Ad legend Dani Richa on AI, risk taking, and how advertising has changed

Dani Richa: It's only humans that can do things that have never been done before. We spoke about risk. It's only humans that can decide the level of risk they want to go into.

Diane Brady: Welcome to Leadership Next, the podcast about

Kristen Stoller: the people and trends that are shaping

Diane Brady: the future of business. I'm Diane Brady.

Kristen Stoller: And I'm Kristen Stoller.

Diane Brady: Hi everybody. Welcome to Leadership Next. I'm Diane Brady.

Kristen Stoller: And I'm Kristen Stoler.

Diane Brady: This week, Kristin. Danny Risha.

Kristen Stoller: Yes. He is the chairman and group CEO of um, Impact, BBDO International. Now, Diane, I have to admit, I had no idea what BBDO even was. I think that's very ignorant of me. And then I googled it and I was like, oh, it is the firm that Mad Men is based on.

Diane Brady: Okay, yes, it's an iconic advertising firm actually there. And that obviously goes back decades. But more recently, you might remember the sncc. Remember those Snickers, Snickers commercials or not, they did that, um, have it your way, Burger King. So they were the OG really sort of advertising agency that, to your point, Madison Avenue, Mad Men. But now, of course, it's a global agency. It's also one that really, if you're looking at where are the growth pockets in the world, it's the areas that he's overseeing, Africa, Middle east, et cetera.

Kristen Stoller: And I think that's what makes Danny the most interesting, right, because he has the unique challenge of advertising in regions where it's a lot stricter and the culture is very different than where BBDO primarily operates. So he is making advertisements and campaigns that have to fit in boxes that no one else has to do well.

Diane Brady: And he's also operating in a part of the world that is the fastest growing consumer market, which is Africa. And by 2050, one out of four people on this planet are going to be African. So if you're looking for where to grow in the world and how you market to those people, I think you'll enjoy this conversation with Danny. So we'll be right back after the break. In the spring 2025 Fortune Deloitte CEO survey. 42% of CEOs said they're planning to cut costs. Leaders are shifting away from traditional cost cutting measures to more growth oriented cost optimization strategies. Strategies. Jason Gurzadis, the CEO of Deloitte US is the sponsor of this podcast and he joins us now. Jason, great to see you.

Jason Gurzadis: Great to see you, Diane.

Diane Brady: So what's driving leaders to adopt this approach? What are the benefits?

Jason Gurzadis: Yeah, I think a couple of things. I think all businesses are endeavoring to get to a cost leadership position because it gives you maximum flexibility to deal with other variables and effectuate, uh, performance, uh, through cost leadership. But growth oriented cost leadership is made possible today because technology and other business model innovations allow for it.

Kristen Stoller: Jason, could you give us some examples of growth focused approaches to cost optimization that leaders are actually using and what are some examples of how they've been successfully implemented?

Jason Gurzadis: One is, you know, we have many clients that have legacy technologies that they can now integrate different technology and data sets into that legacy technology that allow them to create additional insights. So you know, think about a core uh, legacy ERP system that can then be augmented with uh, point of sale data or uh, supply chain, ah, data that allows for different types of insights to be gleaned and operations to be managed in a more effective way. Another example is, you know, today there are many opportunities to leverage third party relationships to create different synergies. So um, you can take what had been fixed costs and make them more variable.

Diane Brady: I think it's more proof of that we're entering a whole new era of innovation. Thanks Jason.

Kristen Stoller: Danny, thank you so much for joining us here at the Fortune Global Forum in Riyadh. We are in your home region. Thank you for welcoming us. Uh, you run Impact bbdo, which is a subsidiary of Omnicon and you're in charge of all of the Middle east and Africa. But I want to start by getting a sense of you. Can you tell us about the campaigns that you are the most proud of?

