Moab, Utah

1. Introduction and economic context

Moab is a small city of roughly 5,300 year-round residents in Grand County, southeastern Utah, set in a spectacular basin of red-rock canyons, sandstone fins and desert mesas along the Colorado River. Once a quiet Mormon pioneer settlement and later a uranium-mining boomtown, Moab has reinvented itself into one of the most famous outdoor-adventure destinations in the world. It is the gateway to two national parks —Arches National Park, with its more than 2,000 natural stone arches, just north of town, and Canyonlands National Park, a vast maze of canyons carved by the Colorado and Green rivers, to the southwest— and a global mecca for mountain biking (the legendary Slickrock Trail and a huge network of routes) and off-road/4x4 exploration (home of the famous Easter Jeep Safari). Add world-class whitewater rafting, rock climbing, canyoneering, base jumping, ATV/UTV riding and hiking, and Moab becomes a concentrated capital of adventure tourism that draws visitors from across the country and around the globe.

Moab's economy is overwhelmingly a tourism-and-adventure economy. Its permanent population is small, but the town hosts an enormous and growing flow of visitors —millions of park visits a year across Arches and Canyonlands, plus the mountain bikers, jeepers, rafters and climbers who come for the trails and rivers— and virtually every business in town, directly or indirectly, serves that visitor flow. Motels, hotels, campgrounds and vacation rentals fill with travelers; a dense cluster of tour operators, guides and outfitters runs rafting trips, jeep tours, mountain-bike shuttles, canyoneering and climbing adventures; restaurants, breweries, gear shops and services cater to the constant stream of adventure-seekers. Moab is, in effect, a basecamp for exploring some of the most dramatic landscapes on Earth.

Beneath the tourism engine sits a modest year-round resident layer: the trades, home services, property management, healthcare, retail and everyday businesses that a small permanent community and a growing stock of vacation rentals and second homes require. But make no mistake —like other gateway-and-adventure towns, Moab is fundamentally a destination economy, driven far more by visitors than by a large local population, and its business calendar swings with the seasons: busy spring and fall (the ideal desert months), a hot but still-active summer, and quieter winter.

For a local business, the reality is decisive: customers are adventure travelers, park visitors, mountain bikers, rafters and jeepers who research, plan and book online, usually from far away and often weeks or months in advance —planning a Moab adventure or a multi-park Southwest trip on their phones and laptops. A tour operator, an outfitter, a motel, a vacation rental or a restaurant reaches its customers almost entirely through websites, reviews, photos and online booking. For adventure operators especially —where a guided rafting trip or jeep tour is a several-hundred-dollar, booked-in-advance, trust-dependent purchase— the quality and findability of the website directly determine whether the business captures its share of the huge visitor flow.

For Stalyly, Moab is a tourism-and-adventure-driven gateway market —small in permanent population but exceptionally rich in booking-dependent adventure, tour and lodging businesses serving a massive flow of park visitors and adventurers— where the opportunity centers on beautiful, findable, direct-booking web presence, with a standout emphasis on tour-and-outfitter booking. This report analyzes that market and the concrete opportunities for Stalyly, always distinguishing between data verifiable at the state or sector level and figures that are local estimates.

Methodological note. Moab is a small city with a very large visitor economy, so exact per-business figures are not published and must be estimated. Throughout, we cite verifiable data at the national, state (Utah) and county (Grand) level, plus NPS visitation figures for the nearby parks (U.S. Census Bureau, SBA Office of Advocacy, NPS, AirDNA, BrightLocal). Any disaggregated local figure not from an official source is marked as an ESTIMATE.

2. Size of the small-business market

Across the United States, small businesses represent about 99.9% of all firms, per the SBA Office of Advocacy, and in an adventure-tourism town like Moab essentially the entire economy is small business —independently owned tour operators, outfitters, lodging, restaurants, shops and services. The absolute number is small, matching a town of a few thousand residents, but the businesses are disproportionately tourism- and adventure-facing and, thanks to the huge visitor volume, valuable.

