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



If you find the right early stagecustomer 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 shakinginnovation so that you know they can confirm it creates value. That's how youfind that product market fit. You are listening to over the Air Iot connecteddevices and the journey, brought to you by vary. In each episode wehave sharp, unfiltered conversations with executives about their IOT journeys, the mistakes theymade, 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. Myname is Ryan processors, CEO very, and today we're joined by Stephen Neosersee, chief product officer at fetch robotics. We're going to be talking about sustainabilityin the robotics as a service industry. Stephen, thanks for being on theshow. Hey, Ryan, it's great to be here. Thanks forhaving me. Yeah, I you know, I always tea people up and askthem to tell us a little bit about their company, but I understandthat we're breaking some citing news here today. We did our pre interview about amonth ago, but I understand just in the last few days you guysare 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 arenow 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 freshof the press. I'm very excited about this. Such robotics has been anindependent Benship on that company for about six years. We've built collaborative robots thatare used primarily in manufacturing, in logistics and supply chain and warehouses in andI've always felt zebra has been an investment in fetched. They've been a partnerof 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 understandingon 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 thesame audience. They do bar cold skinners, that wearable devices. They do printthis for for the same space right for warehouses, for factories. Theyare very partner friendly. They have a very large partner ecosystem. They literallywith 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 beenworking 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 marketsite, on the technology side, and that's great an in the otherthing that I really like about about that that outcome is is zebra as aproduct company right. And when you when you think about how automation gets broughtto mark it today, a lot of it is custom right. It's aservice, is deliberalle, and so I'm...

...thrilled that we're part of a largerproduct Im you station, the spring strategy, the springs on the standing the marketdeeply. The springs a mythology, equal plant approach on how you puta 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 isit requires some mindset that we have a fitch and that I also see inZebra. So I think it's an excellent outcome and I'm really happy that that'swhere we are. I'm very excited about what the next couple of years aregoing to bring. Very cool we have a podcast producer here, the personbehind the show, Kayla, that that helps make this show possible and sheworks so hard to put together these scripts and then I instantly throw them inthe trash go off scripts. I was saying before the show I'm even worsethan trump when it comes to staying on script. I would love to unpackwhat 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 andthings like that, and then I'd love to just totally derail off script andtalk about because this zebra news is hot off the press, no time toprepare, but I'm very, always, very curious to learn what were thethings 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 forand what that looked like. But yeah, not that. That's actually a greatway to frame it, right. So let me start without products,right. So, so fetch fetches selling autonomous mobile robots, and so thoseare material moving robots and up Roberts with arms. They're not robots that looklike humans. The robots that are like platforms, cards, shelves, vehiclesthat they designed to move material and work with people. Right. So theseMrs 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 helpworkers 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 timeto do other things, right, to do things that are more complicated andcreate 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 fromsome of the other players in the Mr Space is we have a whole fleetof being Mars ranging from one that moves about a hundred kilogram to one thatmost 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 tothe cloud, so there isn't a software component to them. It's very easyto deploy. It's not unusual for us to deploy or road like that inthree days and usually when we do that we spend the third day, youknow, Lawlers, Trendsferend, teaching folks right as we get these up andrunning 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 veryflexible 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 ondoing more important things at that in Nustrill. is sort of the value proposition ofthe fetch product lineup. If you know, look at what would see, but does is their focus is devices that make the human work of moreproductive. Right. So there is a focus on the seeber side with barkwardscanners, with workl orchestration, with all the the variables and the devices thatthey offer to make warehouse workers more efficient. And that is why I think ifthis is a really good partnership, where there is a focus on ourside in building robots that collaborate with humans, there's a focus on seeber site inmaking those humans more efficient. Right. So by bringing those two perspectives togetheryou end up with a in more efficient collaboratively all theo made that waya house right where you get more abail you out of the humans. Butit's still a world in which the human work a drives the process and drivesto work. You know, it's when a I don't know, in highschool or college or when young people are in that, you know, datingstage, there's often this question, Oh, when did you notice me, youknow, in the other person. I don't know. You know.When did you think that I was something special? Can you pull back theonion? I'm sure you would never have wanted to lay your cards out tooearly to Zebra but now this is a this is a done deal. Atwhat point did you guys look at Zebra and say, Hey, this isa 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. Itcould potentially go to the next level. You know from my respective very earlyon when we started collaborating, right when you when your partner, when youwork together, then you learn about each other in and he was, hewas 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 backto what I said five minutes ago, we're both product companies in that itis a a mindset, right. It is the the process of developing thestrategy on the standing the market, developing a product, finding product market fit, experimenting, learning, you know, being particulate about the strategy and youassumptions. 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 hardwareproducts has the same mindset. Right, zebras is very clear about that hypothesis. That very clear about what space we...