Dani Richa: Look, there are m many campaigns that we've worked on that are really dear to me. But uh, one that has consistently over the last few years, uh, been like, received the maximum number of several Grand Prix that can year after year. So that consistency, and that's something that I encourage clients to do, is to really um, stick the course and not just do one off and continue. So it started with uh, it's for an nhar. It's a newspaper in Lebanon, struggling back then, as most paper newspapers, uh, are at this time in a country with problems and economies and wars and all that. And they got tired, uh, publishing the lies of the politicians. There was a country in a standstill with no government. Nothing's happening. So, so the first campaign was really uh, inviting them to publish the first ever blank edition from COVID to cover. And it was a shock for the market. They thought that they actually went out of business and that's it, that's their last edition.

Diane Brady: So your advice to the editor was publish a blank edition.

Dani Richa: Blank edition with no advertising revenue. No, nothing. And then a few hours later in the press conference, we invited people to write with their own pens on those blank uh, editions what they wanted the politicians to do, how they wanted the country to be fixed. And it caught like fire in social media and uh, really it created a movement. It was a big success and it actually helped trigger uh, get back a government in place. Then the second one, I mean to do justice, I'll invite the audience maybe to check these out. The second one, um, the year later, um, you know, that same. There was a parliamentary election and they were using as an excuse the economic problems to say they didn't even have money for paper and ink for the ballots. So we again took another brave stand and uh, the newspaper said, okay, we will not publish that day. We will donate the ink and the paper for you to do the ballots. The ballots for the. And again it was really, People uh, liked it. They uh, created movement, created a lot of noise and ended up having an election. One following year there were like six publications that really, you know, unfortunately had to close down. We took the six, uh, newspapers that were out of business and gave their editors a full page or two full pages. So it was a newspaper inside the newspaper. You'd open a Nihar, you'd find another newspaper, you'd find another newspaper. Six newspapers that had closed were brought back to life so much and were able to create, I mean, and then the following year.

Diane Brady: I'm going to stop you there because I feel like you've had so much impact that we're going to be up to the present day. But let me ask you because, because as you're talking, it is a reminder to me that bbdo, which you're part of, um, was the original Mad Men ad agency. Right. And so it's like the Don Draper, the creativity. What you're talking about is the kind of old school creativity that frankly I don't associate with ad agencies anymore. Am I wrong about that? Obviously you just gave us some examples.

Dani Richa: Old school in trying to like do things that matter, that move people, that, that uh, create positive change. But totally new in the means that we're using them in the technology that's available. A lot of what I explained uses digital and social like, like never before to amplify those messaging. So yeah, I mean, uh, look, the basics and as hopefully we'll get to talk a bit about AI and how important it is to stick to the basic. Because at the end of the day with all the texts that's happening, with all the one constant will always remain is the need for big ideas. Big ideas that touch people, that move people and that move businesses, and that never changes from the days of the madman, maybe for the next 50 years, who knows?

Kristen Stoller: Well, Danny, the ideas you described are so bold and also kind of risky in the regions that you operate. So how do you convince, you know, clients or governments to take on these ideas that they may be a little shy to do for reasons of, you know, being scared or geopolitical reasons?

Diane Brady: Cultural.

Kristen Stoller: Yeah, cultural reasons. How do you do that?

Dani Richa: Look, one, you gotta find the right. Find the right partners. Those who, you know, share your, uh, passion to do change and to take calculated risk. We once asked a client, we did a, you know, quite a bold campaign with that client. And then we went after the campaign was really successful, I'm not going to talk too much about the campaign, and thanked the CEO for taking that risk. And then the CEO said, what? What risk? What do you mean? The biggest risk is, I would have taken is not doing that campaign disrupt or be disrupted. You know, so. And again, risk is a, uh, is a relative term. I was in a discussion with, um, one of the biggest developers in our region, and I was, you know, part of the discussion with the CEO was, what's your risk appetite like? Because, you know, we want to know. And he said something that kind of I really liked. And I said, you know, I'm going to borrow that. He said, there is no risk. There's just extreme optimism. And, you know, and if you see this region and how fast it's developing and the projects that they're doing, I mean, yes, obviously there's risk, but it's extreme optimism and it's believing that if you build it, they'll come. And if you look at places like, uh, the uae, if you look at Saudi, where we're sitting here in Qatar, the kind of projects, the ambition is unbelievable. And if we went back 20, 25 years and we said we're going to be here today, a lot of people wouldn't have believed us. So, yeah, I mean, risk is important. Why? It's important because you want to do something for the first time. You want to do something that's never been done before.