The typical small-business fabric of Moab includes:

• Tour operators, guides and outfitters: a signature, unusually dense niche —rafting and river-trip companies, jeep and 4x4 tour operators, mountain-bike shuttles and guides, canyoneering, rock-climbing, ATV/UTV, base-jumping, scenic-flight and photography-tour operators.
• Lodging and vacation rentals: a cornerstone —motels, hotels, resorts, campgrounds, glamping and a large stock of vacation rentals serving the endless flow of visitors.
• Restaurants, cafés, breweries and bars: a lively scene fueling adventurers and residents.
• Gear, bike and outdoor retail: a strong cluster —bike shops (sales, rental, repair), outdoor gear, climbing and camping stores.
• Property management and home services / trades: serving vacation rentals and a growing resident base —property managers, cleaners, contractors and trades.
• Everyday services and healthcare: a modest layer serving residents.

ESTIMATE: as a small but intensely visited adventure town, Moab plausibly contains on the order of several hundred small businesses and independent operators, overwhelmingly concentrated in tourism and adventure —tours, outfitters, lodging, dining, gear retail and adventure services— with a modest resident-services layer. This is a low-population but high-intensity tourism market: the opportunity is not resident volume but the number, value and booking-dependence of adventure-and-tourism businesses serving a massive, global flow of park visitors and adventurers.

3. Real statistics on the web/digital-presence sector

Digital presence is decisive in an adventure town whose customers plan trips and book guided experiences from afar. National and sector data make the case:

• Industry studies (Forbes Advisor, Fundera/NerdWallet and others) report that 20-30% of U.S. small businesses still lack a proper website —and in an adventure-tourism town, any tour operator, outfitter, lodging or shop without a strong, bookable site is leaving high-value, plan-ahead bookings on the table.
• BrightLocal's Local Consumer Review Survey finds that more than 95% of consumers research businesses online, and that reviews, photos and site quality heavily influence choice —especially for travelers choosing which rafting company or jeep tour to book sight-unseen, and where to stay, while planning a Moab adventure.
• National Park Service data show Arches and Canyonlands drawing enormous numbers —Arches alone sees on the order of 1.5 million or more visitors a year, with Canyonlands adding several hundred thousand more —a vast flow for which Moab is the central basecamp, nearly all planning online.
• AirDNA and short-term-rental data show strong vacation-rental demand around Moab, and that direct-booking websites increasingly outperform pure Airbnb/Vrbo listings on margin.
• For adventure and tour operators, bookings are overwhelmingly researched and reserved online and in advance: visitors compare rafting trips, jeep tours and bike shuttles on their phones, reading reviews and booking before they arrive —making a bookable, trustworthy website the primary sales engine.

For Moab, the reading is that this is a tourism-and-booking-driven market where online presence and findability determine who captures a share of millions of visitors and adventurers. A tour operator, outfitter, motel or vacation rental with a beautiful, fast, direct-booking website wins reservations that a weaker-presented rival —or one buried inside an OTA or booking platform— loses.

4. Approximate number of businesses per niche

Exact niche counts require estimation. The figures below are an indicative ESTIMATE:

• Tour operators, guides and outfitters: the signature, unusually large cluster —a substantial number of rafting, jeep/4x4, mountain-bike, canyoneering, climbing, ATV and scenic-tour operators.
• Lodging and vacation rentals: among the largest and most valuable niches —dozens of motels, hotels, resorts, campgrounds and a large rental stock.
• Restaurants, cafés, breweries and bars: dozens.
• Gear, bike and outdoor retail: a notable cluster —bike shops and outdoor stores.
• Property management and home services / trades: dozens serving rentals and homes.
• Everyday services and healthcare: a modest resident-serving layer.

The following table summarizes the main niches, their approximate scale, the typical state of their current web presence, and their priority for Stalyly in this adventure market:

The unifying theme is that Moab is a tourism-and-adventure, booking-driven market where presentation and findability determine who captures a share of millions of visitors. Tour operators, guides and outfitters sit at the very top —a uniquely dense, high-value, booking-dependent niche whose customers reserve several-hundred-dollar guided experiences online and in advance, sight-unseen. Lodging and vacation rentals rank high as numerous, valuable and over-reliant on commission-heavy OTAs. Gear and bike retail rank high given Moab's mountain-bike identity and e-commerce potential.

Because the market is tourism-and-adventure-driven and small, the strategy is depth over breadth: fewer clients, but each valuable, booking-dependent and worth a well-crafted, higher-margin website —and a strong Moab portfolio doubles as spectacular proof for every other adventure-and-gateway market.

