Accepting where we sit in importance as a software provider

Limina's system isn't one that our clients want to use, it is a system that our clients have to use. So we're not adding value for the system. What we can do is we can subtract the time spent so the risk and costs of processes that our clients already have to do. So investment management workflows aren't optional. You have to raise orders, you have to process corporate actions, etc. So that acceptance, accepting the fact that our system doesn't add value into our client's organization, but rather facilitates something that has to be done, it's very important to accept that for us as suppliers. So when we do, when we accept that, then that changes our mindset to what we build and how we're building that. So our approach to connectivity, how do we make that as smooth as possible, as little time spent as possible, it extends through the order raising workflow. So how do we make those as efficient as possible? How do we reduce the risk of errors in them with the least amount of time invested by our clients? And I think many vendors sort of struggle with this acceptance of where they sit. And that is, we didn't accept this until a couple of years ago, and I think when we did, it had a really, really positive impact on our clients. And it has since, for all of the functionality and the way we've developed it, since we did.