Demand the Standard: Kelly Goetsch on Why Composability + ONX Just Killed $1M Integration Bills

Kelly Goetsch (founder of MACH Alliance, ex-ATG, President at Pipe17) just detonated the biggest news in commerce ops this decade:

• He quietly rallied ~62 vendors (every major OMS, WMS, 3PL, ERP) to launch the Order Network Exchange (ONX) – a single, MCP-powered standard that connects ANY selling channel to ANY back-office with zero custom code
• Result? Brands can now rip $500K–$1M in integration cost out of every new commerce project
• Why composability is an absolute prerequisite for AI (and why “AI projects” are mostly nonsense)
• The brutally simple way to start composable: expose one internal service as an API and build muscle
• Reality check on SaaS funding in the AI era (top-quartile still gets money, everything else is toast)
• Why Shopify isn’t even in the B2B conversation and what real enterprise stacks actually need
• The future of agentic commerce and why MCP is the only bridge that lets ChatGPT-style agents touch your orders

If you’re a CDO, CTO, or eCommerce leader, this is the one episode that will save you millions in 2026.

Demand the standard → commerceopsfoundation.org

#ComposableCommerce #MCP #OrderNetworkExchange #AI #eCommerce #DemandTheStandard #MACH #MarTalks

Rosenstein Group: martech & ecommerce executive search

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Our experience with recruiting e-commerce technology leaders for companies like SAP Hybris and Demandware has established us as an authoritative and trusted liaison for startups seeking their first sales leader, and scale-ups on their way to IPO.

Visit RosensteinGroup.com to find out more.

Transcript

SPEAKER_00 0:03

Welcome to Mar Talks, the number one podcast for e-commerce and marketing applications. Mar Talks is devoted to covering the latest technology developments that drive the global commerce ecosystem from advertising to last mile. Enjoy all of our content at Rosenstein Group.com slash Mar Talks dash podcast.

SPEAKER_03 0:27

Well, hey, thank you so much for tuning into Mar Talks. I'm your host, Daryl Rosenstein, and today a man that needs no introduction, one of my favorite people in the world of e-commerce, a gentleman who actually has been at this game for almost as long as I have, starting out as a front-end developer with footlockers first e-commerce site, going to work for the big granddaddy of them all, ATG, and then, you know, through the years, just advancing through the world of e-commerce, was a member of the NRF, was a member of the Mock Alliance, actually the founder of the Mock Alliance, now president of Pipe 17 and avid walleye fisherman, my favorite aspect, Kelly Getch. Kelly, thank you so much for being with me today.

SPEAKER_01 1:13

Thanks for having me.

SPEAKER_03 1:14

I was good to chat. Absolutely. I have a lot that I wanted to cover with you today, and we'll try to compress it. But I was at the B2B E-Commerce Association inaugural conference last week, and actually got to speak with a number of uh crazed chief digital officers and chief technical officers about what they were there to learn, what their issues were, and I didn't solve any of their problems, which uh really isn't my job. That's yours. So what you know, a couple of things came up that I wanted to talk about with you. Uh, one of them is composable commerce is certainly the wave of the future. It is the best way to construct your B2B and B2C stack so that it is infinitely uh modifiable without and retires a ton of your legacy debt and becomes more flexible in the process. There's still a fair amount of misunderstanding at this point of how to transition to composable. From what you're hearing out there, what have you heard has been the best first step that these chief technical officers and chief digital officers should take in making that transition?

SPEAKER_01 2:34

Let's just start small. It's to try to not do everything all at once. You know, I think many make the mistake of going to some giant SI and scoping out a two-year project and spending a lot of money on it. And I think that's the worst possible way to get started. I think the best way is to grab a small team internally and take something that you were going to build anyway and expose that as a microservice, right? Put an API over the top of it, you know, and learn to manage that, right? Because that's what composability is. It's about exposing granular pieces of functionality up and go get some uh muscle developed doing that, and then from there expand out.

