I mean, do you know why you do what you do when you're nine years old? I

enjoyed it.

I mean, I guess what I would say after the fact is just I've enjoyed the journalistic part of my life because you're always learning new things.

You know, it just satisfies curiosity.

It's so much fun to wake up every morning and have some completely new story thrown at you that you couldn't have imagined before.

So that was always...

Anything you covered in those that we know about today that are remarkable? I was going to talk about that.

I don't know what his name was, but they used to call me that, and I'd be like, what are you doing?

Anything else that comes to mind? Because you have been at the forefront of so much that has gone on with presidents and foreign leaders and iconic CEOs.

Well, thank you.

And I would say, not Bud, but I would say that the other defining moment came not that long afterwards.

I mean, I actually left the Wall Street Journal after 9-11 and became the Washington bureau chief for CNBC for three years and did a nightly television show with Gloria Borger on CNBC.

And then the show was nightly news on cable television.

It was a brutal business.

The show was canceled.

Why did you write it? And are CEOs looking at the agendas you put forward as being important for what they need to do going forward?

That's right.

That's right.

So in my job, I have the opportunity to talk to dozens and dozens of CEOs who are struggling with exactly this problem.

And it's been fascinating over the last two years to hear their stories, because the thing about ChatGPT in November of 2022 was it sparked the imagination of aggressive business leaders.

I mean, it was easy to use, right? They could all use it themselves.

And they very quickly saw that this technology could fundamentally change their companies in so many ways.

So they were immediately on board and said, we have to change.

How can we tell what's genuinely strategic and what is just a leadership play to downsize staff to make more money?

That's right.

That's right.

So in my job, I have the opportunity to talk to dozens and dozens of CEOs who are struggling with exactly this problem.

And it's been fascinating over the last two years to hear their stories, because the thing about ChatGPT in November of 2022 was it sparked the imagination of aggressive business leaders.

I mean, it was easy to use, right? They could all use it themselves.

And they very quickly saw that this technology could fundamentally change their companies in so many ways.

So they were immediately on board and said, we have to change.

How can we tell what's genuinely strategic and what is just a leadership play to downsize staff to make more money?