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McKenzie is its own biggest client right now because they're trying to figure out how to reorganize because of all the bad a lot of different things. But one of the bad things is that they were very involved in the drug addiction, you know, recommendations, and helped coach a lot of that. But there's still a very trust resource. Do follow them. And I talked about the fact that AI is the number one initiative to every CEO that's out there. Every CEO that's out there that's, I think they said, comes their $5 million plus all the way up to the biggest companies. AI is the biggest initiative. Then it is, you know, using technology to outcompete, and there's a bunch of other things. But here's where I come in, and I get to shine, and it's that I don't teach people how to use AI. I don't teach people AI programming. I barely even talk about large English models when I start to talk about large English models, the CEOs. You ever see somebody in farce by accident and they stand still. But maybe it was somebody else. When I started to talk English models to these people, this is exactly what they don't want to hear. They don't want to get into the leads. They want to get into the details. They just want to know who do they need to run it? What do they do with it, and how does it make them grow? Get better, faster and stronger. Okay, so then we talk about, and again, I'm showing you what I show CEOs in about a three hour work session. So we're, we're, we're definitely being an agile element. I talk about where they can see the biggest gains in ROI for middle market companies. I've gotten 5000 CEOs, CSOs, Chief, sales chief, HR officers, CFOs and coos. I've been doing this for months. We now have 5000 people that have put information in about what they do. So then I talk about a concept called Return on return on AI. Okay, now we're talking Okay, so now I can actually track where my return is. Okay, great. As of right now, again, Middle America, the people you're developing applications for, the people that are ultimately going to get AI and use it, but they probably don't even know that they're going to use it. Marketing gets the most gains. Sales with the email automations gets huge gains. There's a company called apollo.io it's a platform for sales development reps, right? All people who call you, you know, all those LinkedIn messages you get, hey, you know, they use Apollo. It's replacing zoom info. It's like the largest database of people. They are developing new technology, new innovation every day. The companies that are using Apollo are really like, having a lot of success and growth, and that is the number one reason why you're getting so many LinkedIn requests, people who just want to connect and say hi, share ideas, sell you something, HR, things, games, finance, getting gains. Operations getting gains. The CEO and owner is getting major gains. I went out again Middle America, California. It was, what was the city? California? Yeah, beautiful, and there was a CEO there that I spoke to him and his executive team. And I don't usually talk to the CEO and their executive teams. I usually try to keep the conversations level. But they invited me sweets of their team, so I talked to CEO, and we worked through a couple of things, and we I gave this, a hybrid of this presentation to his executive team. A lot of them were very like they were looking at me, like I was the enemy, like I'm here to tell the CEO how to take their jobs away, right? That's the other fear, either, apparently AI is going to take all of your jobs away. And what do we say? AI is not going to take your job away. People who know how to use AI are going to take your job. Thank you. Good job. I'll pay you later. But I actually, the CEO called me. I could use your help. I started using this. This company makes faucets the coolest, the most badass faucets you'll ever see. They're skinny pump faucets, like it is. Faucets are like the centerpiece of kitchens, and it matches the railings refrigerators, gorgeous. It feels so good in your hands. It's got mechanisms. It just feels like Transformers became faucets, and I presented to his group, and it kind of went okay, and a week later, calls me this, I can I have investors, and I'm not communicating with them, well, I'm not talking to them in a way that they're listening. Because I'm very operational. I'm very just the best man. I am very bullied. How can AI help? So I spent 20 minutes on the phone with him, and I showed him a couple of prompts of like, here's what you would normally say. I basically showed him co pilot, which sits next to, you know, which is a part of Microsoft and helps you rewrite within Outlook, rewrite within the Word document, rewrite. And I I'm channeling my speaking to CEOs here anyway. So I talked to the CEO. We rewrote one of his ears real time. I didn't charge the board. I was just kind of on exercise. He sent it out a couple of days later, he responds says that's the first time that actually got responses to the emails that sends my investors positive energy. I was like, so, so, okay, let's, let's the learning. To me. What is the learning? Yes, I need to be more personal. I can go into much more detail. I can be much more colorful. They want me to be more human. AI is helping me be more human. You're not enough. You laugh. What's wrong with you people? It's true. AI can teach people who speak hate man to be more approachable, to be more human, to be more friendly. So that was a fun, fun example. Then I talk about how people are changing behaviors and sometimes AI contribute that, you know, you have these. There's like, three of these, like aI devices that have come out in recent months. I actually ordered the rabbit. Are One. We're friends here. I can take out my sport, you know, in a couple days of like had been miserable failures just in the last couple of months, it's hardware trying to do what Apple just announced two days ago, three days ago, whatever it was they're trying to do what Siri, Hey, Siri, they're trying to do what she does, or he does, however you have programs does with a separate device, which makes absolutely no sense. But people are buying this. I actually ordered a rabbit r1 and I haven't gotten it yet, but everything I see is it's just basically a useless brick now, especially with what Apple's announced. So there's a lot of work to do, but it is changing our behaviors. 