...want to go in, how wewant to create bail. You very articulate about that and and that, inmy mind like that, that mains at the product mindset is is what makeme 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 inthe same way that you assess a potential acquire right, it is always apre step towards potentially a deeper relationship of some kind. Right. Then acquisition, obviously so of the end of that journey. But you do, youdo bet in you. You said I ask yourself these questions the moment youstop partnering. And and he was really it has been evident for me thatthere was really good alignment. You've mentioned clarity and focus, or synonyms forthose, a few times today. What did the product development process look likefor 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. Butwhat did it look like for you guys to land in a place where you'vebuilt a product that your partners love, your customers love, solves important problems. You know, what were some of the I don't know, pitfalls alongthe way where you what kind of went down a path and said, okay, this, you know, maybe there were false signals. It look likeyou were going in a promising direction, only to need to back out.Can you talk about that a little bit? Absolutely, and its fetch. Iwas had a product, right, so that is that is pretty muchthe 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 isin my mind. What what what it's all about? Like, how doyou find, you know, what's called product market fit right? Like,how do you know you build the right thing? How can you find outthis early as possible? And it is a to be honest, it's ahumbling process. It's in my mind. Let me frame this a loovel inmy mind. Is Different for a EB TOB product. Right. So whenyou 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 aboutthe domain that you're going into. Right, when you work on aconsumer product, you know when you sign up, at the end of yourday you become a consumer. Right, it's it's possible for you to havean intuition about a consumer product because you are a consumer. Right. AndI have never run away a house, right, I have never run afactory, I've never run a pharmaceutical manufacturing operation. Right. So I depenton learning in the market. So everything, everything is called by the fact thatwe're building for a domain, that that we're not native it. Andso, as as fetch, our strength is technology. Right. Fetch wasbuilt build on the foundation of the work that was done in willow garage wherethe open source row software Laya was built. One of the early exploratory work aroundcollaborative robards was done. The founder of fetch was the sort of thethe lead of the robotics team at Willow.

