The AI Lie: Volume Isn't Revenue

Speaker A: Your B2B Marketing Pint is the podcast for B2B technology marketers who want to sharpen their competitive edge. Joined by other marketing veterans, your hosts Brian o' Grady and Brendan Ziolo share expertise on what works today and why. Grab a cold pint of hot takes on branding, content marketing, demand generation and more. Served with a side of sarcasm.

Speaker B: Ladies and gentlemen, boys and girls, I've got great news. It's another episode of B2B Marketing Pint. You're here for it. Brendan, who are we talking to today?

Speaker C: It is my great pleasure to introduce Carla Kongson, uh, who I have met a few years ago at an event here, uh, locally. And, uh, I was thrilled when she said yes to be on the podcast with us, uh, because today's topic is AI and she is an entrepreneur, AI integrated leader, CEO and CTO of Agentive, which is an enterprise AI platform. So she knows her beep. Uh, I won't curse here on this topic and can't wait to have her dive in. Uh, she's basically been involved for a couple decades now in the brand strategy, digital transformation areas. So she brings an extensive background not only in AI, but things that are relevant to our lovely listeners and, uh, watchers. On the marketing front, uh, she's worked with organizations like Ford, cibc, Canada Post, Invesco and many, many others, which I'm sure many of you have heard of some of that. She was also recently named Canada's, uh, top one of Canada's top 50 women over 50. So that is another kudo and feather in your cap. Carla, we're thrilled to have you here and thrilled to have you teach us, uh, share a number of insights around AI, especially as apply to leadership, marketing and other relevant topics. So welcome, Carla.

Speaker A: Thank you. Thanks for having me.

Speaker C: All right, so to get the ball rolling as we do on most of these. Carla, what are you drinking today?

Speaker A: So today I am drinking what looks like alcoholic Muppet Juice. Elmo Badlands Brewing.

Speaker C: Well, there we go. Our first Muppet Juice on, um, a podcast episode.

Speaker B: Brian, if anybody out there is going to create a punk band after this episode, I vote for alcoholic Muppet juice. What are you drinking, Brandon?

Speaker C: Uh, I am, I'm probably repeating, but I don't think I've had it on season two yet. I'm having an athletic brewing company which is one of the best non alcohol beers that I have come across. It's a great ipa. So look at. Looking forward to enjoying that because it's been a while. I can't always find them Seems to

Speaker B: be a favorite of yours.

Speaker C: It is. This is a good one. And, Brian, what are you drinking?

Speaker B: Well, I know we don't want to marry or even know when these particular episodes come out, but it is. It is close to a certain time of year, so I would be remiss.

Speaker C: Uh, there we go.

Speaker B: I am. I am genetically predisposed towards certain things maybe. And this is one of them.

Speaker C: So we're having a Guinness today, and knowing Brian, this. That special event he's talking about is not a one day celebration. So this could be anytime this month, this year.

Speaker B: It's hard to pack all the celebration into 24 hours.

Speaker C: All right, can we crack it open?

Speaker B: We can. And mine might foam all over my keyboards. If I disappear, you'll know what's happened.

Speaker C: Perfect.

Speaker B: There's an art to pouring these, you know.

Speaker C: All right, there we go.

Speaker B: Is it working for you?

Speaker C: All right.

Speaker A: Love it. You only drink Muppet juice straight out of the can, boys.

Speaker C: Clearly, clearly, clearly.

Speaker B: I have to wait a while.

Speaker C: Here's to. Here's to a great conversation and a great episode. And while I drink, I'm going to let Brian kick it off just as he takes a sip.