And as you know, it changes search your SEO strategy sucks now, thanks AI. It changes the apps, right? You're going into chat GBT to look for things or get some help, instead of going into Google or going into a browser, the devices, you know, we talked about that one, and then it is also that secret weapon, right? Nobody talks about it. Everybody does. So these behaviors are changing rapidly. So then, what do we do to organize, operationalize, integrate all of this chaos? Well, we've got a couple of things that I put together under the AI, first leadership thinking principles. How do you as a CEO start to think about AI not as a technology, but as a change management process, as a framework, as a map, as a way to get started into the world of AI. How do you prepare for what's next? So I'll go into my nine day AI, first leadership principles really quickly. Look through it, but I like to prepare CEOs for the next 10 to 15 years. There's a generation. So I have Generation X.
a documentary about AI. And then they heard that I wasn't there too. So I basically wrote, you know, wrote protels of of someone amazing, and they invited me to talk as well. It was because I talked to them about generation AI, and what does it mean for the future and for how people do things. So AI first leader. Ai first leadership. Thinking is a framework, it's a map, it's an operating system, and we don't have much time left. But here's the steps I teach CEOs to use in order. By the way, there's a QR code at the end of it, so, yeah, in order to start thinking about and building the framework for AI, set the tone. The CEO must set the tone. What AI means or doesn't need to accompany has to come from the top. Doesn't mean they lead it. It just means they have to set the tone. Build the playground. Make it fun for people to show you their prompts, right? Show me your prompts. Build an interactive playground where people can play and really do a lot of prompts and document it, share it, what worked, what didn't work, so on and so forth. Embrace agility and adaptability, be flexible, rely on those third party tools that are embedding AI in their applications so you don't have to leverage that speed of innovation. Understand ethics. Now, I have a lot of stories I talk about about ethics, but I think a lot of you know more about and have thought through more ethical considerations than I have powering your data. How to really replace bi or bi, you know, business intelligence thinking with AI, with chat, GBT with generative AI of different forms. Build the customer, customer centric AI applications don't take people out, but embrace what AI can do to make it a better experience for the customers that people have trust but verify everything right? So don't let it go out with the in the world of and conclusion, you know, think about it first, and then the ninth thing which kind of scares people is have a disaster plan. Make sure that you know where you're using AI in the event that some technology something goes awry, and you can sort of undo some things. And that is where technology, like an IT person or a managed
service provider, can help with some of these mid market companies. So that's it. That's what I teach them. Then I scared a little bit, and I say, you know, I describe what quantum computing is, and I use, like the example of a in your typical computing as a switch that goes on. Quantum Computing of switch can go on, off, left, right. It's basically the long container switches right. And I said, Imagine if that's because right now, the biggest limiter, limiter for AI is the speed of the technology, of the hardware. Nvidia kicks us because of the fastest chip, but it's still not fast enough. They're not making enough of them fast enough. But imagine when the computer is no longer the limiting factor. Ai quantum computing. Have a baby, whole different world. I just love to end with scaring them on that. So that's about it. I went over about two minutes. I do sincerely apologize. I have a on LinkedIn. I have an AI first leadership thinking principles newsletter. I'll let you decide if you like it or not. It's good or not good. But I post about every week or every two weeks, and I share what I'm learning going out there and
about writing about. email for the CEO using chat GBT. There's an article in the Wall Street Journal recently about AI, and one of the one of the reader comments said, the first time I got an employee using chat GBT to write an email, I warned them, the second time I fired them, and that's like the fear, right? That's the fear in organizations. I shared that story at Kyle Shannon's weekly AI Office Hours Friday, every morning, 11 which I attend, and one of the other attendees said, do they allow flush toilets software? How about spell checkers? Our next speaker, Matt fernato, will cover automate the boring to spend time on the meaningful. Matt is founder and CEO at the AI advisory group. He's got two decades of experience in AI or data science. Previously, he was CEO, head of AI and data science, and he built AI practices from two firms earning accolades such as Nvidia's credit of the year. He's worked with Fortune 500 companies developing strategic AI roadmap that drive significant business outcomes. He's a seasoned consultant, keynote speaker, known for his ability plan theory, practicality and storytelling to inspire audiences about Yes, future potential, please join me in welcoming Matt forneal.
