I'm awake now. So I'd start with a little bit of information. So why and how Dave and I kind of met. We were at an event similar to this, a manufacturing summit, and I was presenting on paradigms and mindset shifts and obviously the name of his company being Mindset Innovations Consulting. came up to me and we just kind of hit it off from his perspective of what work he was doing with his clients, the work that I was doing with my clients. And we knew that there was a gap. And so we're excited to share information with you on the work that we have come together to do. And we have a lot of information to cover. We want to make sure that you do stop by and see our booth at the end. I'm going to give you all an assignment to come to our booth to pick up something, because instead of handing it out here, I want you to come to our booth and engage with us. So we'll go ahead and get started. Stay true to time. Don is going to help us not go over on time, because sometimes I have a tendency to do that. and we've got lots to cover. So let's just dive right in. Probably not a surprise. The pressure is real right now in the market. And just a show of hands, how many of you are business owners or in a leadership capacity? Okay, great. You have come to the right place. So you know that AI is accelerating quite rapidly, and you also know that your competitors are moving. You're all in the same push. And we know that the gap between AI-oriented or enabled organizations and those and everyone else that aren't necessarily enabling is getting wider and wider. So AI is no longer optional. And honestly, it's going to kind of become table stakes, right? It's going to be kind of like Wi-Fi and iPhones here eventually. But the productivity gaps are also widening and your competitors probably are not waiting. So when we think about the idea of this paradox, AI is really not a technical problem anymore. There are great tools out there. We all can go out and purchase them. We can see what's available to us. So the technology is here. And it works. It's cheap. Some of it's free, right? We get what we pay for. And it's getting better every week. We obviously heard JC talk about that. But what it is, is it's a leadership challenge right now and it's a culture problem. And I think for those of you who reflect and look in the mirror, we also know that 95% of AI initiatives, this is being cited in McKinsey, cited in Deloitte and Gartner, they're all talking about this idea that AI initiatives are actually failing in many organizations. And so we know that it isn't a tech problem, it is a people problem. So here is how, you know, and this is an interesting slide, because here is how it looks in terms of data. Probably most of you would agree, as 95% of executives are telling us when we're visiting with them, that AI is a strategic priority, especially in 2026. If you haven't been focused on it up to this point, you are more than likely going to need to face that in 2026. Yet 95% of organizations are struggling with how to go about doing that and the AI integration. What's the strategy? What's the culture? What's the trust? They're using it poorly. Maybe they are using it secretively, right? How many team members are maybe using it secretively? Or maybe some are pretending that they are. And it's fascinating when we think about the reality underneath the executive confidence. So When we explore this further, it really, it isn't necessarily clear. There's a lot of ambiguity and there's a lot of uncertainty in the market. So, next slide, so... So, you know, they keep looking for an answer in strategy, they look for an answer in tools, and really implementation, right? So, none of these are actually the are actual the problems that we see, right? So, the problem is is not strategy, the problem is in those tools, it's just really that. you know, the problem is our people, right? So like, that's right to the center up there. And really, you know, we're not criticizing that. It's just really, it's really the honest diagnostic of it is AI adoption fails when human readiness fails. So you can have all the greatest AI tools. But until you have your people understand those tools and then leveraging them and using them, that's when it really takes off, right? So the rest of the session is really about how we see that readiness clearly before you invest in that. So we want to make sure that we're investing the right tools and then investing in a way that's going to be profitable for our companies and then also for our human beings too, because We need to have our tools enjoyable for the teams that are actually going to be using them, because that's when they actually use them. Okay? So next one is when we diagnose the organizations, we see three gaps over and over. So they are not unique to AI. They actually show up in every major transformation, okay? So the alignment gap. So the leadership wants it, right? And the teams, they just don't trust it right now. So Have you heard that where the leadership team says we're going to do something and also the teams are like, our leadership team is just so stupid. We hear