WEBVTT - United Airlines CEO Scott Kirby Talks Business and Geopolitics

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news.

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<v Speaker 2>Yesterday after the bell, United Airlines reported earnings, as follows

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<v Speaker 2>Delta reporting earnings and United beat expectations across the board.

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<v Speaker 2>Joining us now to discuss is the chief executive officer

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<v Speaker 2>Scott Kirby. Right before that earnings call with investors. Scott,

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<v Speaker 2>thank you so much for being with us. I want

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<v Speaker 2>to start on the transformation in the airline industry. It

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<v Speaker 2>just seems incredible focus on revenues coming from premium and loyalty.

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<v Speaker 2>Really they doubled relative to the pace that you're seeing

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<v Speaker 2>in the main cabin. Can you give us some more

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<v Speaker 2>color about why that is.

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<v Speaker 3>Well, you know, we've spent a decade at United trying

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<v Speaker 3>to build what we call a brand loyal airline to

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<v Speaker 3>get customers but really all customers to choose to fly

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<v Speaker 3>United to get out of the commodity cycle of the business.

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<v Speaker 1>And twenty twenty five is a great year for that.

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<v Speaker 3>Despite all the headwinds, United Airlines was the only airline.

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<v Speaker 1>To grow EPs last year.

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<v Speaker 3>We started with a really strong booking environment in twenty

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<v Speaker 3>twenty five. It really is the culmination of this brand

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<v Speaker 3>loyal strategy. And yes, that's over indexes to the premium.

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<v Speaker 3>Those are the customers that fly the most and have

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<v Speaker 3>the most loyalty, and that part of the business has

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<v Speaker 3>done the best. But you know, we've seen pretty significant

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<v Speaker 3>strength in the back of the airplane as well. We

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<v Speaker 3>had seven percent growth and based economy last year, and

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<v Speaker 3>we've been investing there. You know, I think one of

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<v Speaker 3>the cool things we recently announced is we're the only

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<v Speaker 3>airline in the country that has ovens in coach, and

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<v Speaker 3>so we're going to be serving hot meals in coach

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<v Speaker 3>for customers that pre order, give the customers the ability

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<v Speaker 3>to pre order hot meals, and that applies obviously to

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<v Speaker 3>the entire cabin and is not just focused on premium.

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<v Speaker 3>Premium has over index, but really we're seeing strength across

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<v Speaker 3>the board.

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<v Speaker 2>That strength across the board, And this is what I

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<v Speaker 2>was trying to get into it. I'd love your color

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<v Speaker 2>on this. How much are the main cabin customers increasingly

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<v Speaker 2>cost conscious even as the more premium and loyalty customers

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<v Speaker 2>seem willing to pay for quality for the perks that

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<v Speaker 2>come along with some of your new offerings.

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<v Speaker 3>Well, while we index higher end kind of across the board,

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<v Speaker 3>even in main cabin so we're not a perfect indicator

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<v Speaker 3>of the economy.

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<v Speaker 1>You know, one of the things I would say.

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<v Speaker 3>Is customers are across the board willing to pay for

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<v Speaker 3>better product, service, better technology, better experience across the board.

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<v Speaker 3>But also i'd add, like airline traffic. You know, in

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<v Speaker 3>twenty twenty five, airfares were two percent lower than they

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<v Speaker 3>were in twenty nineteen, so we've been deflation Inflation is

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<v Speaker 3>about about twenty three percent.

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<v Speaker 1>Over that period.

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<v Speaker 3>We've been deflationary, and our cost in many cases have

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<v Speaker 3>grown even more. Fifty percent increase in air cross is

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<v Speaker 3>sort of the norm across the industry. So airfare remains

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<v Speaker 3>a pretty good value, pretty good good travel for customers.

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<v Speaker 3>There's a lot of that's put a lot of pressure

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<v Speaker 3>on the low end of the airline industry, as you

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<v Speaker 3>can see, but air traveler mains a good value, and

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<v Speaker 3>we are increasingly finding that really across the board, customers

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<v Speaker 3>are willing to pay for a little at least a

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<v Speaker 3>little bit for a better experience.

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<v Speaker 2>You know, that deflation that you're talking about, how much

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<v Speaker 2>do you need to see consolidation at the lower end

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<v Speaker 2>of the offerings in order to actually bring supply into balance.

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<v Speaker 3>Well, I think the low end, whether it havings through

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<v Speaker 3>consolidation or airline shrinking or airlines just going out of business.

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<v Speaker 3>I think the low end of the market is it's

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<v Speaker 3>a painful process, but in the process of shrinking back

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<v Speaker 3>to the niche that works for the low end, and

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<v Speaker 3>that really is flying in big leisure markets, mostly flying

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<v Speaker 3>to Orlando in Vegas and really shrinking back to that niche.

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<v Speaker 1>And they're going through that process.

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<v Speaker 3>I don't know if it'll be consolidation or liquidation or

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<v Speaker 3>just shrinking dramatically, but they really outgrew the niche and

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<v Speaker 3>they're in the painful process of shrinking back to that niche.

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<v Speaker 2>Do I expect And you're talking about a particular niche,

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<v Speaker 2>it makes me think you're talking about jet Blue as

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<v Speaker 2>position for that. Are you expanding the partnership that United

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<v Speaker 2>has with jet Blue.