hoping that things will be more successful, but nothing's communicating with one another and causes friction. And we know that AI automation, right? These are basics for administrate I think everybody probably knows this, but you can get contact, obviously, organically after increased revenue, cost savings, increased productivity, faster results and certainly link fewer mistakes, right? And all. That's good and well. But almost every organization that I've talked to, the majority that asked for us to come in as perhaps in the past, but on prosecutors, consultants, they wanted one single problem solved, right? They didn't take the appropriate way. We want a culture of innovation. We want to drive change. Can you help us figure out where we should innovate, where we should use AI, right? So they get like people latch on to a single use case for AI or RPA or anything in the space, and you don't see adoption. You don't see engagement, because it's solving one specific problem, which is what tools do, which the problem is those tools. And so we're not enabling the organization to be more effective leveraging technology and AI, we're really debilitating each other. And Dan had a great background on me, so I'm here the the only thing that I'd say is that my take coming from a psychology, sociology background, where I went into like breakfast, was having that people centric approach, right? Because all data, whether people want to agree with it or not, is really based on attitude, behaviors package for the values, right? People buy for a reason, and we don't look at data for the underlying reasons, laid reasons why people are doing what they do. We look at data as a pattern of behavior, and that's fine, except we can't implement behavioral change. And so I come from that approach of, how can we actually change and innovate? How can we overcome a lot of these frustrations in the technological space? And so what I've recently done over the past six months, was bringing on a team of former reporting 100 500 CEOs met at Intel that was to find CSL bearing and Equifax, because these people have been in the trenches. They've suffered. They've had battle scars from trying to build practices from scratch and meeting the kind of friction that all you probably need in your day to day does,
and the goal for us is to help that innovation to drive culture change and to more cohesively or structurally look at the system as a whole, to drive change and adoption innovation. And so this is a foundation where our team comes from, and we, anybody here knows, like, AI is a future, right? It's nice. And reback box is not being opened back it's here to stay. And so the people that mean it with friction, it's like, What the hell are you doing, right? And I use it to create a competitive photo and operationalize things or you didn't even have to make that choice and but in regards to what's next, I think organizations have and every individual has the opportunity to figure out where this goes right. Do we continue building one off products, one off data science models using an AI playground, or we use it to enable and improve and enhance our quality of life and what makes us thrive, especially in the workplace. And so I'll give the backstory in a second about why I came to this radicalization. I but if we can look who easily at an organization or at a set of problems, or for you as an individual, right, what takes up your time, what drives you mad, what you off, and if I told you we could find a way to get you 10 to 20 hours back every week. How would that feel? What would you do? Because the organization's going to benefit if you're using AI workflows, right? So that increase revenue, cost savings that will happen as a live product, but that time back means that whether you go and take a walk and improve your personal health, or you can spend more examples seeing all that matters, strategy and collaborating workshop and you know, one on one with Your team, like all of these relationship aspects, we tend to ignore the technological space and we and even like leadership, doesn't look at like, how do we use AI as an augmentation or enablement platform and just see it as as silo AI will solve problems, instead of, how do we use AI To raise all the shifts every employee, any organization, to be more performant, more happy, doing things that they actually want. And so, you know, for me, it was that leading to the reality, the end goal state for we'll say humanity, right? It's a part of the other but it's not a paycheck, right? Is that we spend 40, 6080, hours of our weekly maybe to the work. And how much are you spending to build you need relationships, whether at work or at home or on the go. How much time are you spending focusing on your mental health? How much time you spend on your physical health? Colorado might be the healthiest state, but I know there's a lot of mental and physical health ailments. That means it's not a obesity problem, right? It's a work problem, and so the stem, because I used to work 80 to 120 hours for two