Speaker B: Deal. All right, let's talk turkey. Business AI and, um, marketing. Our, uh, alleged title for this, and we talked about in our preparation for this episode is you've got these cool pillars you talk about for Responsible AI Carlos. And I want to ask you about them. And I want to ask you about, uh, the first and foremost one, at least for me. I don't know if it's the one you go. You go to first, but you frame responsible AI, uh, through a few lenses. And one of them is financial, which is close to the hearts of a lot of the audience members, both of them who listen to us regularly. So for a B2B marketing, uh, lead a person in that kind of position, what is the roi? What is the finance ROI from AI actually look like right now? How are you measuring it? There's. There's a thousand different KPIs you could use. Could be revenue, could be margin, pipeline, velocity, cost control, etc. You know the list. So how should these marketing leaders be evaluating financially whether an AI initiative deserves more investment, or they should cut and run and go spend their money somewhere else?

Speaker A: Great question. This all becomes from the principle that if you can't measure it, you can't defend the budget when times get tough. Right now, every CFO is scrutinizing every marketing spend, so you better have some good, cold, hard numbers when you Start talking about AI. But the story isn't really black and white. It's not necessarily sales lift or sales growth, because AI touches a lot of what we do as marketers. So when you think about ROI from AI, uh, in a B2B marketing tools, you need to consider a few things. One might be time recaptured. That translates into strategic capacity. Now, that's a qualitative and a quantitative number, right? But think about it this way. If Your team reclaims 8 to 10 hours per week from routine content production or email responses or data synthesis, what's the dollar value? What's eight to ten hours? If you have 25 people, that could be five FTEs a week. So at, uh, you know, $100,000 a pop, that could be half a million dollars, right? And it's not just a salary cost, but you also have to look at what they can do with that time. Can they run two more strategic campaigns quarterly? And the lift from those campaigns, are they able to develop deeper customer insights? Are they able to build stronger client relationships? That full picture is actually a real roi. The other thing to think about when you think about that measurement is pipeline velocity acceleration. Now that's a mouthful. So we've seen marketing teams cut campaign planning cycles by using AI, uh, for research, for competitive analysis, initial creative development, you know, by 3x, right? So rather than taking two months to develop a campaign, they might be able to go through that whole sales cycle within about three weeks. And so if you can compound that accelerated activity and have more velocity, that can have a real impact on your sales. How about consistent quality at scale? Here's an ROI figure that nobody talks about is reducing the cost of mistakes. What's the cost when you go out there with a campaign that you've rushed but didn't actually deliver the initial numbers? When junior team members use AI trained on your brand guidelines, best practices rules, you get fewer of those off brand campaigns and fewer compliance issues, fewer expensive revisions. M. And you could calculate what brand inconsistency or regular missteps can actually cost you. When you look at your history, that's defensive roi, if you would. And so getting down to brass tacks, if you want to evaluate AI initiatives, you want to ask three questions. First, is adoption actually happening? Right? Because you can, you can set roi, but are people actually using it? And it's not, did we buy the tool and did we implement it? That's just tactics, right? Is the team using it? Are you seeing 60% adoption? Are you seeing time savings by a person? And, uh, are you Investing in the right things. Second, can you measure the time savings or output quality improvements? Have you put in measures where you can look at that, you know, a speed to market, etc. And then the third is, are you actually seeing capacity for strategic work or are you just making the busy work faster? Right. Like, so if you're just producing more, that's not a ROI figure. You might just be making, uh, more noise. But is your senior strategist spending 60% of their time previously in execution and that's now flipped where they're spending 80% of their time on hard strategy? Um, that's really focusing on the thinking that you're paying for. Those are the real, uh, wins.

Speaker B: I love it. There's a lot of food for thought there. I think my favorite is, uh, and I've always thought about the time saved in the AI, uh, argument as financials. I guess I should have occurred to me but didn't is, well, what else is happening then with that time you saved? Are you doing something else wonderful and worthwhile? Because that's a double whammy if you are. It's not just the savings, it's the doubling down a hundred percent.

Speaker A: And that's actually in our tagline. Right. Like it's time saved but also time scaled. And that's really what to think about is if you had more of that, more valuable time, how are you moving your business forward?