So we built on sort of theshoulders of the work that was done at willow. But the foundation forwhat we do is is technology, is robotics. Right. We to thisday we contribute to the open source community. We have robots that we sell forresearchers. Were steeped into technology of robotics. Right. That is what'swhat's easy, what's natural for us. Write the language that you hear whenyou sit in the fetch cafeterias, the language or robotics. So now yousay, okay, how do I build? At what is the right to mefor 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? Andwhen you settle on the domain, as we did with manufacturing and logistics,then you start asking yourself, how can we contribute value? Right, andnow you got to put yourself into the position of the customer, right,the receiving company. And since you beat to be, now you start thinkingabout the returnal investment, right, like how can I create bell? Youhave highst that medie passion. What are the Kepis to metrics, to customercares about? And then, frankly, in my mind, you you tryand get something into the hands of one of these customers as quickly as youcan write. So you you have to find the pilot customer, that's that'swilling to engage early stage. There's a lot of hit them instead as alot of luck. Right, if you find the right early stage customer andthat 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 deInnovation so that you know they can confirm it greats value, that's how youfind that product market fit right in and from that moment on it's trial andthere right. You you build partnerships with early stage customers, you build goodrelationships, you you itterate as quickly as you can and if your product hasa hardware component, that makes a little bit more interesting, right, becauseit 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 andin our emars all like that, right. So it's it's possible forus to update the programming on the robot in be can so iterate on thehardware by reprogramming the hardware. Right. So there's the stricks there, butfundamentally the journey is is one of experimentation, of trial. There Inte. Graduallyyou sort of shape that product. You have a hypothesis. This ishow I'm going to create value. You work with that pilot customer to confirmthat your hypothesis comes through. You recruit the second, than the third customerand then at some point you have that that sort of confidence that you've createda 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 itand move it over to stem, the Tu and customer three, and thenthat would be good evidence that the showing resation is good. And then Ithink 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 sosimilar to the scientific method. You know, have a hypothesis, test, thehypothesis 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 andthen economic component and of course, into social sciences. That's part of thescientific process. But if you when you say scientific process, are you thinkingthe you know, physics and natural sciences, where everything is hard facts? Youhave the additional dimension yet that you're working with people, right. It'sbe to be right when you building a product for be to see. Thenyour customers, you know, if it's if it's a you know, acloud based product, your customers may be in the millions, right, andyou 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'salso the qualitative ones, like how how can you connect with that customer?How to you reach that customer it? Does the product need explaining? Howdo you get the right you know what I like to call console to thedelivery right. Some some products don't just get configured on the website and shippedout right. They need to be explained, they need to be customized right.So it has that that that people in relationship. I mentioned in ofcourse, the Econonomic dimension that you got a great value. You mentioned opensource earlier. I know another piece of the puzzle you guys are passionate aboutis modularity and building robots that have, you know, sort of modular,reusable component pieces. Can you talk about you guys as philosophy there and thenI know you know what's coming next. I want to know, and Iask this a lot, why in the world isn't the consumer side doing thesame 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 lifeit 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 sortof the empipire space. Right, when you build the economics at difference,I think that's fundamentally is the the ends of Belader line. Right. Whenyou build a product through millions and millions of customers, right, the ECONOMISthe economy self. Scale are so powerful that it makes sense to you tobuild a one size fits all and that one size fits all, then isgoing to include components that aren't always used. Right. I have a I havea wonderful mix book here. It has a powerful graphics accelerator. Ionly 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 tocreate a version bit and the version without graphics accelerator. I think the economyis a scale. Are Sad that it makes more sense to build a onesize fits all now both the fact that we need to be in the factthat that robotics as a technology is is...

...different than semiconductor. Right. Alot of time when when you say product, I think you visualizing something that hasthe semiconductor components, right, like just almost speaker. But robots arelittle different. They have motors, they have they have components that interact withthe physical world and the one size fits all approach is is much harder todo the right building. You know it is. It is not true thatyou build a robot that can move five hundred kilogram and it's a good fitfor everything up to five hundred kilogram, right, including ten and twenty anddirty. Right, a robot that's built to move twenty, thirty kilogram isgoing to look different, right, a robot end and you're going to havemany 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 justisn't an option to design a one size fits all in for everyone who wantsto move just twenty kilogram say hey, use the big one inches, don'tuse 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 economicsdrive these decisions and what you see in with robots, in the PTOPACE isyou see choices, right. You see more special purpose the science that arebuilt for certain environments. You know, one for clean, warm, onefor outdoors, one for, you know, food and those type of environments,one for very hot environments. So you have the economics dictates, youknow, some level of specialization, right, and so that's why you see awhole line up of robots in our port folume. Now talking about sustainability. I think again, the the B to be space is different than theP 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 componentof ownership and of owning a new thing. Right. So we havea 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 itfor the duration of the life of the robot, the useful lifespan of themachine, you rent it basically for a certain period of time and you geta lot of flexibility. You get a single rate. You can grow thatfootprint, right. So if you if you sort of have five rass robotsand you want an extra five, it's very easy to grow. If youwant the next Ra three over four months of the year. There is searchpricing 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 tomove 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 itback to us. We refurbish it and we give it to the next customerright in. Since the customer wants the outcome, the service. They don'tcare about getting a new robot right. It's not emotionally about only a newthing, it's about getting an outcome. I can move hundred kilogram, youknow, a thousand times a day from... to be and we essentially guaranteethat because we keep the machine running and be maintained it and we replace theparts that we are out and the robot reaches and the life, we takeit 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 rastmodel on the BTB side, on the enterpre side, is is a goodstep, an important step toward sustainability, and that's part of the motivation forwhy 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. Youwant our robots to be moving. I do not like when I visit thecustomer, 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 asa service model, as a way to drive up the toucation off the whatwas sitting in the field. I want to drag you back to consumer fora 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 wehave 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 firmwarework, like a lot of the work related to the ongoing maintenance and improvementof industrial, commercial but also consumer grade electronics, like a television. Ifyou 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 thatgets 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 thattelevision, that was the end of the transaction it. Maybe you bought anextended warranty, but I don't even think that was a thing they sold backthen. So buying that television was the end of the transaction. They gotall the money they were going to get from you and they were done servicingor putting money into that television. They weren't pushing updates out. Now you'vegot firmware, you've got, you know, a different APP updates that need tobe made to you know, so up I don't know. I thinkiphone is probably still supporting like the iphone seven or the iphone six, butthey don't support the iphone three. They'll decommission that lessay we're done supporting thatdevice. A part of that is they're saying, Hey, we're done incurringcost relative to that legacy piece of equipment. So now you're looking at a marketwhere, you know, a television can be aged out of existence becausethey're not going to ship the updates required to keep it functioning. Do youthink that that's going to push consumer devices in a direction of this as aservice model that we've seen elsewhere where they...

