Episode 22: Matt Grotenstein, Vice President North America @ GTE Localize

Speaker A: So welcome to Top Voices. Um, we are the podcast where we have conversations with global thought leaders. So today together we have the lovely Bruno Herman. So Bruno is a top voice that works with international organizations of all sizes. He helps them to expand digitally and engage globally at scale, scale. And Bruno is recognized as an all round AI expert from strategy, design and execution. Our guest today, we're lucky to have Matt Grotenstein with us. So Matt is the VP in North America with GT Localized. We're really looking forward to hearing about that. The business world from Hanoi reaching out to the us really excited about that discussion. Matt is also the editor in chief and host of locreset.com which is a recent initiative stroke startup. So want to hear about that too Matt. And also a ah, lock launch ambassador in Boston. I AM um, Paula McGrath and I own and run International Achievers Group. So we're a staffing company that work with organizations that are expanding, that are growing, that are right sizing, that are internationally in terms of human capital and operational excellence. So let's get started, Matt, and if you're happy to start, tell us about yourself, your journey to your current position, educational background and obviously anything that you're happy to share on the way.

Speaker B: Sure. Thank you Paul. I appreciate the invitation and the opportunity to speak with you and Bruno today. Um, so I've been in the localization industry for I say 20 years. It's really been 18. Um, I grew up in New York, uh, sort of a melting pot of languages. I grew up in an Italian household, um, where my mother and grandmother communicated to each other, um, not necessarily in Italian, not necessarily in English, but definitely a language. So my exposure to language started relatively young. Um, and then somewhere around um, 911 I moved to Manhattan, uh, for college. I went to Fordham University for undergrad, um, and started there literally weeks after 9 11, um, which was, I don't really share this with many people. Very impactful time for me. 21 years old. I was living very close to um, downtown Manhattan. Um, and uh, it was sort of an awakening to me that pushed me towards a more um, active pursuit of the things I wanted in life because there I was introduced to a fragility that I hadn't had before that. So here I am at Fordham, uh, I'm working full time, paying for myself to go to college, had one of the best jobs in the world where um, I worked for, for a restaurant marketing company and I had an unlimited budget to go to all of the restaurants in New York and um, ingratiate myself with the owners and staff and take friends there and um, and uh, enjoy a lot of different cultures, um, a lot of different owners from either Israel or um, from uh, the Middle east or through Europe. Um, really interesting exposure to different cultures and it kind of made a couple of moves from there. Moved to California to take part in a relatively ah, successful startup, um, not in the language industry. Uh and then around 2008 I moved back to New York. I took a job at kpmg. It was during the financial crisis and I had a, a position in the business processes, business process outsourcing group at a company that just carved themselves out of KPMG through a management buyout. Um and every time we want an engagement a group of people in the US lost their jobs and didn't necessarily love that position and one day got a call from a recruiter that was representing uh, CLS Communication and our friend Robin Au. Um, I interviewed with Robin and

Speaker C: I

Speaker B: want to say this with the utmost respect. He could have been from McDonald's University and I probably would have taken the job because I didn't want to be at APMG anymore.

Speaker A: We won't tell Robin that, we won't tell Rob.

Speaker B: But strangely you know I fell in love with this industry as so many people do um, once they're in it and they don't want to leave it. So I was a CLS Communication for a number of years which used to be the uh, prior to 2029 was the internal translation group at UBS Bank. Um in 2028 I believe they did a, manage the management team, did a management buyout, took that company private, um, hired me to run the U.S. business along with an operational head in the U.S. robin was at a company they just acquired called ah Lexitech in Canada. Ah and Robin became my boss and that was a target in this industry. I frequently say when I started it was 90 human, 10% machine and that's completely shifted now and we'll get into that. Um, but it was very much document translation. You know it was email to email. It was a project manager on the client side sent over a file, a project manager on the ah, on our team picked up the file, it was translated by humans, ah, it was sent back and it was published as almost like a print document at those times like a ah magazine or a user guide or uh, things that were printed. So I was there for a little while and then eventually moved on to a company called Orxpo, um, which interestingly enough was uh, on what I would call the bleeding edge of Machine translation, meaning they were a little too soon to the market. Uh, and the market hadn't really caught up with what they were doing. So they had built what you today would call language selection and language routing to different MT engines like Google Translate and MT in, um, Microsoft Translator Hub and Deep Bell and Systran and things like that. Uh, they were doing this for social media chat. So if you were on Facebook messenger and having a conversation with a friend, anyone within that chat, no matter or regardless of language, would be seen and having the same conversation. Okay, um, that was an amazing job because the entire commercial model was around sponsoring sports and events. So, um, I got to go to the super bowl with my now wife. I got to attend, um, a lot of Brooklyn, uh, Nets games, uh, being in Brooklyn, but that was a fun time. Um, from there that company eventually did, uh, a public exit on the Toronto Venture Exchange. I moved on and started a Chinese social media analytics company, uh, as people often do, uh, with two Taiwanese partners in New York. Uh, and we ran into a very.