SPEAKER_03 3:13

That makes total sense. There was uh a speaker that talked about AI sales agents essentially serving as business development reps, which we're very familiar with now in the software world, but it's still new to the bulk of the B2B community. And they were even talking about the pushback they're getting from their sales teams in adopting the new technology. They're afraid it's going to displace them versus focusing on the good parts, which is it's gonna be quicker to configure orders, it's gonna be easier for your customers to repeat their orders, you're gonna have more data about them, you're gonna be able to upsell, cross-sell, all of the benefits that we're very aware of within software, but yet are so new to, for the most part, technologically unsophisticated manufacturers and distributors. I was kind of dumbfounded by how many of them didn't even have a platform. Weren't you measure you were mentioned that to me as well?

SPEAKER_01 4:07

They're gonna peril. I mean, it's table stakes these days to have some type of direct-to-consumer business. A lot of the big distributors have their own house and private label brands that they're using to sell against the name brands. And whenever possible, they're gonna cut folks right out of the loop and start selling direct. That's what they're gonna do. And they have done that repeatedly. I mean, look at how Sam's and Walmart have done this across the board on the direct-to-consumer side. It's crazy.

SPEAKER_03 4:36

It's crazy to me, and something was very notable from the conference, and that was the lack of attendance by Shopify and how Shopify was not figuring into any of the serious discussions that I had. It's just not seen as a viable B2B commerce platform. And I said it, it's not controversial, it's just kind of just from a even from a multi-channel order management perspective, that is not their strong suit. And they're designed for pretty basic consumer sites. So they do a fine job at that. But the businesses they need something different, they need something that's heavily integrated into their CRM and their Salesforce automation package. And that was something they were looking for. Now, one of the problems that they're coming up with, another one, they had two or three, was getting at that siloed data. And it occurred to me that in adopting composable commerce, they are better able to get at that data and secondarily adopt new AI technologies because of the exercise of going composable.

SPEAKER_01 5:50

Right. Composability is a prerequisite to AI, for sure.

SPEAKER_03 5:53

That was something that was somewhat missing from the content. And I thought that was a pretty important thing. It was like, look, folks, if you want to take a big risk, just go headlong into an enterprise AI project.

SPEAKER_01 6:08

Yeah, exactly. Go hire someone. It'd be the blind leading the blind at that point.

SPEAKER_02 6:13

Do we have any ROI on any of those yet? On big AI projects? Yeah, big AI projects.

SPEAKER_01 6:21

I think looking at it as an AI project is probably the wrong way to look at it. Instead, I the way I look at it is it's an application, you're delivering some functionality. Whether it happens to use AI or not is orthogonal to the business problem it's solving. If it's using AI and it does a better job, great. We've had technologies over the decades that have been incrementally and sometimes dramatically better than their predecessor. AI is just a better algorithm, better way of doing things. But I wouldn't call it, you know, them AI projects per se, if that makes sense.

SPEAKER_03 6:58

There was a lot of questions about what AI can do for an organization. And the content that I saw that was pretty compelling was essentially giving you a much better customer service capability is one of the things an AI agent does extremely well for a business, answering those questions, take tackling where is an order, tackling what if there's an issue with a product, getting them to the right person, and that instantaneous, that 24-7 availability. Every customer loves it. Don't you love it if your customer wakes up at 3 a.m. with a problem with one of your products or services, that they can actually have an interaction with your brand. And that's that's uh AI is doing that. Where's the ROI? We don't know yet. I think we're gonna look at it in terms of churn.