...say, hey, you're just goingto rent the hardware from us, we're going to keep it operational for aperiod 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 rateof pay changes. Do you think that's a direction we're headed? I thinkso, 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 thatcomes out of the fact that you developing a relationship with the manufactual of thedevice. Right, so the more the value isn't encapsulated in the TV youbought, 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, butfrom in the old days he was you get a product and you forgetabout who the manufacturer was. Right. And now it is. You havea relationship with that manufacture, right you. I have a have a sent onTV, I have a sensenger account, right. So it gradually I'm buildinga relationship and of course the manufactual wants that, right, the manufactual, but lons wore about me. The manufacturer can shift from selling a pieceof 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 heartwareis going to diminish in the significance of the overall experience. And I seeperfectly possible that you're going to be able to be doing the heartwain get anew 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 becominga relationship with the manufacturer, it becoming a service, opens the door,I think, form more sustainable model. Yeah, I think it's such aninteresting die. I think there's a very high probability that people are going tolook back from the vantage point of twenty thirty and view two thousand and twentyone as unrecognizable from a consumer perspective. One of the things we don't havetime to talk about today and it was a huge part of the program andthe 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 toensure, or seemingly at least from the research we've done, to ensure minimalto zero waste. Things are reusable, their reper visible. You know,we're obviously not at all seeing that on the consumer side. But to talkjust 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 howdo you what's your viewpoint on that? Excellent question? Right. So theroll was think of the robot as a computer with wheels. Right. Sothat'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'sconstantly people who are building new capabilities for...