5. Level of digitalization and gaps detected

Even in a world-famous adventure town, digital execution is uneven, and the gaps are meaningful because each business can capture high-value, plan-ahead bookings:

• Tour operators and outfitters hard to book online. Many rafting, jeep, bike-shuttle, canyoneering and climbing operators rely on phone, email and social media with weak, clunky or no real online booking —losing visitors who research and reserve guided experiences in advance. This is the single biggest opportunity: high-value, trust-dependent bookings decided online.
• Vacation rentals and lodging over-reliant on OTAs. Many rentals and motels live inside Airbnb, Vrbo and Booking.com, paying steep commissions and owning no direct guest relationship, despite serving millions of adventure visitors who would book direct from a good site.
• Gear and bike shops with weak or no e-commerce. Outdoor and bike retailers often have basic sites, missing online sales, rental booking and the chance to serve visitors before and during their trip.
• Restaurants and breweries on social media alone. Even good establishments often run on Instagram or Facebook with thin or missing sites, no menus online and weak trip-planning search visibility.
• Property-management and trades businesses with weak presence. Firms serving rentals and homes often have minimal or dated websites.
• Weak trip-planning SEO, unmanaged Google profiles and poor mobile experience. Across the board, thin content, slow non-mobile sites and unoptimized listings miss visitors searching "Moab rafting tours," "jeep tour Moab," "mountain bike shuttle Moab" or "Moab hotels near Arches."

Each gap is a concrete sales opportunity for Stalyly, and the message is capture the visitor flow and own the booking: escape OTA and platform commissions, present a beautiful adventure business at its best, and get found by the millions who plan a Moab trip online. Because each tourism client is valuable and the town is small, Stalyly can afford to deliver elegant, tailored, higher-margin work rather than volume templates.

The strategic point is that Moab rewards a depth-over-breadth, tourism-and-adventure-focused approach, with findability and bookability as important as beauty: the customer base is the enormous flow of adventurers and park visitors, so ranking for "Moab jeep tour" or "Moab rafting" and being easy to book is decisive —especially for the town's signature tour-and-outfitter niche.

6. Purchasing power and willingness to pay

Willingness to pay in Moab is solid, driven by the value of capturing a massive, high-spend visitor flow:

• A huge, reliable visitor market. Millions of park visits a year plus the global adventure crowd mean tourism businesses have strong, dependable demand —and a clear incentive to invest in capturing more of it online.
• High-value, high-margin adventure bookings. Guided rafting trips, multi-day river expeditions, jeep tours and bike-shuttle packages are several-hundred- to several-thousand-dollar purchases; a website that fills a season of tours pays for itself many times over.
• High return on a website. Filling a rental or motel with direct, commission-free bookings, or booking out a tour operator's calendar, makes a website pay for itself quickly.
• Commission pain as a selling point. OTA and booking-platform fees give lodging, rental and tour owners a concrete, quantifiable reason to invest in a direct-booking site.
• A range of budgets. From lean single-rental owners and solo guides to established rafting companies, tour operators, motels and gear shops, the market spans a spectrum —favoring flexible pricing with clear ROI.

ESTIMATE: willingness to pay in Moab is healthy, concentrated in high-value, booking-dependent tourism and adventure niches (tours/outfitters, lodging, rentals, gear retail, dining). This is a quality-and-findability market with an especially strong booking dimension: the winning argument is a beautiful, findable, direct-booking, commission-saving site that captures a share of millions of visitors and their high-value adventure spend. Stalyly should position with flexible pricing —accessible for smaller operators, solid for established tour and lodging businesses— always emphasizing the return from owning bookings and getting found.

Strategically, Moab rewards a depth-over-breadth, adventure-focused approach: fewer but valuable clients, each capturing plan-ahead, high-value bookings from the parks' and trails' enormous visitor flow. Even a handful of Moab engagements —an elegant direct-booking rafting-company site, a bookable jeep-tour site, a commission-free motel-and-rental site— represent valuable work and spectacular references that sell the next adventure-town client.