Speaker B: I love it. Brendan, what do you got?

Speaker C: Well, I wanted to pick up. You gave us a number of good examples or great examples there from, you know, the brand mistakes, um, or inconsistencies as you pointed out. You talked a bit about the research content creation. You gave us a number of examples where AI can help. Is there any of those where you're seeing AI do better or create real lift or something that, you know, real improvement there and then maybe flipping that around. Is there some area of marketing that you're seeing people use AI for? And it's just, it's noise that's not really helping in the big scheme of things, or not doing as well as the others.

Speaker A: For sure. For sure. So, so there's some easy wins and, and that's what we hear a lot of people talk about, which is producing more. Right. But if you dig down, there's actually more interesting areas rather than just content volume. And, and content volume often comes synonymous with like AI slop that's out there. Right. Like it's more isn't actually better. Uh, I, the big gains that I'm actually seeing is, is reducing the boring, repetitive work that nobody really wants to do. I kind of challenge people when I, when I come in and speak is I guarantee if you're working in a corporate world, 30 to 40% of what you do, you didn't jump out of bed to do. It's like I don't get to do expense reports or I don't get to revise that um, work back schedule for the 40th time, right. Because someone couldn't make a date. So when we take a look at some of the things that are repetitive, it might not actually just be tactical. So massive wins include things like research and competitive intelligence. Right. Um, where you're paying a junior analyst and it might take them five days or even a couple of weeks to go out, do a search, synthesize competitive positioning, market trends, customer sentiment. Now you can actually do that in a few hours with deep uh, research AI. This is real and measurable and it's happening right now. Uh, second, uh, which we're seeing a lot in many agencies and marketing groups is content variation and localization. Right? So you would hire a great creative director to come up with a concept and something that only human can really get to, that fine nuance. But then you got to atomize it. So you have to create 12 email variations and 15 social posts and ah, 17 cut downs of that particular idea. So AI can take a great human led big idea and then begin atomize it into dozens if not hundreds of a B testing opportunity. So really looking anywhere where you might have high volume, like pattern based work with quality standards, um, you can apply AI to do that. But there are areas where there definitely is noise, where there's more hype than actual reality. Um, so like I said in the beginning, AI slop, right? Using AI to just produce more when you should actually be producing better. Um, you can create 10x more content but people won't see them if they're not good, if they don't have that creative nuance, that insight that's actually going to connect with your customer, that the problem isn't about producing more volume, it's about strategic insight. Right. More noise doesn't actually equal more impact for marketers.

Speaker C: Yeah, that's a great point. And the repetitive tasks I think definitely touches back on uh, what you were talking about from an ROI perspective earlier. And uh, yeah, I can think back early in my career to the lovely things I was asked to do, uh, that I had to jump back because they were so exciting

Speaker B: reporting timesheets or TPS reports or something like that.

Speaker A: Juice can make that more exciting.

Speaker C: That's true, that's true. I did drink more back then. So maybe that's why the repetitive tasks.

Speaker B: Yeah, there's an episode in that for sure. Okay, well, I can segue from that because, um, for my personality type, this is kind of a repetitive task because I want to. I want to bring up what I consider a dirty word, which I think is another one of the pillars of your, uh, philosophy, Carla. And it's a word that really doesn't make me jump out of bed in the morning, to your point. And that word is governance. Uh, I don't know too many people who are like, yay, I get to do compliance and governance today.

Speaker A: What a good time for the compliance officer. They actually do.

Speaker B: So those people don't get invited to parties, right? I'm not saying they're not important. I'm not saying they're not valuable. I'm saying that's just not a good time. So what's the governance pillar here with. With AI? If everybody's eyes glaze over in a marketing meeting, when we bring up the word governance and all of my advertising peers out there, I'm going to say gdpr and they're going to run screaming from the room. They get it. And I've experienced it, and you've experienced it. Why should frontline marketers care about governance, uh, in an AI situation? Or is that just a corner office issue and, uh, the junior folks can let. Let the, uh, people in the corner offices worry about that?