Diane Brady: Well, you're in a.

Dani Richa: There is no benchmarking. There is no benchmarking. There is no safety nets. There is, you know, you're taking a creative leap. But we do that with a lot of, you know, uh, insights, a lot of data. We make sure that it's founded in a real human truth or a business truth. So you don't just kind of. It's not art for the sake of art. I mean, there's a part of it that's really scientific and then that's why you know, you're going to, you're taking risk. But it's calculated risk, the science of it.

Kristen Stoller: In today's day and age. Is it to go viral? How do you look at virality? How do you think about virality? Do you like going viral?

Dani Richa: Well, I don't like the term viral. Sounds like uh, a virus or a disease or an illness. Look, you never intend to go viral. You intend to touch people in a meaningful way, in a way that resonates with them to the point that they want to share it with their loved ones, they want to share it with their friends. And then if you strike that emotional cord, that's when it goes viral. That's when people want to share it, talk about it. But it's never an objective to go viral. The objective really is to, to get the message to the right people at the right time.

Diane Brady: Before we go into the future of marketing advertising, I want to go to the past and just ask, what made you want to be an ad guy?

Dani Richa: Look, uh, I come from a family of architects and uh, I went to France to study architecture and I ended by mistake watching A Night of the Ad Eaters. Uh, in France they called it La Nuit des Piblivors.

Diane Brady: A horror movie?

Dani Richa: No, no, it's, it's. They take a movie theater and they run ads back to back from 8pm to 8am in the morning. You know, back to back ads from around the world. People normally go for half an hour, watch a bit of ads and then go have some popcorn and go have dinner.

Diane Brady: So you willingly stayed overnight?

Dani Richa: I stayed 8 to 8. Like I did a whole night. In the morning I, I called my dad, God bless him, and I said, look, I'm sorry, I'm not going to be an architect. You know, I don't want to be limited to building with stone, glass, steel. This world is, you know, the world is your canvas. And uh, I got into it and never looked back. My first job actually was an art director at um, a very good agency. Um, it was back in the days where you were still drawing the storyboards one by one and uh, frame by frame, and um, had the chance to work on some fantastic brands. And then a bit later I joined bbdo. And uh, there I had again the opportunity to partner, uh, with some of the most, uh, exciting clients where we did some great work. Over the years.

Kristen Stoller: I want to turn now to AI because I think that's such a big part of the space. Your story, what you're doing next. Can you just give us an explanation first of how you're using Genai, if at all, in your campaigns?

Dani Richa: I mean, look, it'll be a real missed opportunity. It'll be really silly not to use Genai. And the way we use it is in the creative process. There's a starting point and the starting point AI. What does AI do? It gives us. There's so much data out there and AI allows us to make sense of that data at a speed we could have never, uh, been able to before. So really making sense of the data, finding the right insights, uh, that we would build our strategy on. So that's fantastic. That's the before also part of the ideation. I encourage my creative team to brainstorm with AI. I don't know if you know, but, uh, The O&BBDO came up with the brainstorming, uh, concept. So brainstorming is really important for us. But, but use AI not to get the best out of AI, but allow AI to get the best out of you. So kind of like a bouncing board. Have AI kind of challenge your ideas. And we've developed tools. For example, um, the Brave bot. It's the Gordon Ramsey of, um, creativity. So we taught that Ramsay of creativity of creativity. We taught that large language model the best, the best ads, the most effective ads from the last 20, 30 years. And then when you discussing ideas, it benchmarks against them and it kind of challenges you based on that. It's not your typical, uh, you know, chatgpt where it's comparing to everything that's out there. This is comparing to the best that's out there. And it's, it's really so, so you get, does it make sense that you

