“So I believe that we will get to the 2025 goal.”

In context

“ing the company to get to $4.5 billion in 2025. I believe in driving the company that way. And I do not believe -- what I believe is that the future on USG and by the way, IG is likely to be at parity with the last decade for both macro reasons and because we simply have products that we built that were not deployed because they were basically they’re war time products. So you have MetaConstellation, Nexus Peering and other products that de facto are not that useful unless you're at war. Then you have the Foundry uses, the use of Foundry in the Defense Department and another that get usage, but not the way they should, both on -- for all sorts of issues that are also in civilian. And then you have PG. And the fusing of PG and Foundry was particularly useful, but you have to understand it. So I believe that we will get to the 2025 goal. I tend to view the business the way I view our most important segment of the business, which is there will be ups and downs. Again, the 10-year CAGR on USG is 35%. Unidentified Company Representative: Thanks, Alex. Our next question comes from Mariana with Bank of America. Mariana, please turn on your camera and then you'll receive a prompt to unmute your line. Mariana Perez Mora : Good morning, everyone. Can you hear? Alex Karp: Yes, we can hear you. Mariana Perez Mora : So my question is a follow-up on the U.S. government contracting environment. You mentioned it is still trading. I think most of the defense services company is the same. However, what I'd like to hear from you is like have you seen any change from the customer approach and the traditional approach to data rights given t”