Speaker A: Do they? Exactly.

Speaker B: Um, yeah, everyone, at the time, everyone was holding a Chinese social media analytics company. This was 2013, 2014. Um, and again, on the bleeding edge of, uh, AI and data analytics, we had built along with two Taiwanese partners, um, one, the CTO. One, uh, half Chinese, half American, half Swiss. Uh, my friend Michael Smith is now at American Express, was the CMO and I was the CEO. And um, we had built pipes into most Chinese social media analytics platforms like Tencent and Sina, Wavo and NetEase and Plurk. And we were analyzing that content frequently. We would get it before the sensors got it. And we were analyzing it for sentiment and geography and gender and those good things, and had interesting clients like Greenpeace who was using it to monitor, uh, environmental issues and um, an impact as it's happening in real time. I sometimes think what it would have been like to have socio up and running during the pandemic and being able to see that social media content being created in real time in China, um, as things were happening there. Um, but we ran into this interesting problem where, and this was during the VC boom. We were, um, we went to raise money in the US as everyone did at that time, that actually everyone did. Um, and we got told, you know, you're three white guys from New York, what do you know about Chinese social media? So we got on a plane and we went to China for six weeks. We, um, met with every VC we could find in China and they said, you're three white guys. From New York. What do you know about Chinese social media? So um, we came home with our tail between our legs and the clients that we had and we started trying to figure out what we would do next. And um, this is a roundabout way to say uh, I landed at a Clara Claro. Eventually bought um, Socio. It was sort of their first foray. And I look back now and uh, Michael Kriz, the CEO of Declaro, is quite the visionary. Um, we were. Socio was planned to be the initial platform that turned into Maya Claro and what a Claro is today. Um, it didn't necessarily achieve that. The entire project was scrapped and we started over again uh, building my Claro. But that's, that's how I landed up, landed at a uh claro in 2015.

Speaker A: Okay, how did you manage, how did you feel then, you know, moving. I don't know what size of Clara was at that stage, but it must have.

Speaker B: Oh, great question. So claro in 2015 was sub 100 employees. Okay, sub million dollars in Reven. Um still had a number of global offices but they were more just addresses than anything else. Um, and I joined through this sort of acquire hire of Socio, uh as vice president of client development. Okay, so I was one of three VPs who ran the company, was myself the VP of operations, Rachel Ferris, uh, and Jeff Evans the VP of finance. And if you look at how at the time the company trifurcated the staff. Jeff probably had 2 or 3% of the staff, I had 20 or 30% of the staff and Rachel had the operations team which was the majority of the company. Um, at the time this was uh, a small team for me to manage. Um, but I look back now and I didn't really understand this or know it at the time. We were really building the first lsi, the first language service integrator, um, which oclaro is at the forefront of today. We very quickly hired a director of product, uh, we built the client portal which at the time and certainly now is kind of table stakes called Maya Claro. We then started building ah, an integration and connector strategy which was really what helped us grow and take off. So we started building integrations into platforms like uh, CMSS and um, content repositories like GitHub and Sitecore and Adobe Experience Manager and WordPress and HubSpot and Zendesk. Um, and that really turned us into sort of this sticky um, partner platform where a company would uh, hire a Claro, um, integrate with and start using Maya Claro, launch some of our integrations and um, we would be sharing content back and forth and meeting it right where it lives. Yeah, it's kind of new and nuanced

Speaker A: so we want to jump you forward a little if we can, on to Hanoi. I know there's a few steps in the middle. You just wanted to, I don't know, tell us the relevant bits that help you get to Hanoi. Because you gave us a lovely title, you know, when we're having our pre recording discussion. From Brooklyn to Hanoi.