SPEAKER_01 7:45

I mean, if you really want to get philosophical about it, it's intelligence and the cost of what was formerly human-only intelligence is plummeting basically to zero. So think of human intelligence and where you could apply that, right? That now becomes something that you can offer to all of your customers. So yeah, I mean, there's a lot of product recommendations. I think that's pretty straightforward. There are a lot of customer, you know, service recommendations and advisory services. That's good. You know, building websites, building experiences, that's good. And I think those are all great, but those are very limited first generation use cases because they're happening within an application. You know, I always call it the Clippy problem, right? It's like Microsoft's old Clippy agent. Fine within the application, but folks are using AI as the head these days and they're in their chat GPTs and their clouds and so on all day long. In that world, you need to be able to interact with your data and functionality and model context protocol is the bridge from your SaaS application up to that wide world of AI. And that's where you know the innovation is really taking place. But you can only get that data out if you're using composability natively. You can expose that data up and you have MCP over the top of it.

SPEAKER_03 9:02

Well, interestingly enough, I was just reading yesterday in the information about how many of the major technology providers have added sales and marketing agents to their offering, which are essentially repackaged Chat GPTs from OpenAI, but they're doing so in areas where they had no expertise previously. For instance, Snowflake is not a Salesforce automation company or a marketing company, it's a database company. But yet they have an AI sales agent and an AI marketing agent. And Salesforce is not a database company, and yet they have an AI database agent. And it goes on. Oracle has database agents for, you know, I'm sure how to arrange your closet. And I haven't seen any closets with Oracle branding on them yet.

SPEAKER_01 9:57

Give it some time. I'm sure they'll they'll come.

SPEAKER_03 9:59

Larry loves his logo. I'm sure it'll show up. I'm sure it'll show up. Well, something that occurred to me as I was cruising the vendors that were there was a prediction that I heard from Jason Lemkin not long ago that traditional SaaS companies are short for the world because all of the investors have flocked to AI. And if you're a traditional SaaS offering and you're not profitable or growing on par with AI startup, which typically is seeing 400% faster growth just due to their low overhead, uh, you're not going to get any more funding. Well, you know, from your perspective, unless you're native AI or that you have adopt ad grafted AI on as a core portion of your functionality. What do you think about that prognostication?

SPEAKER_01 10:58

You know, companies in the top quartile in this traditional SaaS world are still getting strong funding because they're strong, healthy companies growing quickly. They're all the rule of 40. So top quartile, great, right? I don't see any major issues there. And we're going to continue to have traditional SaaS software forever, right? I if AI eventually replaces all SaaS software, I mean, we might as well just pack it up and go home and collect our universal basic income at that point, right? Rot our brains on, you know, scrolling social media all day, right? I don't think that'll happen. I really don't. I think we're going to continue to have traditional SaaS. It's going to be AI enabled. That's going to be just fine. I think where folks are struggling is there's unprofitable SaaS that's not growing a lot. And those businesses are not going to get the valuation multiples that they once did. Rather than getting, you know, 10 or even 20 Ford revenue multiples, they're getting two, three, right? Yeah. It's brutal. I mean, it's still, these companies are still worth a lot, right? They still are. The difference is that for employees at least, it's the difference between not getting anything and getting retirement level money, right? So the VCs still do fine. You know, everybody's still employed, but they're just not making a whole lot off the upside on the equity. And I mean, equity is always intended to be a bonus, basically, not as, you know, necessarily part of a guaranteed pay package, unless you're at a big public company that's very stable. So I get that. Where folks are chasing AI is I think there's a lot of FOMO in the market for sure. Oh, we've also seen a handful of companies, I mean less than 10 in the world, that have thousand X growth, right? And they start out with small bases and they quickly get to 100 million. I think a lot of those companies, though, are consumer-based. They're not selling to enterprise, they're selling instead to consumers. You know, think of somebody like 11 Labs for voice. And I think what they're doing is cool, but I don't think it's worth what they've been fundraising at, which is what, like six billion dollars or something crazy like that. And a lot of these on the consumer side at least, if they're growing that quickly, a lot of times folks are prepaying for a year of the service or they're on month to month. And if you take a month to month and you extrapolate that out, very quickly, that looks like giant ARR. What I would want to look at is what does the churn look like? And do a full retention analysis and figure out like which cohort of customers churn and which ones don't. And I think the only real way to get to enterprise level stability and repeatability of revenue is to go out and hire a full enterprise team. And it takes a while. You know, big enterprise deal takes six, twelve, eighteen months to close. And almost by definition, if you're going after the market that way, you can't have thousand X growth. It doesn't work, it doesn't scale. But the revenue that you do get is also a lot stickier, and that's the key. Not just somebody pulling out a credit card, it's you know, an entire company having bought into something and then being in a contract for three years. So folks want that predictability of revenue, very much so.