those, right? I mean, it happens. It definitely happens, right? The teams just don't trust it. And then the top and the bottom are out of sync because the top is saying we're doing this, the people don't trust us, so it's just out of sync, right? So the capability gap. People don't know how AI applies to them. They see the headlines like, okay, use ChatGPT at your home, right? But they cannot connect it to their actual job. Or they're scared to as well. So using ChatGPT for your job, even though your job or your corporation didn't implement AI yet. So can be kind of scary there. And then the identity gap. So the last one there, they do not know who they are after AI. So this is the deepest one, really. And this one is the one that determines whether adoption sticks or it stalls, is what we like to say. So the next slide here. So here's what one of those gaps looks like in the real world. So as you look at the slide here, we're going to walk you through the five patterns that we see. So if you see your organization in any one of these, you're definitely not alone. You're actually in the majority, okay? So So if we look at that, so the founder wants it, right? So me as a founder, I'm going to say, I want AI. And then the culture just shuts it down. So, you know, they criticize and all those different things that happen, right? The pilot works, but then it never scales, or the tool is installed and that's barely used. So under 5% adoption on these tools, you paid 6 figures for. So, oh, that could be tough, right? So, and then teams say we love it, but then nobody integrates it into the world, real workflow of their organization. And then middle managers, right? There's middle managers. They stall it quietly. Leadership never sees it happening. And then, you know, does that sound familiar to you guys? Like, see how dysfunctional that is, especially in this day and age? Yeah. Domfeh. Correct, yep. Do you see this scenario more than you see just pure? Invection. Yeah, I mean, I'm a business owner. I'm A manufacturing business. My thing is, what is this? How do I implement it? How does it help me? Am I behind the 8 ball here? I'm behind the curve. Well, luckily you're not behind because there's so many CEOs and business owners and business leaders that are saying the exact same thing. I can't say that the culture of my people won't accept it or won't do it because we don't know how to begin. Right. Right. And there's companies that are implementing it. But then she'll get into this more, but you'll see more scenarios. Have you guys heard the term shadow AI? So people are using it in their organizations, but they don't have a policy. There's nothing written. So we'll kind of get into that too, but you're exactly right. You're not alone on that. All across the board. Because I did very much, I can see how this transpires because it's a dramatic change. and we as humans fear change. So yeah, I can see that coming. I'm not there yet because I'm not even that. Yeah. Not in the far end yet. Yep, which is good news. Don't feel alone. I mean, you're not alone. Right. What I would say is really good news because you're here and you're hearing this conversation. And what we see is there's this spectrum. And part of what we do is asking lots of questions to kind of get a sense where are the leaders first? Because And sometimes this is a little harsh and, you know, Dave says, oh, that was really direct. But what I'll say to leaders is the last thing that you want to do as a CEO or a leader in your organization without having some understanding of where your culture is at, and we've got diagnostics and assessment to do that, is to stand up in front of your entire workforce and to get excited, overly excited and passionate and say, we are going to make an AI transformation and wait, because what's going to happen is your organization and your culture, you don't know where everybody is in terms of your population. And some people, that is going to shut them down. That's going to send some people to update their resume. That's going to send some people to be sabotagers for what you want later. So it's great that you're here and having this conversation now because the timing really matters. Good question. Yeah, I'll let Casey do this one. So I love this one. I love this slide. And you can see that we're modeling AI really well with our slides. And this is kind of what your question relates to. Inside your organizations, you may have some that if, let's say, a manager or a leader says to them, you know, what do you think about AI? Are you using AI? And they'll be like, oh yeah, I love AI, I know AI. But do they really, are they really using AI? Are they pretending? Are they pretending because they think you expect them to know it already? And it's that fear, that identity that's kind of rearing its head. The other thing is some are excited, which is great, and you want some excitement. Some are terrified. Some may not necessarily trust AI. So understanding where your people at, and the whole point of this is, this is an emotional time. within the market. And again, it's the people challenge that