Speaker B: Yeah. So, um, I fast forward. I was at a claro for six years. Uh, we during that time quadrupled the, the revenue and the size of the company. Um, primarily working with uh, what I would call scale ups. So at the time, and um, this is a funny story, um, the management team at Eclairo always regretted not taking compensation from Netflix and stock and instead being, you know, paid in cash. But um, we grew with Netflix and Stripe and, and Lyft and a lot of early stage scale up companies that were just starting to go into uh, non US markets. Um, so eventually the pandemic came in 2021 and like most people I didn't know what I wanted to be when I grew up. So I decided to that I was getting kind of complacent and um, and restless at a Claro. So I left, started consulting uh, with a number of companies in the industry. Was it crowding as a consulting CRO for a little while? Was it due at the as a consulting CRO for a little while? Eventually landed at Smartland, um, and was uh, there for just shy of a year. Uh, and I kind of, you know, smartly was an interesting bird. I kind of learned firsthand that there are a lot of problems that technology can and can't solve. Um, and I really missed my days at an lsp. So I started interviewing again and eventually had um, a job offer from a major LSP at the time. Um, that then like. And I'm sharing this to help normalize it for the audience but they ghosted me. Um, I had a purple offer after five interviews and it was a love fest. And then they decided not to hire anyone because of the economy and what was going on in the world. Which is perfectly fine.

Speaker A: But yeah, number of people unfortunately are, have suffered that over the last 12 months. 12 to 18 months. Um, so yeah, it's not a unique story unfortunately, but the.

Speaker B: Exactly, exactly. And it's why you know, even before this and, and Pablo Lareda, who's a friend and the, the um, director of Globalization uh, and accessibility at Roku said on my podcast that he always tries to be a gentleman. Even not because the other person is, but because he is.

Speaker A: Yeah.

Speaker B: So, um, through this experience and even before that, you know, I've probably hired and worked with 50 plus um, uh, folks in my career. I always try and be pretty transparent with them and if we're not going to move forward with someone, let them know that. Um, but I sort of, it's interesting on um, we'll call it a Tuesday, I, I get a call from uh, a buddy at Adaptive Globalization who said, you know, they decided not to hire anyone, they decided to kick it to next quarter. Um, and you know, at the time I was pretty, pretty down on that decision. And I told my wife, my wife wasn't really happy with it. And I kid you not, very next morning I get a LinkedIn message from Brian Dow, who's the CEO at GTE Localize. Uh, and Brian I had interviewed with once, uh, about a month to the six weeks before that didn't think anything of it. It was for what was advertised as a country manager, um, role. Brian reaches out to me and says, listen, I've met with 10 people and you're the only one I clicked with. Um, and over the course, this was probably September, October of last year, over the course of November, December, uh, we framed out a role and a place for me at the company and a strategy and a plan to dominate the US market. And that's how I landed uh, at GTE Localized. And I'll land the plane here and say that I didn't know this when dating the position, but it's very clear to me that Brian gte the company is at the same position Aclara, uh, was when I started at Eclaro in 2015. You know, very forward looking, very uh, inspirational leadership team, uh, very much looking around the next corner as opposed to behind the last corner. Um, and it's you know, my mandate and our goal to really transform GTE into a language service integrator using um, the same recipe the team used at a claro from 2015 to 2023.

Speaker C: M. Mhm. Yeah, well actually as, as Paula said, this title, you know, from Brooklyn to Hanoi is very intriguing for many people because there are not so many people making the journey from the US to Asia in the language industry. At least I don't know many. Uh, and so I have a question regarding um, I would say your perspective on um, a company like GTE Localize, because I remember you invited me to your Lock Reset podcast a few months ago. And uh, obviously you really asked the right questions, uh, about, you know, what's going well, what's not going so well, uh, in terms of language management overall. And I said, wow, this is exactly the type of conversation that I had with my clients that are mostly based in Asia pac. I don't, um, you know, I work with POLA in Europe, but that's for the rest. I work with companies in, let's say, Asia pac, including India. So I'm just curious, so you, since you are interacting with people in Southeast Asia as well, um, what is the difference? Uh, because you can compare now both. What is the main difference you would highlight between, let's say an LSP like GTE localize in terms of management, in terms of operations in Asia, Southeast asia and other LSPs, let's say based in North America or even Europe. Uh, because I'm sure there is a. There is. I can see a difference. But I'm just curious to, to hear from you what you what, how you see it.