7. Local and international competition

The Moab business seeking a website has several options, and Stalyly fits a clear value-and-quality gap:

• DIY platforms (Wix, Squarespace, etc.). Common among small adventure businesses; capable in skilled hands but time-consuming and rarely delivering the smooth online booking, trip-planning SEO or polished feel a destination rewards.
• Booking platforms and OTAs (Airbnb, Vrbo, Booking.com, tour-marketplace sites like Viator/GetYourGuide). The default for rentals and many experiences —commission-heavy and relationship-owning. Stalyly's pitch is a direct, commission-free presence the business owns, complementing its marketplace reach.
• Regional agencies (Salt Lake City, Grand Junction, Denver). Some web and marketing firms serve the wider region; the better ones can be expensive and distant from a small desert town. Stalyly competes with comparable quality at better value, faster delivery and closer personal service.
• Social media only / doing nothing. Still common; against it, Stalyly's argument is the high-value, plan-ahead bookings that approach fails to capture from millions of visitors.

Stalyly's advantage is delivering elegant, fast, mobile-first, photography-forward websites with direct booking, trip-planning SEO and bilingual capability, at a fair fixed price with personal service. In a market where presentation and bookability win the adventure traveler and platform commissions eat margins, that combination is exactly what a Moab tourism-and-adventure business needs.

8. Customer acquisition channels

To reach Moab's tourism-and-adventure business base effectively:

• Adventure-niche-focused prospecting. Target the highest-value, most booking-dependent niches first —tour operators and outfitters, vacation rentals and lodging, gear/bike retail— with a findability-and-direct-booking pitch.
• A beautiful, demonstrable portfolio. Showing an elegant, bookable rafting-tour or jeep-tour site, or a direct-booking rental site, is the single most persuasive tool.
• The booking-and-commission argument. For tours and rentals, leading with smooth online booking and concrete commission savings (from OTAs and tour marketplaces) is a powerful hook.
• The findability argument. "Get found by the millions planning a Moab adventure and searching for rafting, jeep tours and mountain-bike shuttles" resonates strongly.
• Local networks and word-of-mouth. In a small town, the chamber, tourism office, business community and personal relationships carry weight; one visible, happy client generates referrals.
• Seasonal timing. Approaching tourism businesses in the off-season/winter, when owners have time to plan, improves receptiveness.
• The bilingual angle. A genuine differentiator given Moab's international visitor base.

9. Cultural and web-design preferences

Moab's identity is red-rock adventure, national-park gateway grandeur and world-class outdoor recreation —Arches, Canyonlands, Slickrock, the Colorado River— and local business websites should reflect a beautiful, energetic, professional sensibility:

• Beautiful, photography- and adventure-forward design. The red rock, the arches, the rivers and the trails are stunning and dramatic; sites should lead with gorgeous, action-rich imagery of the landscapes and adventures on offer.
• Bookability and findability above all. Smooth, prominent online booking for tours, outfitters, rentals and lodging, plus strong trip-planning search —owning the booking and getting found by plan-ahead adventurers.
• Fast, flawless mobile experience. Essential for trip-planning, mobile-first travelers comparing tours and lodging.
• Trip-planning and experience SEO. Optimized to capture "Moab rafting tours," "jeep tour Moab," "mountain bike shuttle Moab," "Moab hotels near Arches" and similar searches, plus a well-managed Google Business Profile.
• Adventurous, energetic, welcoming feel. Moab is exciting and active, appealing to adrenaline-seekers and families alike —design should feel dynamic and genuine rather than sedate or ultra-luxury.
• Trust and safety signals. Reviews, photos, guide credentials, safety records and testimonials, decisive for travelers booking guided adventures sight-unseen.
• Bilingual capability (ES/EN/PT). A real advantage given the international adventure audience —offered by Stalyly as standard.

10. Barriers to entry

The challenges here reflect the town's small size, seasonality and tourism focus:

• A small market. With several hundred businesses, the absolute number of prospects is limited; Stalyly must capture a meaningful share of the valuable tourism-and-adventure ones and lean on referral value.
• Seasonality. Owners are busiest in the spring/fall (and summer) adventure seasons; timing outreach to winter/shoulder seasons is important.
• Platform and DIY inertia. Tour operators comfortable on marketplaces, rentals inside Airbnb and owners using Squarespace need a clear, compelling reason (booking, commission savings, findability, quality) to invest.
• Remoteness. Moab is geographically isolated; genuine, local-feeling engagement matters, though it also means less big-agency competition.
• A busy, adventure-focused owner base. Many owners are hands-on guides and operators short on time —favoring a done-for-you provider.