SPEAKER_03 14:14

Consumers are notoriously fickle and chasing the latest fad or fashion. So if your application happens to be one of those, your AI offering happens to be one of those, it's like woe be you to forecast your growth based on those consumers because what new logo is going to show up tomorrow that's gonna displace you and make it easier for them to figure out where to get their their coffee creamer.

SPEAKER_01 14:39

And that's exactly it. Switching costs are very low. I know I had a subscription to 11 Labs and I used it a few times and then I canceled it. And that's okay, you know, but like that's what I think a lot of the valuation is on. And folks, the waste, I mean, there's a spectrum of investors, right? So on one side of the spectrum, you're doing seed rounds and you basically want a thousand X your return. And the thought is let's put $250,000 or $500,000 and spread that across 100 different companies. And one of them is going to return a thousand X and pay back the whole fund and then some. So I get that. A lot of folks have done that. The other approach is the more traditional private equity side where they're buying businesses that are just putting out cash and they're treating it like you'd buy a rental property, for example, right? Where the rental property is, you know, it's a cash-producing asset, but it's still at the end of the day, a rental property. You know, you're not gonna have a 10x valuation of your apartment that you're renting, all right? With any luck. But that spectrum is why I think a lot of folks are investing in these big rounds in these very early stage companies. The other factor is, you know, in bubble times, it's not necessarily who's the last holding the bag that suffers financially. So if you buy into somebody that's very early and buzzy, you put in a seed round, you know, by your series A, you know, you've 100x the return. So you take your principal out, and then, you know, series B comes around, and then series C comes around, and it's the A and B and C investors who do really, really, really well for themselves. They take their money off the table and then some, it's the series C investor when the bubble pops who gets left holding the bag. So even as a VC, you're still pretty well protected. You're pretty well protected. And you can do things like liquidation preferences so that you know, if the company has to get sold or is sold for some reason, it you know ensures you're getting back, you know, 2x your original investment, for example, before anybody else gets any money. And that's a way if you know the bubble does pop at some point or when it does, it's a way that they ensure that they stay whole. I call it greed. I wouldn't do one with liquidation preference, but you know, some do, and that's I get that, right?

SPEAKER_03 16:57

Yeah, it greed is exciting, it's not good, it's exciting, but you're coming down firmly on the side of we are in an AI bubble. And I kind of get a kick when I listen to the money talkers uh on the big network saying, Yeah, the street's not sure if this is a bubble or not.

SPEAKER_01 17:15

It's like look, there's always a correction because per the pipe cycle, you've got a giant inflated peak of expectations. AI is sitting at the very top of that and has been for quite a while. I think it still could sit up the top there for another year or two, but inevitability you know kicks in and you've got a trough of disillusionment, and ultimately you you're gonna see some real challenges with adoption and implementation.

SPEAKER_03 17:39

Forward deployed engineers. Anyone have any? Any extras out there? Those wonderful people that actually, once you've bought an AI, have to come to your place and uh train it, or it never works.

SPEAKER_01 17:52

Yeah, that's more of like a Palantir style. There are a few companies who do that, but I wouldn't call it terribly common that they're doing that.