it's existing. And when AI is failing, it's not, again, because the technology, it's we want to empower people to be enabled with the technology to increase productivity and to help you reach your targets and your goals. But if there's an emotional friction or an emotional fragmentation, and you have not set that foundation in place, that's where you're going to make some extra work for yourself and maybe minimize your impact. So I'll let Dave talk about this slide. This is one of my favorites too. You guys are priority reading a little bit there, but yeah, every organization is somewhere on the spectrum right now. So you're going to appreciate this slide for sure. So first one there is we see is denial. Anxiety. Skepticism. Cautious curiosity. Collaboration. And then advocacy. Okay, so leadership must know where, and here's the hard truth. So most leaders think they are further to the right than the organization actually is, right? So that gap between where leadership thinks they are and where the organization actually is, is really actually a readiness failure, we like to say. So without saying it out loud, I'm going to ask you guys this. So where do you think your organization sits on this spectrum? Don't say anything, but just hold that answer, okay? So where do you guys think you guys are at in that spectrum? Just think about that. Okay, let's hold that answer. So before we show you the framework, we're going to look at a couple of different things here, right? So one more foundational shift, we'll say. So the old leadership, right? So there's the old leadership there. So it was really built on control, right? Control, expertise, certainty, and then approval. Rule-based culture. Then the model gets us to where we're at today. So AI AER leadership is built on, you know, it says orchestration, curiosity, experimentation, and then psychological safety, right? So that model is what wins the next decade. So think about 10 years from now. So this really isn't a tech upgrade. It's just a A leadership identity shift if you are trying to lead with AI and then the old leadership, as you see over there, you know, trying to trying to come where we're at from the old leadership to where we're at now. And you're going to feel everything that we just showed you here in a second here. But have you seen the leadership where it's they go to they get their master's degree, they're in leadership, organizational development, all that. And then and then since they have that schooling, They're the authority, right? Well, now you have that AI at your fingertips and your cell phones and all that. So now you can have leadership models with an open AI. And now that leader is going, oh, I spent all that money in schooling and now you can have this at your fingertips? And then now that's the new authority, right? Oh, man. So these These senior leaders are going, okay, where's my identity at now, right? So we go to the next one. Yeah, and I think that I'm gonna go back for a minute because I think you did a really good job about explaining that. And so I would just say. The reason why old leadership models exist was because we were living in a world of scarcity, right? Scarcity of intelligence. And now we're living in a world of abundance of intelligence. So how many of you, maybe there's not going to be anybody that says this, but how many of you have like, you know, large team meetings? and you're saying, you know, we're going to do X, Y, Z, we're going to be working on this. Nine times out of 10, your people are taking what you say as knowledge, decisions, information. In today's world, how many of those people are running back to their desk and they're going to go ask OpenAI? I wonder if my boss was right on that. Right? That could happen. And so it isn't just our teams, your teams and your manager's identity. It's yours too. Because you've got to think about what got me here. I'm a little direct. What got you here is not gonna get you where you're gonna probably be going. Don't tell Casey, but I check her all the time. Sorry, sorry, sorry, sorry. Yes. And we, you know, we've been doing some YouTube. We've got a studio and we've been doing some YouTube videos. So go out and subscribe to our stuff because we'll be handing out some value that way. And in one of the, no, that's not good. Okay, I'll keep talking. And one of the thumbnails that we created was your leadership is expiring. And I hate to be that direct. Everything's changing, and it's okay, but we need to make sure that we're helping leaders navigate that. And that brings us to why we felt it was really important to create a system and to have some frameworks to cut through the noise. Because I don't know about you, I'm in AI, I'm annoyed by the noise about AI. I get out on LinkedIn. I'm so tired of having people try to sell me AI with their AI. And I'm an AI company. It's annoying. And so we have to cut through that noise. And for you as business leaders, this is a time of uncertainty. And then the sad part is it's going to continue to be a time of uncertainty. But we need to make sure that we can calm take a box breath and be