Speaker A: That. That's an amazing question, and I'm glad you brought up the G word. Right. So you guys, do you guys like fast cars? Have you ever been. Have you ever watched nascar? Is that kind of fun? So maybe, maybe not. But, sue, when you think about race car driving, and I'm going somewhere with this, the best race car drivers are actually the guys that have the best brakes and know how to use them. Right. Think about that for a second. And so when I talk about, um, AI and governance, the philosophy that I talk to a lot of companies and boards about is you have to go slow to go fast. Um, and when you look at AI, one of the big risks is weaponized enthusiasm, which is running with scissors really, really fast.

Speaker B: Can I use that?

Speaker A: Um, and not actually understanding the risks that you're taking. Right? So it's the guardrails that actually let you move fast really quickly. And so when your company is clear, AI governance. So that could be approved tools, that could be. What data do you put in? Um, how do you keep that data safe? Output verification, is it real or is it hallucinated? Like a certain slightly large consulting company got in a wee bit of trouble in Newfoundland, in Labrador and in, uh, Australia for work that, you know, apparently, uh, the citations weren't real because they were AI created. Right? Um, so once you have these rules in place, you can experiment really boldly because you know the boundaries, you know what you can and can't do, uh, you know, where the potential risk points are and how far you can take it. And you can move quickly because you're not constantly second guessing whether you're about to make a career ending mistake. Right? And when you do something that breaks, break something. Uh, there isn't a control alt, delete button. When PII or your data goes out in there in the wild or you get hacked, the system essentially stops, much like cyber hacking. And in fact, in the most recent Davos initiative earlier this year, one uh, of the biggest risks that organizations that identified was data leaks. Um, that's a huge priority, um, and AI and AI fraud. So, so without governance, you can have some pretty terrible outcomes, right? Teams get paralyzed, they get afraid to use AI because they don't know what's allowed, right? And they're always second guessing what they can put in. And they're using it at, you know, the smallest possible way of very safe stuff. Summarize my email, right? Summarize my email did not transfer. Companies or the other side weaponize enthusiasm is teams cowboy it. They're using whatever tools they have. There's a thing called shadow AI now, where the reality is in a lot of organizations, 30% of people come in using outside AI that they didn't tell their manager is using. Right. On your phones. Because we all have our phones, we all have our laptops and they might be taking screenshots or uploading information that should never have any business, um, being uploaded into AI that doesn't have the protocols or goes into training data. Good governance should feel like this. Here's the approved AI tools which has been vetted, which are safe, uh, which have the security protocols that is reducing, you know, cybersecurity or fraud risks. Here's what data you can use and can't use, uh, uh, when you upload and use these tools, and here's how to make sure the outputs that you got out are actually real. And before you publish it, those aren't constraining, um, but those are clear guard rails of how you can use these tools to the utmost possibility.

Speaker B: Damn. I think you might have just made governance cool. I didn't think. I didn't think that was an option.

Speaker A: Making governance sexy again, man. Yeah, that's what we're after.

Speaker B: I. I do have, uh, an anecdote related to your comment, because I, uh, thought, where are we going with the brakes and going faster? Uh, I have gotten my hands on electric vehicle occasionally, and I did have to learn almost the hard way that if you want to get where you're going a long distance in an ev, you get there faster by going slower and reducing your energy consumption, uh, so you don't have to charge and stop and charge. So I thought, wow, that's a perfect analogy for what you're talking about. You heard it here first. Carla has made governance interesting again.

Speaker C: And if not, she's got muppet juice for the meeting.

Speaker A: Muppet juice makes everything okay.