create impact. You can automate out parts of your job. You can spend time on things that matter, whether it's internal at your company, on like the strategy, the value creation, whiteboard and workshop and talking with your boss, learning, or whether it's with your family, with your friends. I certainly a lot of them, I made as well healthy. So I was taking care of my health, and now I figured, okay, well, we can automate to enable the meaningful and that led to the creation of companies program, which is a four phase A accelerator. We dub an A accelerator. But reality is, it's a culture change model, right? It's about, how do we create innovation in the organization? How do we create a hypothesis driven culture? How do we say, You know what? Maybe we don't do everything perfect. Maybe we could do more, and if we took that approach and then took that into phases of made sure that leadership's aligned and actually communicating Sure. Many of you have seen failures at the leadership level time and time again, and it's usually because of egos or lack of communication. But if there's alignment there, and you create an AI vision and strategy, then the rest can follow, right? So we do top down, but we also do bottom up. That's we have multiple pieces, but they generate AI for business users, right? Like, how do we upskill employees teams being more effectively to your jobs? And it's about the parts that actually can be and should be automated, not about automating out people's jobs. And so we'll show you what we've built shortly. But one of the things I always hated about Consultants is most sort of artists. Has anybody worked with consultants? Anybody best happy with consultants? They can talk the talk, but if they hadn't lifted and they certainly can't walk along. So I said, Whoa, what if we do this internal third number? What if we figure out how to automate all the Monday bases so you can find meaningful things, talking with our customer, talking to the people that actually we can help change the prospects that help drive that. And so we build up this workflow, automation, PRs, TV, right? Is like, what the hell you off? What is your actual name? Nobody actually just said is like being a visceral name, as you have in your jobs, but like, maybe it's 100 emails, or maybe it's that report that breaks every time you send it, or maybe it's Yeah, your team not responding in any timely fashion when you need things done. These are all pains and like emotionally, they drive us crazy. They approach real stress and implicating and so our approach process model goes at, let's actually figure out what those are for you, what are your day to day and week to week things? And if you identify what those are. So instead of like, let's do a cool project. Let's do R and D. Let's do AI here. We'll do genai Over there. Please look at this at the level of like, well, help me be more successful. What do we be happy? And then do an assessment of, is it repetitive? Is it something you do often, if something but if something that happens over and over again, you should certainly automate it. And that just comes down to cost. And value is like, what are the investments that are required to build this, and what are the potential value that comes from that new often value exercise they need a failing if you haven't received before, is the fastest path to get what you want is to be able to showcase what that was like. And so if you can understand, what are the cost savings or revenue potential increase, how's time is saved, and then ultimately, your mental sanity, which you can't really measure, is that valuable to go and accomplish that? And so when I said we decided to walk the walk, we decided to do that with prospecting, right? I will actually show you our workflow in a minute here. But from the prospecting side, there's like, okay, what are my pains? Right? I'm like, I know I can connect with people that I can help. That's easy as simple, right? That's the root cause of all the processing. But I get 100 LinkedIn connections a week. Not that acceptance Harvard is just a little kind of tipping, right? But if someone might be a good fit because they reached out and connected with me, then I should probably review their profile and maybe their company and see if they're eventually good fit. Then I need to add them to the CRM system. Then I need to figure out how to communicate with them and what four of them? And what do I say often? Should I try to reach out? They don't sign. And there's a lot of frustrations with all of that, right? Because all I want to do is just talk to someone who I think might be a good thing. Maybe they're not this time, but those things are all repeatable, all things that happen in day and day out. And cost wise, Michelle was the primary builder of this, and it was some pieces, but it took 12 weeks of work, right? It didn't take us that long. I was like, full time, right? It didn't take us that long to build it out. And big suplexity was connecting local systems, right? We have a few household and prompted. We built in, we built the supporting mechanisms based on our ideal customer pick, and that's the so you can see, but show you this piece in a sec. But we get time back. We get sanity. I don't have to try to remember if I reached out to someone or if they didn't
reply, or if I should reach out again. And it increases the potential for revenue, right? Because, again, my end goal, on a personal level, is have more conversations sooner with people I can truly help succeed in AI. And so we always just talk about, like a basic data science or AI problems. Like, do we use genai for marketing? Like, yeah, but have you ever done customer training? So you know what their extra pains and needs are? We don't really address it externally. We don't address them internally. And if we look and try to do that internally, then we can figure out what is the root issue that we're trying to resolve, and so that's what I want to do for the worker. But that's what led to our processing workflow, right? It was accepting LinkedIn invites. We had an application for that, getting into CRM. We have an application for that, identifying who engages with me. We use some LLM scoring