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<v Speaker 3>Well, I wasn't talking about them, but jet Blue is

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<v Speaker 3>a great partner for us. We love their focus on customers. Really,

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<v Speaker 3>it's more cultural than anything. Is the reason we wanted

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<v Speaker 3>to partner with jet Blue, because we both believe in

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<v Speaker 3>doing the right thing for customers, that the industry is

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<v Speaker 3>not a commodity, and the.

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<v Speaker 1>Partnership is great so far.

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<v Speaker 3>If their opportunities to expand in the future, we'd certainly

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<v Speaker 3>look at that. You know, Jet Blue I is, you know,

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<v Speaker 3>trying to turn the corner they've had. They, like much

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<v Speaker 3>of the industries, you know, had challenges, but they have

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<v Speaker 3>the right strategy, the right vision, and we have a

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<v Speaker 3>lot of hope for them in the future and we

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<v Speaker 3>appreciate the partnership with them.

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<v Speaker 2>The first two weeks of January have been tremendous. They

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<v Speaker 2>broke records when it comes to revenues and ticketing, both

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<v Speaker 2>in consumers and also business travel. What does that say

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<v Speaker 2>for the setup for the remainder of twenty twenty six?

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<v Speaker 2>Do you expect this to be an incredibly active year?

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<v Speaker 3>You know, we have come in pretty hot to start

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<v Speaker 3>the year. I think that's indicative of an underlying economy

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<v Speaker 3>that has more underlying strength.

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<v Speaker 1>I think than most appreciate.

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<v Speaker 3>Saw that all through the last year, see it continuing

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<v Speaker 3>into this year and people getting back to travel. I'm

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<v Speaker 3>sure that applies in other industries as well. We're not

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<v Speaker 3>sure if it'll last for the whole year. You know,

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<v Speaker 3>I think our base case probably is that we'll we

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<v Speaker 3>haven't built that into our guidance. We've been more conservative

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<v Speaker 3>that in our guidance. But if it continues like this,

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<v Speaker 3>it's going to be a really good year for United Airlines.

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<v Speaker 2>Where specifically is it good, is it done? Domestic? Is

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<v Speaker 2>it international? We saw international really strong, although inbound traffic

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<v Speaker 2>to the United States fell off from a couple of

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<v Speaker 2>different countries. We saw that with Canada, we saw that

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<v Speaker 2>with China. I mean, where do you see the growth

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<v Speaker 2>really coming from?

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<v Speaker 3>You know, though the rising tide is lifting all of

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<v Speaker 3>those boats. So it's everything is better across the world.

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<v Speaker 3>But the best remains international, remains, premium, remains business travel,

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<v Speaker 3>and you know, speaking to international, about eighty percent of

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<v Speaker 3>the customers on United Airlines international flights are US citizens.

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<v Speaker 3>And we really never saw much slow down there, even

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<v Speaker 3>we did see some you know, some slow down from

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<v Speaker 3>some parts of geography. Those mostly bottomed out started to recover.

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<v Speaker 3>But really we see the most strength and international and premium.

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<v Speaker 3>But everything is getting better across the board, at least

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<v Speaker 3>in the first few weeks of January.

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<v Speaker 1>As we come into the new year, we're.

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<v Speaker 2>Here in Davos and there's a lot of discussion about

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<v Speaker 2>geopolitical tensions. There's a lot of discussion about the dispute

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<v Speaker 2>over Greenland and tariffs and treaties, and it feels as

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<v Speaker 2>though some people are saying that the world order is changing.

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<v Speaker 2>We've heard that from Mark Harney of Canada. I just

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<v Speaker 2>wonder how you plan for the year ahead with some

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<v Speaker 2>of these geopolitical tensions. Do you feel it when you

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<v Speaker 2>are transporting people between polices and seeing some of the

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<v Speaker 2>barriers maybe get a little bit higher.

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<v Speaker 3>So we've spent a decade with a strategy to build

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<v Speaker 3>a brand loyal airline that would have resilience in the

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<v Speaker 3>face of all the kind of issues that affect aviation

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<v Speaker 3>that happened all the time, and last year had more

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<v Speaker 3>than its fair share of surprises that impacted demand and

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<v Speaker 3>impacted travel. And yet you know, we had of a

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<v Speaker 3>no excuses culture here, you know, and then we just

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<v Speaker 3>overcame obstacles and with the only airline in the country

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<v Speaker 3>that grew EPs last year. And it's really that brand

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<v Speaker 3>loyal strategy gives us a resilience in the face of

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<v Speaker 3>what there are going to always be gealpolitical issues. We're

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<v Speaker 3>the largest global airline from the US. We're exposed to

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<v Speaker 3>all levels of the all around the globe, and so

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<v Speaker 3>we deal with stuff all the time, and you know

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<v Speaker 3>what has short term impact. Staying focused on the long

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<v Speaker 3>term and that brand strategy has been really successful for us.

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<v Speaker 1>I think it will be this year.

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<v Speaker 3>You know, we enter this year with a strong booking environment,

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<v Speaker 3>feeling like a pretty good economy, really more us focused

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<v Speaker 3>on our customer base, and you know, as we've said

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<v Speaker 3>on this in this interview, like our bookings are just

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<v Speaker 3>we're setting one record after another as we come into

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<v Speaker 3>the year. So we feel pretty good that our guidance

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<v Speaker 3>as solid and as long as things stay like they are,

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<v Speaker 3>were going to wind up being conservative as we get

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<v Speaker 3>through the full year.