like, okay, what do we need to do for our enterprise and how are we going to navigate this? So this is what we call our 12 domains of human-centered AI culture adoption. Now notice the bottom, really important, because we want to make sure Within our Precision X system, we have, in every domain, we have assessment, diagnostics, we have workshops, we have assessments around, like, for example, if we look at shadow AI, we can come in and we can help you determine what's really happening within your organization. And the nice thing about working with us is, and businesses tell us that, is that we can kind of be the messenger. We can kind of be the person who's like, hey, let's really talk about what you're doing on a day-to-day basis. The framework is built on this archery metaphor. And why? Because we believe that AI adoption is not about moving fast. Doesn't that sound wrong? It's not about moving fast, but it's aiming with precision. And it's making sure that, much like a bow with any archers in the room, a bow with a weak limb is not going to release a strong arrow. We want to make sure that we're strong, and an organization with a weak domain cannot release a strong AI strategy. So we have to make sure, and we have to make sure that your people and you as leaders have an updated quiver for a new world, new mindsets, new skills, new capabilities, and new technologies. And again, notice the foundation. of this is starting with human readiness and psychological safety, because we're human and we don't want to lose the human aspect, but we have a lot of people that are just fearful. and concerned. And we're not going to walk through all 12 of these today. We just do not have the time. And that's a whole longer conversation, but we do host lots of sessions on all of our Precision X system domains. And we offer solutions and we work, everything that we do is customized and personalized. But What we are going to do today is we've picked 4 domains that we believe it's where organizations sometimes break most often. So we kind of took a guess that we think that we would like to share these with you. And we can kind of dive into the first one. which is that bottom. Dave, were you taking the slide? Yeah, I'll take this one. So this one here, so these first three domains, they're really the foundation for everything, okay? And so without them, AI becomes really fear-based, right? And so teams freeze, leaders over control. So this is really the whole framework, either stands up or it collapses. And really, where Domain 3, the leadership evolution lives. And so I want to go there first. So let's go to that one. So domain three, it says there, leadership evolution, are your leaders ready to lead differently? So. The first domain here, so I'm going to deep dive on this one a little bit. And leaders really never want to look at this themselves. But so question, are your leaders ready to lead differently? Some of you kind of nod, some kind of smile, some are saying no. All right? Maybe. Maybe. So look at these signals. So executives delegate AI to IT, right? And then they disengage. Or leadership talks about AI strategy, but has not changed how they make decisions. That happens, right? Leaders cannot articulate what AI means for their own role. So, let me give you a little story here. We worked with a mid-sized company just recently. There was about 1800 employees. And basically the CEO announced an AI initiative, right? And then IT was tasked with that execution because it's, you know, technology, so IT. And what was it, six months later, we were in the room with the executive team and and they were asking for updates on the AI strategy. And so dashboard slides, adoption numbers, you know, basically when we looked at those numbers, they were flat. And, you know, teams were not using the tools. Department heads were just asking IT basic questions like, weren't we supposed to do something with this? And so really delegating, right? Here's what stuck. So the executives had not changed a single thing about how they led, right, and what they prioritized or the decisions that they made. They had really just delegated AI at the same way they would just delegate like an HR system. Okay. Can I add something to that? Yeah, absolutely. Yeah, because I think it's important to note that oftentimes we get contacted by companies that... fortunately kind of say, oh, I think we need some help because they've invested. And if you follow the money, they spend money on things. And then they realize that, oh, we need to go back and figure out how are we going to make this sticky. And so then we get called in to be like, well, can you help us? Can you talk with our team? And then we ask the executive, well, who's heading, you're heading it up, right? And they're like, oh. It's just always a delegate to IT. Yeah, and to IT, yeah. So then we try to fix the problem. So we go backwards, which doesn't save you time in terms of your strategy execution. Yep. I'll let you take this next one. Dangerous today. Holy cow. So domain 7, I want to talk about that. That's identity and role reinvention. And, you know, through, I