Kristen Stoller: can't plagiarize others or two or in

Dani Richa: a way, but it kind of, it kind of, you know, kind of golden Ramsay in a way where it criticizes the hell out of you, it tears your ideas apart and then sometimes it suggests some fixes, but you're the one coming up with the idea. So between getting the right insights because you want to build on something that's meaningful, um, using AI to partner with AI to get the best out of you and then validating the work, that's the starting phase. Then what AI has done is as creatives, we've always had a problem of time. We've almost had it producing the work, producing. We'll get to personalization that's there. You know, actually producing the work took a lot of time. Uh, the cost and what AI does, it frees us from that. You know, we can, we can produce at speed, we can produce at low cost if need be. So that's actually producing.

Diane Brady: Can you free your customers to do that as well though? I mean because you know, being in the creative space ourselves, you know, there was a point where every company thought they could be a media company. Now every company thinks they can be an advertising company because they have these tools themselves.

Dani Richa: Yeah, I mean I tell you, it's like um, yes, you have the tools. It's like giving everybody a camera but giving the best photographer a camera. You're not going to get the same pictures. It's more difficult to judge a good idea than to come up with one. AI is going to give you tons of stuff and the ability to work with AI and to pick the right message. I mean it takes a lot of experience, it takes a lot of creative judgment and uh, unfortunately not everybody's equipped to do that. So what we put. And it's a good question because you know, some clients tell you yeah, but you know this took you an hour to do. Ah, yeah, it took me an hour and 30 years of experience to not just the problem but between the different outputs that you get to select, to reiterate, to work, to fine tune. So to help produce the work is definitely I was playing great role and then the after which is the personalization. Being able to reach the right people at the right time with the right message. I mean at first we were kind of um, you know, we used to broadcast, you know, have one message to millions. Then we got a bit more sophisticated and we were able to personalize. So for example, in your feed, if we know from the algorithm that you're interested in SUVs you'll be served an SUV. If you know that you like red, you'll be getting it in red. What AI allows us to do now, it's not just you know, you know, personalizing the messaging is engaging it to a stream.

Diane Brady: Yeah, no, it's a good.

Dani Richa: Where people give feedback and get part of the storytelling and not even the offering, even changing the product suggesting and then the ability to listen in real time, the ability to respond in real time to give customers tools to play around. I mean you look at Nike, they're co creating uh, designs with people and based on the outcome and the testing, some are actually produced at masses.

Kristen Stoller: How transparent are you with the client, the customers, anyone who's seeing a campaign about this is produced by AI or field by AI and what's the feedback been like? Because I know we talked a lot, um, previously about AI slop and how I feel like my feed is constantly all these generated videos and I'm like, oh, I'm so exhausted with all this AI generated stuff. How do you talk to your customers about it?

Diane Brady: Producing 10,000 a day.

Kristen Stoller: Yeah.

Dani Richa: So look, there's work that is fully produced with AI, there's work that's co produced with AI. So you do some shooting and then AI kind of does the backgrounds. Uh, and then there's work that's completely shot by humans. It's a bit like handmade versus machine made.

Diane Brady: And there's a big artisanal cheap versus mass produced.

Dani Richa: And there's value on handmade and the ability to use all of that. I mean we have the opportunity to use all of these tools that are available to us and the horses for courses with. When you need something that is, you know, cannot be done or can be done more effectively using just AI, you do that. When you need something more raw, more authentic, a real life story with, I mean, nothing beats the emotion you get in the eyes shooting somebody who's telling their own story. I don't think AI can. A human.