Speaker B: That's a great question, Bruno. Um, and I'll answer it this way. And I don't want to, uh, alienate anyone or seem, um, unappreciative of relationships I have with people all over the world, but being in this industry, I've had the opportunity to travel, uh, to all over the, all over the globe. Uh, and on a daily basis I could talk to senior level folks in just about every part of the world. On a daily basis I'm talking to people in the Middle east, in Asia and Europe, in South America and Canada. Um, I will say this. I've spent an equal amount of time in Asia through socio, spending weeks in China, uh, through GT localized spending weeks in, um, Vietnam, through some time in Korea, through some time in Japan. I will say that the commonality I see is my colleagues in Vietnam are some of the most culturally rich.

Speaker C: Mhm.

Speaker B: Uh, folks with a level of integrity that is not common in any industry, let alone the localization industry. And I said something I'm trying to remember. I was on a multilingual podcast a couple of weeks ago. It's. I think it's actually being released tomorrow. Um, but I said something around the culture and the nuance of working with a company in Vietnam. And I wish I remembered exactly what I said. Uh, but it was spot on. Um, when this publishes, I'll write it in the comments so everyone can see it. But, um, yeah, I'll sum it up with two things, Bruno. One is when I went to Vietnam for two weeks to meet with the team at GTE and do some 2026 planning. I went with one 40 pound suitcase because that's all I was allowed on the plane. And I came home with three 70 pound suitcases because everyone at the company had a gift for me, had a gift for my wife, had a gift for my children, um, and sent me home with just an endless. I still have them all over the house. I mean, this painting, this painting behind me, ah, was a gift that, um, I received when I was in Vietnam.

Speaker C: Yeah, well, that's exactly what I wanted to hear. What I was hoping to hear. Not one. Uh, and I have some question for you because you're a veteran in the language industry and I wanted to get your perspective on something that I always find very strange. I don't belong to the language industry. I'm more on the client side. So let's say I belong to the community, but not in the industry per se. But I find something that I don't see in other industries. Ah, uh, we are in 2026 and there is no major event from the language industry that is organized in Asia. It's always North America, Europe, sometimes Middle east, sometimes Latam. But, uh, I looked around and I couldn't find any LOCK World or GALA or Taos organized in Asia pac, which is very strange because economically this is the most active region now also for the language industry. So there should be plenty of, well, plenty more events from the language industry organized in that region rather than Europe. That is quite flat for the moment in terms of economy and also North America. So I don't see any logic in that, that the language industry seems to be very much focused still today in 2026 on um, let's say the western part of the world and much less on the eastern part of the world. Uh, maybe I'm too logic, but that's what I see.

Speaker B: That's a really interesting point. I almost, I completely believe you, but I, I almost don't. Um, it's not an event that's very

Speaker A: young,

Speaker B: uh, in Asia Pacific. Um, it's interesting. I put together. I was just looking for it, but I'll look for it later. I put together a list of a number of events that, uh, I wanted to either sponsor or attend this year. And I could swear there was one in, um, somewhere in Asia. But thinking back to that list, I honestly don't think there was. Um, that is, that is conspicuous to say the least. Um, yeah, we should do something about that.

Speaker C: And Matt, I'm talking here about the major events from the language industry. I'm not talking about the, the entertainment industry or the condom industry. I, I go to some events but from other industries which are also multilingual, multicultural. But I'm really talking about the language industry which is typically represented in Lock World or Gala. For instance, all these language providers or all the heads of localization they go

Speaker A: to and there are a number of industry specialist events.

Speaker B: Yeah, absolutely.

Speaker C: Asia is very active. But recently uh, I was asking to some people going to gala in Berlin that just took place a few days ago. I asked them is there any plan to go to Asia to organize a gala not just in North America or Europe, but to organize one in China or in Japan? No. Strange. I mean I find it strange, but

Speaker A: okay, it's just me obviously on the cultural communication style. On the personal front, you, you know, the whole culture, you know where you are now in Hanoi, well obviously you're predominantly based in the States, but it sounds, it's very pleasing, it's very encouraging. What's it like on the business side? Are they lightly aggressive? Are they. Tell us more.

