For the next few minutes, we're going to talk about the shared science of high performance, what it means to move with speed and precision, what it means to gauge risk in real time, what it means to perform under pressure, which is something I'm feeling right about now. Um, so I brought in an expert to help. This is someone who is no stranger to high stakes performance. Someone who actually thought making life and death decisions at 230 miles an hour was a reasonable career choice. So without any further ado. This is the part where you metaphorically buckle up because you're about to get a crash course in high stakes performance from six time IndyCar race winner, 19 year series veteran. The driver of the number 15 i2c sponsored car and the commercial engine behind Rahal Letterman Lanigan Racing. Ladies and gentlemen, please welcome Graham Ray Hall live from the Indianapolis 500 test track. A couple of things we wanted to talk about is high performance and what that means across different industries that really don't look anything alike. And the first one of those is longevity. So both of our organizations have managed to build something that lasts in an industry that doesn't reward patients. We've both placed some pretty strategic bets early on, and we've defied and went against the grain of what a lot of others in the industry were doing. So, Graham, from your perspective, 19 years is absolutely unheard of in your space. Just like 25 years is almost unheard of in our technology space. What were some of those bigger bets or those unconventional moves that you made that carved your path? That's different from everyone else's? You know, there was a lot of things that happened early in my career. I spent most of my time driving for other race teams, um, often required the question of why, uh, when I was, you know, competing against my dad's team. And, you know, in our world, uh, it's so unique because without sponsors, we we simply don't go racing. Um, you know, and I used to, you know, joke with a lot of buddies that played stick and ball sports that, you know, if if, uh, if Miller Miller Brewing Company didn't sponsor the Dallas Cowboys, they wouldn't know the difference. Well, in our world, you know that that is it's absolutely critical. And so, you know, one of the biggest things that I did was to merge with my dad in 2013. Um, we've got Mike Lanigan as a partner as well as David Letterman in our team. And, um, you know, that was a big change for me because, you know, honestly, up until that stage, I had always spent my entire career trying to build my own name, my own reputation. Um, but ultimately, it was better to come together, you know, and work in that regard. But I think the biggest thing, the biggest key to longevity is the relationships that you have, whether it be sponsors, whether it be people that you work with. You know, Cathy, my PR lady, and I have worked together for 20 years now or thereabouts. And, you know, relationships like that are so critical to our success. It's the exact same for you guys. You know, as you're building and, you know, in the financial world and processing and everything else, you know, the relationships that you guys have with your with your client base, the relationship that you have with other vendors is absolutely critical to your success and the longevity. And that's the same for us. A lot of our partners that you'll see, you know, on these cars have been with me for a long, long time. United, Reynolds, fifth third Bank. You know, the list goes on in Honda. I've been with Honda since my my very first IndyCar race back in 2008. So, you know, those relationships are critical, uh, to, to the long term success of, of any business but of our sport in particular. Absolutely. I couldn't agree more. Let's switch gears. I want to talk a little bit about speed, because I think it would be remiss if we didn't. Speed is important. It's what everyone talks about in your industry, in our industry. But really it's more important to talk about how do we move fast with precision. That, to me, is a distinction that matters enormously when you're operating 230 miles an hour with inches to spare between you and the other vehicles. For you, precision isn't an optional thing. It's survival. So how do you ride that balance between pushing the limit and knowing when to keep control? Actually, today in practice, there was a group of guys that had a pretty severe accident. Everybody's okay. Um, but today is, you know, kind of that is our is our life in IndyCar racing in a nutshell. Uh, you know, that you're kind of always on the limit. Uh, but you you always have to stay within your means, right? And I think the same can be said for you guys. You know, it's critical to process fast. It's critical for the businesses that rely on on that money to arrive in their accounts, you know, quickly. But obviously you need to do an error free, um, you know, if you if you have errors, if there's delays, if there's, you know, processing problems, wrong account numbers and so on and so forth. Uh, that's far more detrimental than, you know, spending an extra hour to make sure that it's done right. But, you know, in our world, uh, you know, everything happens extremely, extremely quickly here at Indianapolis. You know, in qualifying, you're seeing speeds of up to 240 plus miles an hour. And, uh, there's very little, if not no margin for error. And, um, you know, we dance that fine line every time we go out on track and you've got to make the right decisions, and you get those decisions change and they alter based on where you're at in the race. I mean, clearly at the end of the Indy 500, if there's a chance to go win it next weekend, you know you're going to take a lot more risk than you are in lap five. Um, you know, and you've got to be, you know, prepared to make those decisions and, and change the course of action depending on, you know, where you're at in the race. So, um, but literally, you know, the main objective is to, to get to the finish line and to to do it successfully and win. So, you know, it's something that we constantly look into. And, um, you know, we're always trying to be on that ragged edge, um, you know, making sure that we're we are fast. Um, but that we are precise and sometimes, you know, to be able to get the end result doesn't mean that you necessarily have to be the fastest. Each and every lap. You just have to be the most consistent as well. Right. Because being fast and making an error or making a mistake and cost you a customer or client can cost you, you know, a lot of money. Um, you know, and for us, it can cost you one of these race cars, which isn't cheap. And all the time and energy that all these individuals put into, you know, making it go around. No absolutely speed without that precision, that becomes a liability. So we definitely understand that every day. Uh, I want to talk a little bit about investing in lasting change. Both of our organizations have built something that goes well beyond our day jobs. And it's not a side project. It's not PR stints, but it's part of how we operate and how we approach business to define our responsibility to the communities around us. So you've built your career around more than just performance. You've built it actually around impact. When your work's driven by that larger mission, how does that shape how you show up not only in the car but in business? Well, you know, yes, we have you know, our foundation is a massive part of of what we do. Um, you know, my very first boss in IndyCar racing in 2008, uh, was uh, was was the guy by the name of Paul Newman, which many of you guys would know. Shockingly, most kids nowadays have no clue what I'm talking about. But, um, Paul Newman was at a massive influence on me. And right here at the Indianapolis Motor Speedway in 2009, may of oh nine, uh, I announced the start of our foundation and everything that we do, um, in some way or, or form is connected to, uh, to charity and, uh, to give back. So you'll actually see on the 500 car you can see on the nose of the car. But I can show you this here on the bodywork as well. Uh, there's always the Stars and Stripes. We're very patriotic group here. Uh, Midwestern. Well, you can see the hat, right? The number 15 always has this logo. And we do a lot of work with, uh, our veterans. What's remarkable to me is how naturally these themes connect. You know, whether we're talking about the the highest level of American motorsport or payments and banking, the same DNA and the same truths ring out as far as building with precision, making sure we lead with trust, investing in that foundation, staying hands on, giving back, and most importantly, never building for right now when we can build for what's next. So, Graham, I want to thank you so much for taking your time out of your busy practice schedule to be with us. Share your stories, share your experiences, and thank you to everyone here for for taking this little detour with me.