Diane Brady: Yeah, you always remember those. That's why you win the awards. But let me ask you, because you're doing the Middle east and Africa, those are a lot of different economies at different stages of development. So what have you gleaned in terms of what does connect with consumers? I know we're talking about one to one marketing, but you get into the front lines, tell us a bit about how those markets are developing and what's

Dani Richa: changing there, what's beautiful. I also had the chance to look, uh, after Europe as well. So I can compare the benchmarking young, you know, and one of the things, I mean we try to do is in all these countries, especially Africa and Middle east and the subcontinent, we look at some of the tension points. I mean we, for example, in um, um, Pakistan, there's a huge, uh. It's one. Cricket is like crazy Pakistan, part of India. It's part. And it's a. You know, cricket is massive, is the number one sport and it's frustrating because the women there want to play cricket and uh, they can't because it's reserved to men. And mostly it's reserved to men because of the equipment is expensive and they have no access to equipment. So we partnered with.

Diane Brady: Sounds like women's Soccer in the US

Dani Richa: we partnered with, uh, but women's soccer,

Diane Brady: all they need is a bowl.

Dani Richa: There you need equipment. So we partnered with, with one of our clients, Pepsi, uh, and we did a huge billboard. And in that billboard, you had women, you know, posing, playing cricket. But we actually put the equipment in the billboard so people could actually pull the equipment, play with it, and then return it in different fields around the country. And they loved it, and they started playing, and the coverage was fantastic. So in these different countries, depending on. Depending on the needs, depending on the challenges, the tension points, you do things that are, you know, that are relevant. Sometimes when you're doing regional campaigns, it becomes more complex because you don't want to do a film or a campaign for each country. And here you look at the commonalities, and there's so much more in common that we have than differences that, uh, you know, sets us apart. So you do look at the differences. Some of them are multinational brands. They tend to find the human truth that connects. A mother in Egypt is not that different from mother in Saudi Arabia or mother in London. Some of the values are the same. Some of the aspirations are the same. And we kind of focus, uh, on those.

Kristen Stoller: I want to go back to your word truth, because I've read a lot of your interviews, and you consistently say trust is built on honesty. It's built on truth. Was there ever a time where you had to tell a client an honest truth? And maybe you didn't, you lost them. Maybe it was a challenge you had to get through? Was there ever a time you had to do that? And how did you work past it?

Dani Richa: Look, I mean, the starting point is choosing partners and choosing partners that share your values. And, uh, so once you've chosen, we've said no to many partners. You know, we want pitches that we didn't, we didn't. We chose not to continue because we felt the chemistry wasn't right, the values weren't shared. So often the clients that we work with would never ask us to tell something that's not true or to exaggerate. I mean, I remember an experience. It was many, um, many years ago, a product claim that was a bit ridiculous. I mean, it's like, um, it was a disinfectant, a disinfectant that you cleaned the surface with that repelled the flies. And we tell the client, well, it repels them. Where to? They don't land on the table. They land on you, on the children, on the food. I mean, and they said, no, no, no. You know, we, uh, Said, look, sorry, we can't do that, it doesn't make sense. I mean it's an over claim. It doesn't make sense. And we lost the business. The client launched that product at millions and millions of dollars and it completely failed. And the team behind the team, no, we didn't feel good. But, but we felt, you know, that it was the right thing to do. So. Yeah, I mean we wouldn't, we would never. And, and if I feel I had an experience with, with one of my colleagues who were doing a campaign, it was like a real life experiment. And uh, we did it. It was beautiful, very touching, very powerful about. For Alzheimer's. And uh, basically it was, um, we found out that people, uh, have the short term memory is gone, but the long term memory is still there. So they wouldn't recognize their own children, but they would recognize them from when they were young. So we did an experiment with a Hollywood makeup artist and made up their children look exactly the way they were 15, 20 years ago and tried to see whether they would recognize them. And we shot it and it worked. And it was so emotional, so powerful.