Speaker B: Yeah, that's, I've coined this phrase, um, and everyone, every time I mention this I get asked to make T shirts. So if you, you ask for T shirts I'll actually have to make them. Um, but I said my role is combining ah, Vietnamese muscle with American hustle. Yeah. And I think that that kind of sums it up that having a operating system and an operating team uh, in Hanoi allows me to have a um, business advantage in, in the US When I'm talking to potential customers, they are very forward thinking. The team in Hanoi, um, they are very um, smart and process driven and execution oriented. Now come oriented when they look at localization work. But the business infrastructure is um, surprisingly a few years ago and I don't really know when, um, even though I've been in sales my entire career and still consider myself in sales, I stopped being a sales guy and just started um, having um, honest, meaningful interactions with people and having enough of them that I understand that one day they'll result or could result in a commercial opportunity. So I'll answer the question and put my old sales hat on. Um, I was taught in um, my early days in the industry to argue both sides of that coin. Which is if I was at a company that didn't have ISO certifications, it was ISO certifications are too stringent. They don't allow us to serve you the way we want to serve you. Um, we wouldn't be able to do all of the Wonderful things we do. We'd be handcuffed by those ISO certifications. Um, and that wouldn't benefit you, the customer. And then at ISO certification companies, I was very much taught, you know, we have ISO certification. That is, uh, that's the gold standard. Everything we do is governed by that. Um, I've also been at companies that will ISO certify one office and instead of the whole company, and, uh, you know, consider that, you know, one office ISO certified and then they're. Now they're ISO certified. So this is a long way of saying it's all depends on how the company acts. And if the company has the DNA to act as a honest, good actor in the global community. Doesn't matter whether they have ISO or not. It's a nice to have, but if they don't have it, they're still going to act the same way. If they do have it, they're still going to act the same way. So it really depends on the DNA of the organization. But I feel, to answer your question directly, I feel like if the company doesn't have that good actor mindset when they're going into it, they're not gonna.

Speaker A: It's.

Speaker B: It's just a rubber stamp. They're not gonna live up to the. The. What's the word I'm looking for? Um, the. This is the actual standard. Yeah, they're not gonna, you know, they're not. It's not going to be in their DNA if it's not in their DNA.

Speaker A: M. Can I just move on to another topic? Is that. Okay, guys, so I want to hear about lock reset. What has initiated that? What is that for? Where is that all going to go?

Speaker B: Great question, Paula. I love talking about Lope Reset. Um, so when I was at. I'll take it back to the Eclairo days again when I was at a Claro. Um, we started, uh, then. Then there wasn't this ubiquitous podcast thing in. In the world. So we started a webinar series called Lope Life. Um, and at the time I had enough on my plate. So we ended up hiring a guy named Javi Diaz, who I think everyone in the industry knows. Javi. Um, my kids call him Uncle Javi. Uh, he stayed at my house when he's on the east coast of the US and to this day I consider Hobby one of my good friends. Uh, but he got the host job, uh, and I was in the background, along with our director of marketing, creating content for the lo. Uh, for Loife. Um, right before Claro was sold, Lo Life disbanded. Um, and I knew I always wanted to start something similar. I was just a guy looking for the right LSP to implement that kind of idea with. And um, you know, being an E2F and crowded and smart lane, it wasn't necessarily the right place to do it. So when I got to gte, I said to myself and I said to Brian, listen, you know, you've one um, interesting obstacle you have to overcome is that there's not a lot of people who know who GT localizes. Uh, and one way to get the sort of the brand out there, uh, is to start a podcast. And I said it might not necessarily result, um, in thousands of views of the podcast, but it will result in thousands of eyeballs seeing the content in the posts, the name, and you'll get some name recognition out of it. And that's happened. Um, but what is LOK Reset? So that's sort of the commercial element. The reason I started LOC Reset and what I'm passionate about is taking enterprise level experiences. Um, so Bruno was a guest. Uh, the one we just released two days ago was Tim Arada. It uh, was Brian McConnell who was at early stage scale ups like Notion Lift and Sightly and Medium. And it was uh, Pablo Laredo who I mentioned at Roku. Um, and taking those enterprise successes, failures, um, and having an open and honest conversation about them between buyers and providers. I don't love the, the term vendor or uh, or anything like that. I like the term provider. But having honest conversations between buyers and providers and then using that content to educate the middle market, uh, to me, and you had asked earlier Paul, and I don't think I answered the question, um, who's the target customer of someone like GT Localized? And to me that's the middle market. Every LSP I've been at strives to work with enterprise companies. Um, so much so that it's at the behest of middle market companies. The guy spending, just putting the toe in the water, uh, spending 50 to $250,000 on localization and localization technology, um, really isn't getting the attention of some of the companies out there that consider themselves the uh, players in this industry. Um, and my goal is really to help educate them and help them hear a voice through Lope Reset that isn't just Google, uh, when they look for a vendor or the conversations and the sales pitch and the decks they get from those vendors. So sum it up. Using enterprise level experience to educate the middle market has always been my goal.