AI out relationships. I want AI in all conversations. I don't want the AI discovering, understanding what someone actually needs, what their pains are. I just want to get to the right people. And this is how I think we should be thinking about AI, as opposed to, let's just replace people. Let's not resolve anything except for a single problem. And what this meant was getting 30 hours of time right, not that is why getting actually 30 hours of time back right each week. And what the heck does that mean? Right? And we're not building this just for prospecting. We're building it for our final holder, creation for new clients. We're building it for operations, for legal, for finance. I want to have an eight to 90% automated company, and so we're at a point where we could have engagement with people, so that way you don't wait through the time they get to do it really well. And the projections are 2.8 more in profitability. You know, distorted and hard to estimate for activity, but based on concussion, 40% more productive, which means that I put less of that into the company. Boxes I do the
company, and more time into planning focus will help more time into meaningful relationships. For anyone interested, we don't have this full to build on yet, but maybe other studios. We're building an AI assessment that we're going to be figured out for you guys. So it'll be a questionnaire, and then we'll be able to provide recommendation site graph stuff. In regards to the, what we call it, the vectors that are notes that where you working essentially, so you can know, like, where your company overall is in regards to different aspects of AI and data, and then, yep, very last one, sorry for going over, is, so I talk a lot about me, and it's not about me, right? This is about you. And so how can you actually implement this in your daily life? You have to pay attention to yourself. What you off, right? If you understand what the heck that is, whether that's like, I hate both the air travel, but there's just like, frustrations that over and over. Iterate, right? If you haven't seen what those are, then you can start figuring out, well, how do you see what tools do we need to identify those frustrations, then map that to the pain recognition, cost, value framework implement the ones that are most meaningful. They'll pay, you know, the time, or give you the most handy back. Or if you want to make your boss happy, increase your most you have time to focus on you, your health, your relationships. And thank you.
seeing it show up from really small enhancements to, you know, full fledged startups. And the last one is sentient design. And that's kind of where I think the future of these three lenses are headed. So we start out with the first one, kind of conversational interfaces. You know, I think we're all pretty familiar with this. If you use any, any kind of chat application out there, you'll see it, you know, ideally, they're kind of these AI driven natural language engines. You can talk to them, you can give them pictures. You can give them, you know, additional text, whatever, whatever whatever you're importing, its context aware kind of has the ability to understand, you know, multimodal and the idea is, this is simple interface. I can give it piece of information, you know, as broad or as specific as I want, and it's going to provide some sort of utility to me. The obvious ones here, I think, are, you know, chatgpt, Claude, perplexity. And for me, this is really kind of the the thing I'm excited about, Jim is this idea of conversation interfaces, where, you know, obviously, I've seen a lot, I've interacted with a lot of things. I've never been super impressed. Like, okay, yeah, maybe ask a question or two, and it'll get me some some responses that are kind of on point. You know, for me, what really, I think, piqued my interest with this kind of current wave of AI. Because, you know what 1956 is when the term was coined back at Dartmouth with Turing and McCarthy and a few other folks is this idea of this conversational dialog, this ability to actually engage with it, to feel like I'm talking to something other than just a computer, to feel like there's some essence of understanding there. I think it's the easiest way to kind of really get our hands on generative AI. Now you know, some of the other things I'm going to showcase about these aspects of this, these these lenses, these ways of looking at it, aren't meant to be cut and dry. It's just a way to kind of rationalize the world. Take all this raw input and talk about it. I think that leads me into the more interesting aspect here, this idea of augmented productivity. You know, it's integrated into my environment, whether
that's Excel or my IDE. You know, there's a It's not Clippy anymore, like word, but it's there. It's helping me become better, faster, stronger at what I'm doing. It's contextually aware, whether I'm in code, whether I'm in some kind of content, maybe I'm doing some design with the Adobe Suite, whether I'm working with just raw data, it's got multiple integration points, and it's focused usually on automation and collaboration, type tooling. Here. What are some examples? Well, I think the first two most folks would be familiar with GitHub co pilot, love it or hate it. It's there. It's meant to kind of accelerate, you'd augmented productivity, companion tool. I don't know, some people love it. I I've encountered some people, you know, I rag on a lot. Some people come up to me after somebody talks and said, You know, it's, it's really good for these cases. And I'm like, I'm glad you found that Excel, you know, you can go into a cell, get it to do some basic a lot AI stuff. I think Google Sheets as well. Oak owl is one that is internal to a slide. It's a startup. We help build a generative AI product