Speaker C: Win, win. All right, well, I'm going to take us out of governance. As exciting and sexy as Carla made it sound, and talk, uh, about people for a second. So, with AI everywhere and marketers exploring ways to use it, some marketers using it more than others, um, there's the risk that, you know, it could make great marketers or even good marketers lazier. They stop putting in the critical thinking. They stop, you know, working through the strategies. They just start producing more, as you referenced earlier on. So do you have any advice for marketing leaders on, you know, how you can prevent their A players from maybe falling into the trap of, oh, uh, I can just produce, you know, 10 blog posts. I don't need to worry about the strategy behind it, or I can, you know, skip my research on competitors and just get AI to output a report or whatever the ones could be. You've given lots of examples, but what are some of the advice for leaders so that, you know, people use it, uh, and don't get lazy, but use it properly, use it to be better, use it to produce better, uh, and get better results.

Speaker A: You've just nailed it. The reality is today, over the last couple of years, we have inherited the most seductive easy button in the history of mankind. Right? And it is as far away as your phone. I love it. Yes, yes. An AI version of that. Right? And there's a term that's going around, and the term is cognitive atrophy or cognitive offloading. Right? And next to governance and cybersecurity and, you know, data leaks and all that, that's actually a hidden and significant risk that we all face as business owners, as marketers, et cetera. Um, I always, uh, choke when people Ask me, you know, um, how much time do you have as an entrepreneur? I have minus 20min available in a given week. Right. I have lost the fight with my inbox fully. Um, I'm shuffling things around, I'm triple booked on Thursday. I don't have enough time. And increasingly that's the reality of B2B marketers and people in small marketing organizations. And there's so much pressure because, uh, our reality is people are asking for more. And, you know, the, you know, that easy button that we just inherited lets you do stuff faster. And your boss is saying, hey, you got AI, like you could do twice the amount of things in the next five days. Right? And we have cognitive overload. So before AI, if you wanted to launch a campaign, you had to think about the positioning, the messaging. Execution was expensive. But that friction was, was actually how we learned and how we got better. And now we were experimenting with Lovable. I was meeting with, um, my business partner and he was able to reframe our entire site with much more advanced, um, interactions in five hours. Right. Uh, whereas, I don't know, eight years ago I would have hired a, uh, web company, paid them $50,000 to get that, that similar in output and it would probably have taken two to three months. He was able to do it in five hours with Lovables. So that's the reality of things are getting truncated. And so what you're beginning to see is people, particularly juniors, uh, developing output that's actually ahead of their skis and their capabilities, ability, and they're not able to assess it, um, as quality because they just haven't learned how to do that. Like, they might not have learned what a SWOT analysis or how to create a projection, but dang, like Claude was able to put it out and it was pretty convincing that the output was correct until it's not. Right. And so as a leader, a couple of things that you need to think about is you have to separate, uh, strategic ideation from the execution timeframe. Just because AI can execute in hours doesn't mean your strategic thinking should compress. Right? Um, so you might have saved, whatever, 20 hours doing the research and it gets shorter. That doesn't mean that you should compress the thinking time, the elevation time, the judgment time to an equal degree. It's actually giving you more time and, uh, sort of better cognitive bandwidth to do that better. Right. Um, you need to maintain that deliberate thinking time. Use AI to execute faster, but don't let speed come compress the strategic thinking that actually makes the work Better and more meaningful. That's where human judgment and the quality of human, um, uh, contribution becomes really critical. The second is implement a critical review step, ah, before you publish anything. Ah, that is AI assisted, right? Ask yourself, would you be proud of that work? Does it represent the best of your strategic or your creative thinking? Or am I accepting good enough because it was easy and I have 10 other things to do. Right? Like so that is just a quick spot check. Third, use AI to raise your floor, not lower your ceiling. AI should make your mediocre work better, but your great work should still be human driven strategic thinking that AI enhances and doesn't replace. Right? Um, if your best work and your AI's first output are indistinguishable, you haven't tried hard enough, right? Um, you have pushed that easy button and then you've hit copy and paste and sent out that board, uh, presentation or that creative presentation. Fourth, create some internal quality standards that AI helps you exceed. Uh, and not just get you to, you know, fine, right? Don't let what AI can do quickly become your new standard. Let's make what humans can do to make that thing an A, the standard. So the big danger that we face is like what you talked about, Brendan, right? AI could create a generation of marketers who are tactically good but strategically shallow because we stopped mentoring them, we stopped, you know, creating sort of that apprenticeship process where human, um, tries, we elevate them and they learn by doing. Right? Um, and to prevent this requires deliberate and conscious choice from leader. Use your AI for execution where, you know, you can get more technical content faster. But double down on the thinking part because that's where we as humans excel.