like to describe this as it's like identity coherence. So I want to think about this. We as individuals need to be self-aware. We need to understand, you know, what brings what brings value to those people that I get to share my life with in the workplace? What are the things that I'm proud of? My job description says that I need to accomplish these tasks. But now AI might be able to kind of come in and complete these tasks. But it's hard because we feel a little threatened because our identity is derived by what we do oftentimes. And we've worked hard to get to, especially in leadership roles, we've worked hard for that promotion and that title. And we hear it often that that job replacement conversation that's in the media that's coming up. We heard it this morning, right, in the opening keynote. And it's creating this emotional distress in the market. And honestly, it's the identity coherence factor that you as leaders need to just acknowledge because it's going unnamed. And it's really less about what job title people have. It's about, well, I was proud of that. And fear leads them to believe, well, am I losing myself? And people resist losing themselves. They lose that identity. And it isn't necessarily that they're not resistant to transformation, but they're resisting losing themselves. And it really isn't about the change. It's about the instability. And when you have instability, you start questioning, you know, we hear things like, I'm just not sure where I fit in anymore. or I just don't feel appreciated anymore. And those are the types of comments that people are making. Or somebody will say, you know, everything is just changing so fast. You know, I feel like I don't know what's expected and I just can't put my thumb on it, but it just feels like, and those are the reactions to that uncertainty and that instability that they're feeling. And they just want clarity. They just, I'm not clear anymore about what I'm supposed to do. Maybe if your organization hasn't started AI, they may say something like, well, I just don't know what leadership's going to do, and I'm not quite sure you know, if I'm even going to have a job, and if I do have a job, am I going to want that job? Am I going to enjoy that job? And so where most change management is going to fail, it's going to come from that identity coherence issue. Now, for those of you who have your agenda and you're looking this afternoon, Selena Pearman is doing a session. that's going to talk about adaptation and change management, and she's excellent. What we're adding here is a little bit of a different layer underneath what you'll hear about if you attend her session. And it's really about before you can adapt, you have to know who you are. are becoming in a new environment. And which brings us, you know, as humans, it brings us peace to know. Who might be coming? Because we're always aspiring to what's next. As humans, we're always thinking, hopefully we're thinking ahead and thinking from a forward lens. Which brings us to, any thoughts or questions on that before I kind of move on? Show of hands, does that make sense? Does that resonate with you? Okay, so that's what's happening. That's what we're hearing. We're seeing that time and time and time again. It is a reoccurring theme. So we're going to talk about domain 11, because this one is equally as important. Every organization has stakeholders, right? Internal stakeholders, external stakeholders, the market. Right now, the market may want to know how does your company approach AI? And if I ask each executive separately, let's say you have a C-suite and we have a conversation with the CFO and we say, you know, what does AI mean for your business? And then I go over to the chief operations officer and I say, tell me, well, what does AI mean for your business? And I have that same question. Time and time again, the answers aren't matching. So think about that question. If you were to have somebody on the outside come into your executive leadership team and do that, Do you think that everybody would say the same thing? I see shaking heads. No. So that's a challenge. That's a problem. So there are these signals that are clear that AI strategy means different things to different executives. And if you have in your executive C-suite different meanings of AI, your functional leaders in their departments and their teams, that's just compounded. I often say that with AI, if you didn't have alignment before AI and now you're bringing in AI, it's like putting a jet pack on and hitting that wall. It's just going to speed up your dysfunction. You're just going to get to your dysfunction a whole lot faster, and you're going to hit the wall a whole lot harder, right? And maybe you're bored. And I would imagine as an executive, your board is saying, what are we doing with AI? What are we doing with AI? Right? What are we doing? We need to get AI. And you're sitting back like, whoa, I don't know what to do with AI. I know we need to do something. And then your team, your team is looking for you. They're looking for you to not stand up without any other context or