Speaker A: Okay, and how are you going to Stand out differently. And I wish I could know the answer to that because we. That's something that I think about all day.

Speaker B: That's a great question. So, um, I think we're still at the, the figuring it out stage. And um, my approach to understanding that question or understanding how we do that is sort of to walk around the question. And I'm doing that with folks like um, Stefan Hui. Him and I talk every week. He's sort of my podcast Sherpa. If you look at his podcast, you know, he publishes it and it's already got 500 views, but you know, the minute it hits LinkedIn, um, and then talking to um, marketing experts like uh, my friend Joe, uh, McNamara and my friend, uh, Lee Desmer, who are both marketing experts who have a lot of experience in the localization industry and understanding from their perspectives, this is sort of an answer to your question. It's uh, more of an answer of how do we get the message out correctly? How do we stand out is really through the content and through the, the um, level and experience and recognition that our guests get. And having people like Bruno on the podcast, I think if we keep that level up, um, that level of seniority, uh, of our guests, um, the content kind of speaks for itself.

Speaker A: Yeah, I think nowadays, you know, it's such a popular part of uh, an organization's marketing strategy. It's so popular and um, that's good and bad for me to my mind because the fact that small companies, big companies, middle sized companies can all do it. So in theory we're all playing on the same playing field. But the reality of it is is we're not all playing on the same playing field because it becomes difficult to stand out. And I'm speaking from personal experience. This is not about obviously lock Reset, Matt. I think it's a, I think it's one of the must haves myself nowadays are almost must have. Bruno, you're the marketing specialist.

Speaker C: No, no. Well, uh, I agree with what you said, but from a marketing perspective, I think Matt, you have probably some sort of untapped, uh, asset, uh, because you work for GTE Localize based in Asia. Right now you mentioned, you know, the people you are talking to, they're all based in the US and of course it's logical because you are, you are targeting the US market. So that's perfect. But if you are one day, if you are expanding or extending lock, uh, reset to other regions like Europe, like Asia, pac, etc. So because the concept is really not. Is really nice and useful and timely but if you are actually expanding what you do with locks lock reset to other regions than us, then of course you can really rely on uh, uh, an asset which is a mix of capacity and creativity which is very strong in Asia.

Speaker A: Pac.

Speaker C: Um, I don't mean to say that other regions are not creative or they don't have capacity, but the speed and the capacity that Asia has, you can every day it's amazing. Uh, Asia beats all the other regions when it comes to speed and volume delivered, uh, just because they have this mindset of being productive but at the same time being extremely organized. So I think that that could be a real asset for you Matt, uh, working with or for uh, GTE Localize because your company is already in that region to benefit from the capacity that you can find in Vietnam, in Thailand or in the Philippines.

Speaker A: Mhm.

Speaker B: Bruno, this is why I love talking to you. You just gave me a great idea and I appreciate it. You know there are a couple of things. One there to your point Paul, there are a lot of podcasts out there. There's a lot of, a lot of content being created, a lot of voices that are um, asking for an audience.

Speaker C: Mhm.

Speaker B: Um. And personally I listen to podcasts all the time. I think the audio aspect of it is, is really interesting and unique. Uh, I don't know if it's. Fair is not the right word. I don't know if it's realistic to ask people to sit and pay attention to a video for 45 minutes to an hour. But to listen to um, the audio from that same 45 to an hour minute video, uh, I think to me is relaxing thought leadership I can put on the background while I'm working. Um, but to your idea Bruno, it would be extremely easy us uh, being in the localization industry to take the transcript from locreset or take the audio from locreset and use some of the tools that are out there today to translate it into Vietnamese, Chinese, Japanese, Korean, um, and use US based so far. And hopefully you know, we open up. We've had some European voices but hopefully we open up to some APAC voices but use the experience of some of the major companies in the US to also educate our fellow uh, marketers and product experts.

Speaker A: And I want to thank um, particularly Matt who kindly gave his time. We had an interesting conversation. We've learned. Well, I've definitely learned. I believe our listeners and our watchers will also learn about the difference culturally from a personal experience and a business experience comparing what's happening in Hanoi in that part of the world and then North America. Um, so Matt again is the VP North America with GT Localize. And Bruno, as usual, a big fat thank you. You know how much I enjoy working with you. I know how lucky I am.

Speaker C: Thank you.

Speaker A: Um, thank you, listeners, and, um, watchers, and hopefully stay tuned. We have a lot of interesting people that we're speaking with. So thank you again.

Speaker C: Thank you very much.