SPEAKER_03 17:59

I'm just seeing that there's you know companies that don't even really do the training, but need that technical seller to really understand does this company even have the chops, the digital maturity to embark upon this project? They don't even have those people. So it's kind of fallen to the founders who are incredibly gifted developers typically, and they're like, oh sure, they can do this. I could teach an elephant to code. In fact, I've done that several times. It's like, well, you're probably not going to be able to teach a hundred elephants to code. That might take you a little long, a little bit anyway. Well, something that didn't come up that I wish had while we were at the show was standardization. And it's always driven me crazy how many different versions of uh chestnut brown there are when you go online. It's like retailers can't even standardize around the Pantone scale, which is a universal standard. It's a universal standard. But they won't say, Oh, yeah, our chestnut brown couch is the same shade as this midnight beige from another vendor for just their I don't know, copyright or their brand image or whatever. But you've actually been leading a project to tackle some of that same issue around standardization. And we're breaking that story here, people. We're breaking the story, folks. We're the first on the scene. Love it. So what is your news?

SPEAKER_01 19:42

So I've got together with at current count it's 62 vendors and brands, including, I think I have every single vendor in the Gartner Magic Quadrant and the Forester Wave in the OMS category. So Manhattan and Kibo and Sterling and Fluent and OneStock and Fulfillment Tools, Pipe 17, of course. So I've got basically everyone signed up, and then I've got many of the major 3PLs in the country signed up. So Radial and Ryder and Geotis and a whole bunch of others, warehouse management systems, and ERPs. And we're all backing a standard called the Order Network Exchange. And what that standard does is it sits on top of back office and fulfillment systems, and it uses model context protocol to expose a handful of tools and a handful of resources. And a tool is a verb. Think of it as something you can do, right? You can capture an order, you can return an order, you can exchange an order, you know, the core OMS primitives that you would expect. And then separately, we also support resources. And a resource is something like, you know, think of it as a static object, like a noun, a thing, right? It could be a product, we've got support for orders, for inventory, you know, static objects. And what's great about this is all of us as vendors adopt the standard. And again, I've got commitment from 60 something to support this, including all the major OMSs. And then any selling channel can just point to the MCP and say, here you go. This is how you get to your back office. So you can go from an agentic head like Chat GPT and point it directly back to a 3PL, for example. You could go from a commerce platform to a WMS. You could go from TikTok to an ERP, right? So it's a nice clean way of exposing the data and functionality in the back office and fulfillment side of the world, exposing that up to the rest of the world on the selling channel side. And I'm a big believer in having a big tent and bringing in folks, including direct competitors. I think it's ridiculous that we haven't had a standard like this ever in our space. You know, we see standards emerging now with a Gentec Commerce protocol. By OpenAI and Stripe and Shopify. We see AP2, which is a Google and PayPal innovation. You know, we're seeing selling channel standards, but we're not seeing anything between the selling channels and fulfillment channels. And that's what the standard does.

SPEAKER_03 22:13

So you got 60 competitors already engaged in this. So are you just an incredibly skilled diplomat, or do you just have the world's biggest treasure trove of dirt on all of these CES?

SPEAKER_01 22:31

No, good relationships over the years. You know, Mock Alliance has helped out a lot. Got to know a lot of those folks through the Alliance and the work that we've done there. Yeah, I mean, it's just nuts and bolts of retail politicking to get these folks on board. And look, it's very much in their interest as well. You know, some of these discussions lasted 10 minutes of here's what we're doing. Do you want to sign on? Yeah, we've been needing to do that. We need to do MCP anyway. Yes, this makes perfect sense. Let's do it. Right. So it has not been a tough sell to get folks on board with this.

SPEAKER_03 23:04

Well, I think you undersell yourself. I think that you are a very level-headed, beneficent human being. And I think when you have somebody like that in charge of any initiative, things tend to get done. That, and you're just you're remarkably focused on the end user experience. And anything that hasn't improved that, that I've discussed with you. You've been like, you pooped on it pretty quick. It's it, nah, that's not gonna work. That's not a good idea. And I appreciate that.

