continuous improvers and curious builders know how to turn your ideas into a reality on time and up to your standards, with a focus on mitigating risk and maximizing opportunity, will... you build an Iot solution that you can hang your hat on. Let's bring your Iot idea to life. Learn more at very possiblecom. You've been listening to over the Air Iot connected devices and the journey. If you enjoyed today's episode, make sure to hit subscribe in your favorite podcast player and give us a rating. Have a question or an idea for a future episode? Send it to podcast at very possiblecom see you next time.

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