Speaker C: Yeah, there was a lot to take in there and a lot of great advice, but one of the things I loved at the very start was you mentioned the idea of friction. And one of our recent guests who was a behavioral scientist also talked about friction. Because there's always that thinking that make the signup as easy as possible, reduce steps, reduce fields, reduce buttons, etc. Etc. And sometimes adding friction helps get better results. Right? And you're kind of using the same thing here on the AI front that, you know, instead of going to AI and asking for these three things, maybe there's a bit of friction, maybe there's some reviews, maybe there's some other steps in there to make sure you're getting better results. And in our other guests analogy, it was better conversion rates. But you know, I was always a big, you know, less is more. But sometimes friction in the right pot spot is great. So, yeah, it was interesting. You. You brought that concept in in a totally different area as well.

Speaker A: Think about the times where we made our biggest jump. Right. Um, where we learned the most important things. There was actually friction in that because it was hard. Like, you didn't just inject it into your head. Like, you learned through debate, through sitting down, pushing, like, the quality a little bit further. Like, you know, embrace the friction in your life. Like, let AI reduce friction in some places. Um, but it can. Those moments where you're actually thinking is where you're growing.

Speaker B: I'm gonna have to go home and think about everything you just said for the last 10 minutes.

Speaker C: Yeah, we're gonna have to put some friction between you and that easy button, Brian.

Speaker B: That's right. Oh, yeah. For anyone who doesn't, who's just listening on audio and isn't looking, uh, Carlo was reacting. The fact I actually have an easy button, I don't know why that's true, but I still got a staples easy button from. There's that 15 years ago. And I press it as often as possible. Carla, the part of your response that resonated with me when you said was when you said, raise your floor. Don't lower your ceiling. And that, uh, really spoke to me and our experience with AI at our agency, because we initially struggled with AI because we were asking it to perform at the level of A players for what they're best at. And instead when we switched and we asked AI to do things that you're weak at, that people are weak at, well, that raised the game instantly. For whatever you're weak at, from wherever, whatever letter grade you want to give it a D, a C, a B minus to. All of a sudden we were at the B or B plus level for things people were weak at. So that really resonated with me. Raising the floor, don't lower the ceiling. All right, let's bring it.

Speaker C: Let's bring it home. Brian, I know we could keep going probably for the next five hours with Carla, but, uh, yeah, I think, yeah, we're getting to that point where we won't be a pint sized podcast anymore. So. So bring.

Speaker B: Fair enough. Fair enough. Are you ready, Carla? Because there's a. There's a concluding question that Everybody on, uh, B2B marketing pint has to go through. And this is your moment. Are you ready for it?

Speaker A: Think so.

Speaker B: Okay. Don't worry.

Speaker A: I don't.

Speaker B: Based on what you've already handled, this will not be a big deal for you. But here it goes. There are myths out there, there are truths and their realities and there's a lot of baloney. So in your experience, what's the biggest AI myth you hear from marketing leaders right now? And what's the reality, uh, that we should probably all understand before we waste a whole lot of money.