None is a dealbreaker; each is addressed with the booking-and-commission argument, the findability argument, well-timed seasonal outreach, flexible pricing, genuine local engagement and the outsized referral value of a small, connected, world-famous adventure town with strong (but improvable) demand.

11. Specific opportunities for Stalyly

Moab offers Stalyly a small but exceptionally valuable, adventure-driven set of opportunities:

• Tour operators, guides and outfitters with online booking (the flagship). Beautiful, bookable, trust-building sites for rafting, jeep/4x4, mountain-bike-shuttle, canyoneering, climbing and ATV operators —the clearest, highest-value opportunity, capturing several-hundred-dollar guided-adventure bookings decided online.
• Vacation rentals and lodging with direct booking. Elegant, photography-forward, commission-free booking sites for the town's motels, hotels, resorts, campgrounds and rentals.
• Gear, bike and outdoor retail with e-commerce and rental booking. Visually rich, sales- and rental-enabled sites for bike and outdoor shops.
• Restaurants, cafés and breweries. Attractive sites with menus and strong trip-planning search for the visitor-and-resident scene.
• Property management and home services / trades. Professional sites for the rental-and-home support economy.
• Tourism-cluster and bilingual packages. Ready-to-launch bundles for adventure businesses and Spanish-language sites for international reach.

A factor worth highlighting is Moab's status as a dual-national-park gateway and world-capital of multiple adventure sports —its defining strategic advantage. Where a typical gateway town serves one park or one activity, Moab is the basecamp for two national parks (Arches and Canyonlands) plus a whole constellation of world-renowned adventure pursuits: mountain biking (Slickrock and beyond), off-road/4x4 (the Easter Jeep Safari), whitewater rafting on the Colorado, canyoneering, climbing and more. This makes Moab a multi-day, multi-activity destination where visitors stay several nights and book multiple experiences —a rafting trip one day, a jeep tour the next, a bike shuttle after that. For Stalyly, this amplifies the opportunity enormously: the town's dense cluster of tour-and-outfitter businesses each sells high-value, bookable experiences to a huge, global, plan-ahead audience, and each is a candidate for a beautiful, bookable website. The tour-and-outfitter niche in particular —numerous, high-margin, trust-and-booking-dependent, and often digitally underserved— is arguably the single most attractive niche in the entire Mountains-and-Southwest region for a web provider.

Because Moab is a small, tourism-and-adventure-driven market, the strategic prize is depth and proof: a handful of beautiful, high-value, booking-focused engagements that both stand alone as valuable work and serve as spectacular references for every other adventure-and-gateway market. A gorgeous, bookable rafting- or jeep-tour site, set against Moab's red rock, is a portfolio piece that sells the next adventure client anywhere.

12. Projections 2026–2028

The trends favor Moab's continued tourism-and-adventure-driven digital demand:

• Sustained, huge park and adventure visitation. Arches and Canyonlands remain among the most visited and iconic parks; Moab's mountain-biking, off-road and rafting draws continue to grow globally.
• Continued shift to direct booking. As OTA and tour-marketplace commissions bite, demand for elegant direct-booking sites grows among lodging, rental and tour owners.
• Growing adventure-and-tour market. Signature experiences —rafting, jeep tours, bike shuttles, canyoneering— continue to draw visitors, sustaining high-value tour niches.
• Rising presentation, findability and mobile expectations. Trip-planning, mobile-first, often international visitors increasingly expect beautiful, fast, bookable sites, pressuring businesses to upgrade.
• Growth as a place to live and own. Continued in-migration and vacation-rental growth sustain rentals, property management and real estate.

ESTIMATE: over 2026-2028, Moab will sustain tourism-and-adventure-driven, findability- and booking-focused demand for high-quality websites, led by tour operators and outfitters, lodging and vacation rentals, and gear/bike retail. A provider who delivers elegant, findable, direct-booking sites tuned to capturing the multi-park, multi-adventure visitor flow will be well-positioned to win the town's valuable, if limited, base of tourism clients.