around it's a real estate company. They wanted to improve the listings for the real estate agents, take away a little bit of that manual, automate some of that task. You know, it was quick, six week build, but we managed to get a POC together so that they could go move beyond their seed stage and go actually get an A series funding. It's interesting to see, you know, how it's being leveraged. Some of the lessons we learned from an engineering perspective on how to manage prompts. How do you manage your cost? You know, how do you, how do you kind of find that balance between prompts and costs versus the value that's coming then we got a loot. If you've ever needed to record anything in a browser. Might have used loom. It's quite popular, at least within the organization I work. One of the things that used to really irritate me was that the recording was just had a timestamp there what didn't give some kind of inferred title. It has changed to my great happiness and the fact that they're using little generative AI behind the scenes to take the first five minutes of a transcript and then generate out in a seemingly appropriate title. So it's no longer just summarizing the timestamp that is annoying me. It's taking a little bit of friction out, probably increasing, you know, retention and all the other metrics that product people care about. And then lastly, we've got kalana. I couldn't even remember how to pronounce the name. They're one of these buy now, pay later companies, and they've kind of fascinating case study, because I think they're the ones that kind of touched on both ends of the spectrum of being able to increase productivity. But also, there's some some job loss sitting there, and the fact that, you know, they've managed to downsize their customer support operations through the use of generative AI. They've managed to reduce some of the marketing and sales costs just being able to generate things better quicker. You know, there's still some element of human oversight in all of this, but you know, ultimately the automations win it in these cases. So and the third one, the one I think we're going to see a lot more traction with, I guess, because it's, you know, it's about kind of improving what's there already. So this is the idea of intelligent interfaces that provide contextually aware, kind of almost self aware responses. And I like to think this, you know, the things that are kind of sitting between the various pieces of software helping me kind of maybe put a slack in my CRM together in a way that, you know, from an engineering perspective, we're going to talk about a CRM as an engineer to I've got to be involved in marketing, sales part of my life. But, you know, bring bring that together. Help synthesize information. Just help me be better at what I'm doing. And I think the key part is a seamless integration in the workflow. So for me, if AI or generative AI, or whatever flavor you want to talk about doesn't seamlessly provide utility, and it doesn't approach near human levels of trust. I don't think it's a winner for me. I'm gonna have a harder time adopting that piece of technology or finding a use for it, and if it's a little more seamless, a little more smoother to work with, what are some examples of this? So, I mean, the Google search with the AI overview, blogger, hey, whether it tells you put glue in your pizza or not, you know, the trying, you know, these are experiments. And I think that's the thing to remember here, is that it's going to be a lot of trial and failure. There's going to be a lot of trial and some really interesting successes that pop off another one if you're in the engineering space, maybe you've heard of them called Get unblocked. Now they're a little bit more kind of like the conversational interface, and that you've got a little dialog you ask questions. You can ask it through speech or text. But the idea is, it connects your slack, it connects your GitHub repo, connects all your internal documentation, ingests it all, and, you know, it's meant to kind of learn and respond according to how you're interacting with it. The idea is that rather than, let's say, an engineer joining a company and they set up for a week, onboarding and trying to learn systems, they're able to kind of self service. They're able to get in be a bit more efficient, you know, just have a smoother user experience, rather than, you know, waiting for the 40 hours of meetings I need to schedule with the various managers various areas to understand how things work. They can get going a little faster. Mileage may vary on this, I did a little trial, you know, it seemed to work, okay. I haven't had the opportunity to put it on a larger client code base. But, you know, working on some of my personal projects, the problems looked interesting. Now the next two might be more more interesting. So this one of the webinars NASA Jet Propulsion Laboratory was talking about how they're using generative AI and one of the use cases with this idea of a digital twin and retired scientists. Now, why have I put that in the enhanced user experience that feels like a conversational interface? Well, to some degree it probably is, but I'll put on the enhanced user experience because you're getting utility out of former employee, their writings, their experiments, they're pulling all this together to create this engaging experience for current scientists. So maybe you're doing bit of research in an area they were an expert in. You can't talk to them anymore. Maybe they're no longer with us, just not available for whatever reason. You've got this ability now to kind of drill, hence what you're doing, enhance your research, enhance what you're