Let's walk through an example. How many products would a typical RPM account have?

Ideally, every account would have all the products, but it depends on their focus. Back in the day, RPM or Runge's competitors had many single-user tools for geological modeling and geoplanning. Mine planners often moved between companies, bringing their preferred software with them. This led to companies having multiple mine planning systems. Our goal was to consolidate these systems into an enterprise-wide solution, which was challenging due to individual preferences and cost implications. We achieved decent success. Larger customers like Newmont Mining, Freeport-McMoRan, Stillwater Mining, or Sibanye Stillwater typically had OPMS and/or XECUTE. Many had XERAS, and a significant number had AMT, especially in Australia and Africa. In North America, AMT acceptance was growing. Scheduling, both short and long-term, was handled by XECUTE, OPMS, and XERAS for budgeting.

How common is it that, within North America, BHP has different scheduling software across, say, five mines?

They used to, yes, but that all changed. BHP is a different animal. When there was a change in CEO some years ago, it was decreed that all BHP sites would use five different pieces of software that were all defined, tested, and approved by the IT group and a business process group. So all BHP sites had to use SAP, the Oniqua inventory optimization software, something from RPM, it might have been Runge going back to those days. There were five applications in total. I can't remember all of them, but if any of the sites wanted to deviate from that, it was extremely difficult to get approval. This decision almost went to the CEO level to add software or even to add interfaces to other products. That notion worked for a while, but I believe that now BHP regions have a lot more decision-making authority.