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Hello everyone and welcome to Ad Barons. I'm Andy Surwer. And welcome to our guest, Martin Schroeder,

CEO of Kindrel. Martin, nice to see you.

Nice to see you, Andy. Thank you very much for having me here.

So your company was spun off from IBM a number of years ago. Why don't we start there?

What did IBM keep and what went with Kindrell? Sure, it's a great question. So three and a half years ago. Why don't we start there? What did IBM keep and what went with Kindrell?

Sure, it's a great question. So three and a half years ago, roughly, we were spun out of IBM.

And we were what IBM had as an infrastructure services business. So IBM runs, ran at the time, mainframes,

the infrastructure that runs the banking systems,

the airline systems, payment systems, et cetera, et cetera, et cetera.

So we were, you know, roughly 80, 85,000 people.

We were over 16 billion of revenue operating in 70 countries as we were spun out.

As we sit here now, you know, a few years after the spin, we're similar size in terms of employees,

we're similar size in terms of revenue.

And we still do the most important work that everybody relies on every day.

As an example, there's a consortium of 70 banks.

They trade currencies. That's what they do every day. That's part of what being a bank does.

And we run that clearing system. So think of us as the technology infrastructure behind seven plus trillion dollars of currency trading. We run banking systems

in countries that drive 100 plus million transactions a day. We run health care systems

for the benefit of members that drive, say, you know, between 9 and 10 million lab tests

...