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Was BoxScan an evolution of the service concept, or was it entirely different and necessary for entering the mining industry?

When we first developed the concept of BoxScan, we were deciding how to grow that business without hiring a large number of people and without changing the business portfolio too much. We also reflected on the fact that in the mining industry, capital expenditure budgets are typically lower. Many mining companies, particularly the mid-tiers and the more affluent juniors at the time, don't want capital expenditures sitting on their books because it affects their balance sheet. It's generally not favorable when they try to flip the business, as they are often looking to sell it to someone else.

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Was BoxScan an evolution of the service concept, or was it entirely different and necessary for entering the mining industry?

We came up with the concept of leasing the system on a daily basis. This allowed us to keep our direct costs low since we didn't need to hire many people to deploy in the field. Our main costs were the equipment build, software, and minimal support activities, which was comfortable for us. We were in a good position, and this concept was quickly copied by others. No core scanning company was leasing equipment at that time; they were charging per meter until we introduced this disruptive business model. Now, everyone leases equipment, although some might argue they did it before, but generally, they didn't.

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Regarding the whole bundle offering, what exactly are you selling? Is it the instruments themselves, or the people?

Let me think about how best to describe it. The biggest projects awarded are these core digitisation projects. The inception of these projects depends on who is actively looking for them, but the principle is mostly the same. You have a physical asset, which is a core, and you need to create a digital twin of that core to do something valuable with the data on the back end. It's similar to digitising paper records.

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