Kristen Stoller: Yeah.

Dani Richa: And then one of the creative guys tells me, yeah, I mean, I said, are you sure these are uh, older children? He said, yes, yes, yes. He said, but just one, because she was a lousy actor. And we killed the project. We dumped the project because one of the people wasn't a real person. And it was meant to be a real experiment. And we threw away quite a lot of money.

Diane Brady: The whole thing.

Dani Richa: The whole thing.

Kristen Stoller: Wow. Did you redo it or you were just like, we're done?

Dani Richa: No, no, we gave up on the project.

Kristen Stoller: Wow.

Dani Richa: Because we felt that, you know, and then he was a great guy, tried to convince me, you know, it's an enactment. We can put a disclaimer. I said, no, absolutely not.

Diane Brady: Yes. Many, many a, uh, journalist has been felled by such things too. Right. You cannot. Once you lose trust, you don't get it back. But let me ask, how has this region evolved both in terms of the marketing messages and as it's like many fast changing parts, Africa, Middle east, et cetera. Has that changed the nature of advertising itself?

Dani Richa: Here, look, this. Absolutely, I mean, um, reason I chose to come back is I found, and as you can see, in the last two or three years, so many companies are coming here, so many global companies are coming to establish their regional headquarters in the region. One because of growth potential, but two because of the development that's happening. So I came back because I found potential of positively Impacting and accelerating that change that's to come. That's coming. And, um, the nuances are huge. If you look back 20 years ago,

Jason Gurzadis: um,

Dani Richa: television, some of the television stations in this region, you couldn't show, for example, a man and a woman in the same commercial. You had to have children around them to say that this is a family. We would do a shampoo commercial without even showing women's hair because we weren't allowed to show an unveiled person. All this has evolved and changed with first satellite TV and now the Internet and all that. But more importantly, people became more open and more welcoming and more, you know, with a global kind of vision, uh, to everything. So the change has been unbelievable and it has impacted the way we talk to these customers and the way brands engage with these customers.

Diane Brady: I want to reframe it a little bit too, because I used to live in China. And, um, one of the things, when you grow up in a culture, you grow up in France, you have an appreciation of fine cooking. It's like there's certain America to me is a place that's always kind of, you know, rewarded creativity. When you're in a place where people have not grown up with that, how do you actually free them up? Has that been a challenge? Almost teaching them how to be creative when they've had this script that's not allowed them to look.

Dani Richa: They were creative in literature, they were creative. I mean, poetry is really big in this part of the world. So I would never say they weren't creative. I would just say they were cultural restrictions. Um, the cultural restrictions kind of limited them. I mean, we had, you know, back in the day, we had a section for women to work in in the office and a section for the mentor. And they never interacted. That's not the case case anymore. Uh, you look at our agency, one of our agencies in the region has 90 plus nationalities. So you can imagine the kind of melting pot and the exchange of cultures and all that. Um, there were certain professions that were not allowed for women. And now that's not the case anymore. So it's more through this great leadership and the transformation that's happening. I think it's more freeing them to be creative rather than them not being creative. They were always creative in their own way.

Diane Brady: I remember when, uh, Swiffer, there was a story that it went to Italy. They had to take the value proposition and turn it upside down because Italian women didn't believe a Swiffer could clean their floor. So they put in scrub brushes. And the reason I Mention that is the cultural nuance, like at the heart of it, marketing is the science of how we buy what we buy. And give me some sense of how customers are behaving because a lot of the assumptions that even women had as to what they could and couldn't do are now changing. Are you helping to drive that through marketing or give us some insights on that?

Dani Richa: Absolutely. And brands have ah, a responsibility, uh, to give back to society, especially site like this one that's developing and the transformation I've seen in the last few years. And it's not just the giga projects that are being built and the mega projects, it's the people and those young people and you know what we're seeing.

Diane Brady: Can you give us a story as to how that changes?

