I

think that's one level that's going to shift the dynamic here.

So it's not necessarily, you know, I'm going to route this through an external headcount or route it through internal.

That's going to be much more holistic.

And in order for that to operate, you can't do that in a silo as an organization.

It's not very deeply embedded in the talent and HRVP organization.

But I actually think it'd be much more embedded in the business organization.

What's the thing that you've seen with this technology that's really made you stop and think this is going to change everything?

So I think that's how people should be thinking.

Yeah, absolutely.

So thinking about that vision, right? So there's a lot of different perspectives, um, in the market, right? Do you as a practitioner or somebody who's trying to drive change inside your company, do you look towards, um, academics? Do you look towards the vendors and the products that are coming out there? Um, or should vendors and products be looking to the businesses to see what they're trying to do? What is that, that kind of blend, right? Where do you see that going and what's been working well, and what do you think is kinda some hotspots at this point?

... on the type of jobs that you're good for, or where you can apply and all of those things, and it's like how do you influence those decisions as an employer? So I think it's really interesting, and I think that's the direction we're going in.

Fascinating.

Thank you for really getting into the weeds of that.

So before I let you go, I know it's been a long day, but I, I have one last question for you.

I, I sat here and I watched, um, all of your conversations with, um, all the executives across our team, and you asked every single person really interesting question.

Alin, I would love for your take on this, because I don't think you and I have talked about it since we first looked at the data.

So, I mean, I think here is this.

So this is I don't want to go into like my big history lesson of HR, but I will go just down a little bit of it.

Right.

If you think about what HR is, what human resources is inside an organization.

it really has two components to it.

One is actually the real root, and the other one is the one we like to talk about because it says the word human in it.

Which I'm curious to know, Alain, you know, you talked a little bit about how people have been using it for automation, like a lot of, and that's fine, and that's fair, but are they using it yet as like a way to think through problems?

are we finally going to get there? Because we've been waiting for so long and we've been hearing these great Steve Jobs kind of pitches and visions, but it's just like they've all fallen flat on the point of execution.

100%.

I mean, listen, Chad, you and I first got to know each other over almost a decade ago when I was at Intel and having this conversation and saying, this is ridiculous.

The way we are operating these silos and the information isn't connected to each other.

Yeah.

And it's not just about hiring somebody.

It's about understanding who they are, how they grow, how they develop, and then navigating through that full experience of their work.

included.

Yes.

Scheduling, which, by the way, drives me crazy because I'm like, is this seriously the biggest problem we have? But honestly, it is the thing that people get most excited about solving because it takes time.

Because it sucks.

It sucks.

It is horribly complicated.

I've got too many calendars, et cetera.

And I think – this is a great example of approaching the problem differently.

Uh-huh.