...these robots. They allowed them tointeract with new devices in the environment. Right. I tease the theme ofthe show where it you know, interacting with devices in the environment of therobot enriches the capabilities. Right. So with a software update or robot cansuddenly interact with a roll up door, with a conveyor, right. Those, those kind of capabilities can be released as software updates. And so havinga hardware platform that's literally a platform, something that you can add new andadditional capabilities for it open up the possibility that you can, you can augmentthe functionality on the fly, and that in turn means that if, forwhatever reason, the original product is no longer useful, with software you canadd new capabilities that are hopefully going to make it more useful or useful indifferent ways. Right. It's another way to making sure. It's another wayto make sure that that robot doesn't doesn't sort they end up in the courtof collecting dust. So last question for you. This will be this wouldbe the curveball of curveballs. Good. So, you know, for listenersout there, most people are not watching this on video. They've no doubtdetected 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 canyou tell us, as the second most famous Austrian, what are some ofthe things you're most hopeful about in the coming decade that we're going to seefrom 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 foryou guys. But what are some things towards the end of this decade thatyou're really excited about that you think more than make up for rising threat ofthe 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 Ithink that's the space that everyone's patching right. I'm curious to see what's happening goodlight 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 weget 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 machinelearning and other statistical methods that be used to make sense of that data likethat 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 allowthem 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'mreally excited about here, is the intersection between the robot and, inthe human workers. Right, our robots have built as a collaborative device,see where has a lot of experience in... enabling human workers to be veryefficient, to do new and new things and increase productivity in so that intersection, in specifically orchestrating across both of these worlds, I think, is wherea 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 onthe box for you and ships them out in those many times those people whowork with robots. So robots in pick modules is one of the the sortof very hot trends of the last couple of years. But you have alsomachines in pick modules. We have people on forklifts. Right the pick moduleis not the ground level stuff, it's also the high level storage where youhave the cases that you used to replannish material in the pig modules. Sohow do you coordinate work processes across people in forklifts and people that work withrobots? Right today, those are pilots, right. The people that work withrobots are are sort of, you know, working optimized by a software, a software component, but it's in the Sidebo right. The people thatwork in forklifts, they're also using devices to using seabird devices and in yetthey don't know about where the robots are and they don't know what the nextthing is that the roll was going to do. And I mention a systemthat 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 whatthe people with the cars and the people in pack out are going to doright if you gradually get the ability to connect in and instrument and all themate and optimize march as the collabortive robots, but also the people that do towork, I think you can that that's a space where you see alot 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 talkto each other. So, Stephen, next time we have you on theshow, I want to ask you to start by playing the other side ofthat and answering the question. You know, if we're not careful, robotics willdot dot dot and talking about, you know, some of the thingsthat concern you with maybe technology going too far or developing along the wrong evolutionarypeaks. But for now, as we move to wrap, what's next forfetch, what's next for Zebra? This will probably go to air sometime inOctober. What can folks expect to see from you guys in the months thatroll on from there? You're going to see US start to explore these theseintersections between workers with variable devices and collaborative robots and you're going to see usso that ad capabilities to the variable devices that allow work. It's easily calla robot. And then you're going to see us go into sort of orchestratedworkflows where you know the work is play a role and the rovers play rolein the coordination happens across both the human component and the machine component, andthat's that's the space that work. We really excited about them. That's we'reanxious 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 plugthe underdogs on the show. Who's doing...

...good work out there that you thinknot 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 youknow, the the company that continues to impress me sick. It's a sickmanufactures the lighters. Canus that I don't know robots can in it spell thatforce S. I see kate as I see German, sends a sense oftechnology. 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 industrialenvironment, 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 andthe industrial connections that you need to hook it up to any kind of equipmentwhere it's a door, a conveyor, a sends, anything you want toget any put from or actuate in industrial environment. The sick allows the sickTDC 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 popup in your cloud orchestrated middle where the six TDC is what you want touse, right, then we are fully integrated the six TDC and it allowsthe roll whistening direct with the environment in any way you can imagine. AllRight, folks, you heard it here first. Big over there, tipof the CAP to the folks as sick. So this is the last episode ofSeason One. So if you've been following the show, everyone, welcometo the end of season one. We're going to be kicking off season twoshortly. 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 TVland keep up with Stephen? So find me on Linkedin and I'm ahuge in person fan. Find me at MODEX and it promit. Find itany of the trade shows. Let's go have a beer, let's go havea coffee, but linkedin is the way to sort of get updates on whatI'm up to. Cool and that's Stephen User. Can See it in bothin the title of the episode Stephen Spelled Ste Fan newser and you SSee arehe'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 IRTand this podcast. We appreciate you guys, sticking with us. My name isRyan prosser. If you have an idea for a topic or a guest, please reach out on Linkedin. We are currently loading up our guests rosterfor 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'thave to worry about IOT projects dragging on or unreliable vendors. You've got enoughon your plate. The right team of Engineers and project managers can change apivotal moment for your business, into your competitive edge varies. Close Knit crewof ambitious problem solvers, continuous improvers and curious builders know how to turn yourideas into a reality on time and up to your standards, with a focuson mitigating risk and maximizing opportunity, will... you build an Iot solution thatyou 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 connecteddevices and the journey. If you enjoyed today's episode, make sure to hitsubscribe in your favorite podcast player and give us a rating. Have a questionor an idea for a future episode? Send it to podcast at very possiblecomsee you next time.

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