Dani Richa: Just look at women driving. I mean few years ago they couldn't drive and we work with a lot of automotive brands and just that, uh, by itself, that major shift of women being able to drive and how we would communicate and how we would. More important than communicate is celebrate that. And we ran a campaign that uh, you know, it was in the very first day, uh, where women were out to drive, how the whole family was a bit hesitant to be in the car. Uh, and then we did a whole campaign on encouraging people to know they will drive much better than you could possibly imagine. Encourage them to drive, encouraging everybody else to be supportive. Many, many examples. And most recently again we talk about um, Starbucks, uh, as one of our clients and a lot of young uh, people here in this country and at certain points, you know, they have their local coffee which is really big and delicious. But we just ran a campaign. I mean Starbucks has been here for over uh, two decades. And it's all based on the original, knows the original. And if you see the campaign, it looks nothing like, by the way, it's different from the positioning anywhere else in the world. But if you look at it and if you see the Saudi youth and how they're interacting with Starbucks and the Gen Zs and all that, it is specific to this country. It wouldn't work anywhere else. I mean the acid test is, if you took that and run it in Paris, it wouldn't work.

Kristen Stoller: I hope you're bringing cold brew everywhere because I hope that's your next customer here, Kristen. But Dani, I know we're coming to the end of our time here, but I do want to talk about, and you touched on this a bit, where humanness comes back into all of this. Um, I'm curious where you think human creativity matters. The Most in what you do in a time where you are using your Gordon Ramsay bots and all that. Where does being human shine look?

Dani Richa: To start with, AI has learned from us and is learned from everything that's out there. And uh, it's only humans that can do things that have never been done before. We spoke about risk. It's only humans that can decide the level of risk they want to go into. And uh, for it to really uh, the messaging, the idea for it to really connect with humans, it's got to have authentic human at the soul. And we're, you know, if AI is used in a smart way, there are things that we can do that we weren't able to do before. I mean people thought that people are losing power because of AI. On the contrary now with uh, the fact that you can listen to what humans want, you can listen to what customers want, adapt it, make it to their own taste. Actually people are getting more control because of AI and not losing the control because of AI. Again with AI we're able to give human experiences like I mean you can build immersive worlds. Uh, now uh, Google's uh, Genie 3 project, which is still in development with one little prompt, allows you to create a world that you can as a human enter. So it's interacting between the real you and an AI created world. I mean you could just put a prompt and they say city made of candy. And you'd find yourself walking through those towers made of candy, sliding down a strawberry, maybe flavored something. So it's not the nor. I mean I'm betting on, on human uh, talent, human uh, excellence, uh, uh, with uh, uh, cutting edge technology and the combinations can offer something we've never seen before. I want to finish with the uh, Dali example. Dali, who's um, a great artist we all love, wrote a film, wrote a film 100 years ago and tried desperately to get it shot, to get it produced, Went to Hollywood time after time, got rejected by different directors simply because they couldn't do it. It was not possible to do. His film was not possible to, to produce. He passed away unfortunately, didn't see his film. But one of our uh, Omnicom agencies teamed uh, up with the uh, Dali Museum and decided to bring this film to life. They actually reproduced his film. Absolutely reproduced, scene by scene, moment by moment, just the way he imagined it. And the film is mind blowing. I wish he would have seen it. I said it's gonna make his jaw probably drop his mustache too. It is superb. And when you see it uh, it's called, uh, giraffes, uh, on horseback salads. It's absolutely superb.

Diane Brady: Very Dolly esque.

Dani Richa: Beautiful. But if you see it, you can look at it. And you're gonna say. You're not gonna say eyes. Brilliant. And you're going to say, dall? E is brilliant. So AI is allowing humans to imagine and to create like they never created before. It's unleashing human creativity, not the other way around.

Kristen Stoller: That's a great way to think about it. Thank you so much, Danny. Thank you so much.