SPEAKER_01 23:34

But look, that's necessary. It's ridiculous that every time you do a commerce-free platform, you have to manually weld that new commerce platform back to the OMS. And oftentimes that's the largest part of any implementation. Now with the Gentech Commerce, you need to dump orders somewhere. You have to. And you know, Chat GPT will not be doing integrations with Sterling and Manhattan and all these, you know, traditional systems out there. They can't do it. They cannot do it. And by all of us as vendors uniting together and offering up this one interface, you now have interoperability between us as vendors, and that makes a big difference.

SPEAKER_03 24:09

And it certainly will encourage companies to embark upon that agentic journey, but also, you know, the MCP journey. And, you know, if you could talk a little bit about that, where are we in the adoption curve of MCP and why is it so fundamentally important to do that first?

SPEAKER_01 24:30

Yeah, MCP is a year old. I think it might even be a year to the date. So it's fast. And in the age of AI, these things do move fast. And this is the basically only way that you connect up SaaS applications with AI. Everybody adopted it, everybody very quickly, from Microsoft and Google all the way down through the whole ecosystem, have fully adopted this as the approach. And that's great. I think that's amazing that it's the tech is one and very quickly everybody fell online behind it. And that's now the way you connect up these applications. And what's great about it is it's not like a traditional API. In a traditional API, you have to mesh the two together perfectly. And it's really hard to build a standard like that where you're touching an order and order-related data, you know, in 500 fields and have it be an API call. Instead, it's much, much, much easier to say, here's the tool in MCP. And whenever you want to drop that order to an MCP server, you say, here you go, this is it, right? And it does it magically for you. It's a big difference. So MCP is the enabling technology here.

SPEAKER_03 25:50

What do companies need to do in order to best prepare themselves for developing and deploying MCP technologies?

SPEAKER_01 26:00

Again, that composability foundation is really important. That's a big one. The next is, you know, having some competency in-house and how to do it. So you need folks who are senior and also AI native. So you need the senior principal level folks in. You also need, you know, some of the AI natives just graduating right now who grew up doing this. You know, they need to participate as well. So those are probably the top two. And then again, a lot of this just requires executive sponsorship because this is a different way of doing things. You know, it's categorically a different way of doing things.

SPEAKER_03 26:36

Well, I mean, arguably, if they've engaged in any sort of composable transition where they're going from that traditional platform software, waterfall development approach, and they're adopting microservice architecture and open API and cloud native solutions, they've identified, hopefully, a sponsor, a champion. That was a question that I had for a few people when I was at the show. I was like, are you the champion for any changes that take place within the e-commerce stack in your organization? Yes. And none of them were wearing capes. And I thought that was a real oversight.

SPEAKER_01 27:15

Well said.

SPEAKER_03 27:16

Well said. Where were the capes? Where are the capes?

SPEAKER_01 27:19

Where did we go wrong in life?

SPEAKER_03 27:21

They they need capes. It's such a rugged thing to transition a business thought process in any way, shape, or form. And they're having to view two things change the technology process and the business methodology at the same time. It's like hats off to those people. And some of them didn't look that stressed about it, which I guess they were just on some sort of hallucinogenic or they'd already they'd already taken part in uh the cocktail hour early, but no, they they seem pretty pretty happy with being the Sherpas. Being the Sherpas. So I guess the the next question is, you know, since you've managed to get these standards done so rapidly, I would say. I mean, this is like news news for all the OMS vendors. What can we do on the product side for the PIM vendors? Is that a possibility?

SPEAKER_01 28:18

I think the organization could certainly support a parallel standard. Right now we have the order network exchange. I could see a world where we're doing the product network exchange. I could see that. We've left it deliberately open. So I think there's more opportunity here for other vendors to participate.

SPEAKER_03 28:35

Outstanding. Is there any other solutions category that you think would be well suited to the structure that you've you've developed and and to this process of standardization?