conversation and get excited because then that's going to just amplify their fear, right? You heard me say that. But the CFO and operations manager, you know, all of your key leaders need to really be coming together and having that alignment, or you're going to make things challenging. So I'll give you an example of this. And, you know, Dave gave an example of a company. This one had about 150 million in revenue. A CEO had announced AI transformation is going to be happening. Basically, you know, in a leadership meeting, told their executives, and this was before we got involved, but told their executives, here's what we're going to do. I want each department to go back to your area. I want you to talk to your teams, and I want you to brainstorm, figure out use cases. So, right? I see nodding. So your chief marketing officer or your COO goes back and the team comes up with, you know, here's some use cases, here's how we think we can use that. The one person that really had a problem with that, once things kind of got going six months in, any guesses what role? Was concerned the most. The CFO. Why? Hola, money, money, money, money. The CFO was frustrated about the costs because each of those departments were going in a silo doing some... In and out some cash, right? One of the best tools, and as the CEO and the leader. What do you think the board's reaction was? And who do you think had the answer to that? So we're not going to see the return on investment if you don't have the structure to be able to benefit. And here's the test. We run this test with executive teams often. We ask each member that same question. We kind of get them back together. When the answers don't match, We focus there. So I can't stress this enough. And then if your teams internally, they live life and they represent your brand, right? And we know the markets, there's a lot of people in the market that are like pooey on AI. Well, what happens when they're representing your company in their day-to-day life? So you have to have a governance. Your teams need to know what are your principles? What do you believe about AI and how is your company going to do AI for good? because that will also make a difference too. Okay, I'm going to, I went off script. Sorry, Dave, don't be mad at me. Oh, you're good. I'm just making sure. Okay, we got it. Okay, we got it. Okay, we're good on time. Okay, so this next one. So here is where, like, when we talked about those 12 domains earlier, this is where it all comes together, right? So all those 12 domains come together. So AI must move from experiment to really building that system to culture than to have it, okay? And so that is really your sustainability engine when we think about AI, right? So most organizations get stuck at the experiment stage. We saw that too, all that dysfunction that we just talked about with that organization. You know, they wanted AI, then people wanted the best AI. thinking that the best AI or the best AI is the most expensive AI, but then now you're just confusing everybody, right? So they run pilots forever and then never integrate. The 12 domains that we talk about, the framework that we have specifically to Precision X System is designed to move you through every stage. Okay, so notice on 10, 11, and 12 on this visual. Okay, so 10, 11, 12. So regulatory and risk alignment, and then stakeholder alignment, and then there's engagement. Okay. So basically it's measurement and momentum. And then these are the domains that turn AI from just basically a project. Or a talk into really organizational capability, OK? So the next one here, it might be hard to, you can see that. Okay. Here is why most leaders cannot solve this from inside their own organization. Okay, so leaders are inside the system, right? They're in that system. And then resistance is really invisible from within. So when we think about identity fear, It's the unspoken, right? And then again, middle managers, they're going to self-protect, and then that culture defends it. So you really need someone who understands the psychology, and Selena is going to bring that later on this afternoon, is that psychology to that. You need systems, kind of like the Precision X system. You need that change, and then also you need the AI, right? And then let's bridge them together. And truly, that's what we do there. So that's exactly why we made that Precision X system, you know, with Casey and I, you know, market president of a university, then our mindset innovations that comes to that. So really brings that psychological human side with AI systems and then solutions. So You know, businesses ensuring that we're addressing the critical gaps. We like to say sticky adoption that many are faced with. Okay. Next. So we're going to leave this room shortly. She gave me the 10 minute warming a little bit ago, so maybe 8 minutes now. Not yet. So about 8, 7 minutes. So we're going to leave this room shortly, right? And when you get back to your organization tomorrow, These are the five questions we want you asking, OK? So I'm going to ask you guys some questions. OK, one. How many of your leaders use AI