13. Conclusion and recommendation

Moab is a small, tourism-and-adventure-driven, dual-national-park gateway market —a red-rock basecamp of a few thousand residents at the center of Arches and Canyonlands and a global constellation of world-class adventure sports (mountain biking, off-road/4x4, whitewater rafting, canyoneering, climbing). Its economy is overwhelmingly built on tourism and adventure: an unusually dense cluster of tour operators and outfitters, plus lodging, vacation rentals, gear retail, dining and services, atop a modest resident layer. The number of businesses is small, but the tourism-and-adventure-facing ones are exceptionally valuable, booking-dependent and serving an enormous, global, high-spend visitor flow. The digital gaps are real —tours hard to book, rentals stuck on OTAs, gear shops with weak e-commerce, weak trip-planning SEO— and each is a concrete, high-value opportunity.

Recommendation for Stalyly: approach Moab as a tourism-and-adventure-focused, depth-over-breadth market with a standout tour-and-outfitter opportunity. Lead with tour operators, guides and outfitters —rafting, jeep/4x4, mountain-bike shuttles, canyoneering, climbing— offering beautiful, action-forward, bookable, trust-building websites that capture the several-hundred-dollar, plan-ahead, sight-unseen bookings their customers make online, and that let them own the reservation instead of renting it from a tour marketplace. Follow with vacation rentals and lodging, offering elegant, photography-forward, direct-booking, commission-free sites, and gear/bike retail with e-commerce and rental booking. Compete on elegant, findable, mobile-first design with smooth direct booking and strong trip-planning SEO at a fair, flexible price, timing outreach to the quiet off-season and leaning on genuine local engagement and word-of-mouth in a tight-knit town with little local competition. Position Moab businesses as the basecamp for a whole multi-day, multi-adventure trip, capturing multi-night stays and multiple experience bookings. Win fewer but exceptionally valuable clients, each of which doubles as a spectacular portfolio piece for every other adventure-and-gateway market. The winning argument flexes by niche —smooth booking and commission savings for tours and rentals, e-commerce for gear— but the core is constant: "millions of adventurers are planning a Moab trip online right now and booking rafting, jeep and bike experiences in advance; a beautiful, findable, direct-booking website captures a share of them and keeps the booking, while a weak or platform-buried presence hands that visitor to someone else." In an adventure capital as famous and multi-activity as Moab, that is exactly what sells.

Appendix — Buyer persona

"Travis, owner of a rafting-and-jeep-tour company in Moab." Travis is 44 and runs a small adventure outfit offering guided whitewater rafting trips on the Colorado River and jeep/4x4 tours into the backcountry around Arches and Canyonlands. His seasons —spring through fall— are busy, and his tours are exactly the kind of experience Moab's millions of visitors come for, but most of his bookings come in by phone, by email, or through a tour marketplace that takes a hefty commission on every reservation and owns the customer relationship. His website is an old page with a few photos, a trip list and a phone number: it isn't mobile-friendly, has no real online booking system, doesn't show availability or let travelers reserve and pay on the spot, and barely shows up when a family planning a Moab trip searches "Moab rafting tours" or "Moab jeep tour." He knows the visitors are out there —planning multi-day Moab adventures on their phones from all over the world— and that plenty of them would book direct, in advance, from a beautiful, trustworthy site if he had one, keeping the commission and filling his calendar earlier. But he's a guide, not a web developer, and he's tired of handing a slice of every trip to the marketplace.

What Travis needs is exactly what Stalyly offers: a beautiful, photography- and action-forward, mobile-first website that showcases his rafting and jeep tours with stunning imagery of the red rock and the river, presents his trips, pricing and safety credentials clearly, displays his glowing reviews, and lets travelers book and pay directly and commission-free —so he keeps the fees he now hands to the marketplace and finally owns his customer relationships. Paired with trip-planning SEO and a well-managed Google Business Profile so the families searching "Moab rafting tours" and "jeep tour Moab" actually find him first, all at a fair, transparent price, built quickly and maintained for him. He cares about two things: filling his tours with direct, advance bookings and not paying a marketplace for every reservation. The argument that convinces him is concrete: "Millions of people are planning a Moab adventure online right now and booking rafting and jeep tours in advance —a beautiful, findable, direct-booking website captures a share of them, fills your season earlier, pays for itself in saved commissions, and turns marketplace bookings into repeat direct customers you own." Travis is one ideal Stalyly customer in Moab's adventure market —and a gorgeous, bookable rafting-and-jeep-tour site set against the red rock is exactly the kind of valuable, high-impact work, and spectacular proof, that wins the next adventure-and-gateway client across the Southwest.