SPEAKER_01 28:47

I think a lot of the 3PL to 3PL communication has to get ironed out. I think that would be fascinating. Huge area of expansion in the future. And then just continuing to build out the standard and adding additional tools. I think we need more tools. Tools are great to have access to. And you know, there are some things around transfer orders, for example, that you could do. You know, there are a whole bunch of things that you could extend the surface area of this specification out and start supporting. So we'll see. But right now we want to make this one specification a huge, huge success first. Get that going, and then we can start looking at branching out.

SPEAKER_03 29:33

So, Kelly, when you were a kid growing up in Wisconsin, were you the one on the playground that got everybody to like cooperate so that you won like the tug of war?

SPEAKER_01 29:43

No, I didn't do any of that. No, I was a quiet child.

SPEAKER_03 29:46

I don't believe that for a second. I don't believe that for a second. I don't see you as an instigator of bad things, but I do see you as I'm a quiet rules follower, and that's why I like standards so much, because they're rules. Well, the standards can be very quiet. The standards can be very quiet. The rules can be very quiet. Indeed. Indeed. Well, I'd very much uh appreciate you doing this. I'm sure that there's a ton of global 2000 firms that are going to be just wiping some sweat off their brow over this particular hurdle being taken out in terms of their composable journeys.

SPEAKER_01 30:26

And brands are are very welcome and encouraged to join. So go to commerceopsfoundation.org and there you can register and participate in the organization. So any random organization out there wants to adopt the spec, they're more than welcome to. They're encouraged to.

SPEAKER_03 30:44

I will make sure to have that link. Could you say that again?

SPEAKER_01 30:47

Commerceops foundation.org. That just makes sense. It makes way too much sense, doesn't it?

SPEAKER_03 30:56

And you got the.org too, which is a nice touch.

SPEAKER_01 30:59

Very appropriate. It is a nonprofit. I mean, it it is a vendor consortium nonprofit, so it's the right way to do it.

SPEAKER_03 31:06

I still would have loved to be a fly on the wall for some of those discussions with folks like you mean I've got to collaborate with so-and-so over my dead code.

SPEAKER_01 31:16

Honestly, it really hasn't been a big deal. Because I think all of us as vendors are being heavily penalized by not having a standard. And by having a single standard, it makes it a lot easier to capture orders, to have portability, to innovate, to use AI. I mean, for a lot of reasons, it makes sense to do this. So I've not heard pushback. Honestly, it's been really easy.

SPEAKER_03 31:43

Well, as it uh is abundantly sensible, I would say, like yourself, I would say, yeah, I don't think we're gonna get pushback. I think we're gonna get accolades and uh let me be the first to tip my head.

SPEAKER_01 31:59

Well, we need you need to get the membership to fully support it and adopt it. So once we're in production and we've got 50 vendors all running it, then I'll be much more relaxed about it. But until then, we're gonna keep going.

SPEAKER_03 32:12

Anything that the end users out there can do to uh you know hold those vendors to that commitment and get them to adopt this standard.

SPEAKER_01 32:20

It's to demand, demand the standard, because if you demand the standard, then you're putting pressure on the vendors to support it. And look, if you know you can take $500,000 or a million dollars out of the cost of a commerce replatform by standardizing that interface, pure money savings, right?

SPEAKER_03 32:39

So that's our our call phrase for this episode is demand the standard.

SPEAKER_01 32:45

Demand the standard, exactly. Yeah, you have to demand it. That's how you get the change that you want.

SPEAKER_03 32:51

Demand change. Well, another, you know, I mean, support change. There we go. Two great messages, but we're gonna go with demand the standard because that's gonna look great in print. But I will have the links in the comment section for anybody who is looking to join the Commerce Ops Foundation, so properly named. I encourage you all to do so. Looking forward to standards working our way through all of the components of the composable stack to make things easier on consumers and businesses adopting composable technology. Kelly Getch, thank you so much for spending the time with us today to share your deeds and doings.

SPEAKER_01 33:35

I always appreciate a good catch up. And uh, thank you for covering the launch. This is going to be great. My absolute pleasure. Kelly, be well. Thanks, Chill.

SPEAKER_00 33:47

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