daily? You don't have to raise your hand at once. Are your leaders doing it? Shadow AI? I see nodding. There's some nodding, okay. And then... How many of your teams feel safe experimenting? That's good. Sam, yeah. Is AI embedded in workflows or is it just kind of floating outside of them? Kind of embedded a little bit. Okay. Do your people see AI as amplification or do they see it as a threat? Probably mixed bag, is my guess. Yeah, a little mixed bag. Yep, absolutely. And then if your top AI champion left tomorrow, would adoption survive? Couple head nods, that's good. So yeah, each one of these maps to one or more of the 12 domains that we talked about, and your answers will tell you there. So I'll give you this slide, Casey. Got 5 minutes. Yep, make it quick. So this is why it's important to get this right, because we want to make sure that we are seeing return on investment and that we're creating velocity and results. And with that archery metaphor, it's making sure that you are hitting your targets and that you're strategy is going to have an upside because nobody wants to waste money, right? So making sure that you're going to see the compounding advantage and what does that look like? If you forget anything else that we said today, I want you to remember this because the companies that are going to win the next decade are going to be the ones that aren't necessarily just all about the best tools. It's going to be about those that have the strongest AI leadership culture, and that means governance. And I often like to say, you wouldn't kill a fly with a bazooka. You don't necessarily need the biggest AI solution. You just need to have a solution that's going to get the job done. Done and done well. Um, let's see, and this one's you. Okay, so really quick here. So you heard from 4 domains today, right? And so let's go deeper on one fifth one. So on May 28th, we're going to be hosting a 90 minute leader briefing focused on the focused on domain 10, really. So that's regulatory and risk risk alignment. So there's some risk to it too, right? And so, Aaron Warner, Doug, I think you'd be talking about some of you're going to cover some AI shadow AI and governance, and you know, I think you're talking about that later today, I feel like. So, if that resonates with you, go to their sessions as well as as well as this one, but we connected to the full Precision X readiness framework. And so this QR code, it's virtual. So if you want to take a look at it, you know, it's, I think it's what, $97 or something like that. But it's like, we've got a sign at the booth too. So you can give it a checkout. Yeah. So if you guys want to scan that, but it's at the booth too. Okay. And so of the four domains we covered today, which domain resonated as a barrier in your organization? Anybody want to share which one kind of jumped out at you? Oh, that's a good one. That's good, but not good, right? Yeah. And I think the, I would just add to that, that we have helped companies pick who their champion is, and it would probably, it surprises a lot of people that you're, what you may think would be your best champion necessarily isn't. So it's how you select that is really important. But so that barrier in your organization, think about that today and then bring it to our booth. We want to hear about it. Not to sell you something. We just want to hear about your barrier because as we know with AI, we're all learning together, right? So we want to hear your barriers too and what you guys experience in your organization. Okay. And so this one here kind of talks about if you're serious about it. AI companies transform companies, leaders do. So it just kind of talks about that transformation. And again, just come to our booth, talk to us. We'd love to hear from you. And really, we just want to aim with intelligence and use that metaphor. And I just want to add one last thing. is that when, and I'll put this slide here too, but our archery, so like if you go to our booth, we have a little bow and arrow set up and you can actually shoot at the target. It's a lot of fun. But what our aim for was, pun intended, aim on that was to really just, when we implement AI and we have to go through the people side of it first, once we get into the implementation stage, now who's ever using the bow and arrow is going to hit that bullseye every time they use it. Okay, that's the metaphor to it. So it doesn't matter who's using it in the organization. We're going to make sure you hit your targets, your, you know, if it's financials you want to hit, whatever it is inside that AI model. So And I think that it's because everything's personalized and customized to your organization. We don't do one size fits all. We start with any consulting relationship. It's about making sure that we understand your business and the friction points. So thank you for listening to us. We hope that you stop by our booth and thank you to CIRAS for the collaboration and partnership, it's been great. And good luck. May the force be with you out there in the uncertainty land. We feel for you. We'd love to be able to help. Thank you so much.