Speaker A: So talk to two. One is that AI is a tool. Right? And the opportunity is choosing the best tool or the best model or whatever. Right. Um, and the second big myth is that uh, we're going to be able to reduce headcount. And that's the solve. Right? Um, so let's unpack both of these starting with the first one. Um, there's a ton of news out there right now. So the gentleman, the CEO, CEO of Block, which owns Square, just announced a few weeks ago that they're laying off 40% of their staff because they, you know, AI has just, you know, replaced them. Um, and they've done all their things internally. And um, when there's a couple of studies by the World Economic, um, Federation, uh, uh, and McKinsey and others where something between 35 and 40% of business leaders think that they can reduce staff, um, uh, because of AI. So job displacement is on all, all of our minds. Right. The reality is in 2025, um, ah, despite all the announcements and all the layoffs, only 1% were actually directly attributable, um, to AI driven productivity. 1%, um, despite all the thousands and the numbers that were out there. So organizations that think with all this efficiency, all this productivity, I am going to cut half my staff and I'm going to grow my business. That's a myth, right? Because humans and talent are continue to be important. And the reality is AI is changing every facet of everything that we do. If you touch a computer, if your business uses computers, your business will need to transform, full stop. Pandora is out of the box. If you run your business the way you are running now and you don't change it, you will be out of business in five years. Because industries, technology, everything is changing. Um, Rishata Bakawala has a blog and I um, love how he positions it. Which is the companies of the future will not fit in the containers of the past. Um, and if we're making that container smaller by reducing headcount, we're actually stopping ourselves from that future transformation which will give us longevity. So the first myth that I want to debunk is AI will handle all of our marketing or most of our marketing, so we can reduce the head count by 40%. Um, sure. But you will be out of business if you, if you do that right. Like, you need to look at transformation and how do you elevate your people, how do you augment your people, and how do you actually sell more and take advantage of every opportunity that you've left on the table? By augmenting them with AI. So myth number one, myth number two is it's all about the tools. We just need better AI tools that'll solve all of our problems. AI is as much about people as it is about technology. Um, the group, the organization that buys the best models, the best tools will not be the one that wins. It will be the organization that figures out those tools. And it might not be the best ones, it might be the second or third best ones. But figure out how to integrate it into the messy, messy world of humans and human workflow and the redesigning those work workflows. BCG has a great formula which is October 2070, and the concept behind that is if you're going to invest, spend 10% of your investment getting your data figured out and fixed. Like, make sure your data is set up properly, 20% on the tools and the technology and infrastructure and governance and safety, and then 70% redesigning your processes, your workflow, training up your people, upskilling them, and helping them embrace this and sharing shift what they do to transform your organization. So really, th. Those are the two key areas that I would encourage people to understand in order to make the most of this opportunity, which is a once in a lifetime opportunity.

Speaker B: Wow. It's pretty good. That's amazing. So don't fire everybody. That was part one and part two was it's not about the tools, it's about the people.

Speaker A: 100%. You were listening. That's awesome.

Speaker B: I'm an active listener, Carla. Wow. Brendan, do you want to bring us home?

Speaker C: Uh, sure. I mean, that was awesome, Carla. And yeah, I was joking when I said we could keep this going for five hours, because I'm sure we could. But we do want to keep our podcasts at least reasonable drive for most people or a reasonable, uh, commute or however you're listening to this. So thank you very much, Carla. It's been a pleasure to connect. Again, thank you so much for taking the time to share all your insights with our audience. I'm sure everyone learned a lot. Um, and I'm sure they'll learn more as they continue to explore AI, both in what you do and others as well.

Speaker A: Thanks so much. It was a pleasure being part of your, ah, podcast.

Speaker C: All right, cheers, everyone.

Speaker A: Cheers.

Speaker B: Hey, folks, if you liked that episode, you won't believe the next one.

Speaker C: So don't forget to subscribe on your favorite platform and you won't miss out.

Speaker B: Or if you've got an idea we haven't thought of yet, hit us up in the comments. We'll cover that, too.