When you talk about trust and competence with them, what are the biggest concerns? What are the things that are keeping them up at night?

Yeah, so I think it changes a lot, right? Like I would probably dare to say probably it would change before this podcast actually airs.

If you look at the past month, like conversation has changed a lot from what is a model actually able to do to what am I actually comfortable to allow a model to do for me, an agent to do for me.

So I think like there are three themes that I've seen emerging in the past, let's just say like weeks and maybe months.

I don't dare to go even more back in time.

But the first one is this idea of boundary.

Like it's one to work with a model to draft an email and it's something completely different to allow an agent to make a really big decision like denying or not.

Is it just as simple as just take our advice? Like, did we miss anything? Is there something customers should be doing to make them successful today that we haven't talked about?

And Dorana, as someone who works with Daniel every day, who works with our customers every day, works with our partners every day, can you talk sort of about the characteristics that you think about when it comes to, I guess, sort of like two dimensions? So the first dimension would be when you look outside at like how you want to build these teams, what are you looking for specifically?

Yeah, so I'll go first to Daniel's first question about the skills, right? Because if you think about it, I think it's the easiest question to ask, but it's also the wrong question to ask because I think in this whole world of AI versus humans or humans with AI, we kind of miss the main differences.

So like even now Daniel talking about memory, like models have memories, but they lack the motivation to be excellent, right? You can learn as much as you want about skiing, but if you don't have the motivation to become a good skier, you're not going to get there, right? With the skills, I think it's kind of the same, like AI can provide a lot of the knowledge that was seen as the skills before, but it will not give you the curiosity.

It will not give you the grit to push through when something doesn't work just the way marketing was explaining it.

So I think like that's exactly the way I'm looking also at my own team, right? And when I look across the board in our company to try to understand which of the employees, the team members we have are not just looking to survive this transformation, but have the curiosity to actually thrive, you know? Like, and these are the people who you will get a slack from on a Sunday being, hey, I got stuck with this, like trying to figure out how to set up my Mac mini to like play with this new, agent by myself, you know, and don't wait for a company policy to tell you how to do it, right? So these are the people who are curious and don't look at a problem as a threat, but look at it as an opportunity.

I think also just overall is the commitment to the organization that you are part of.

I think Daniel talks a lot about this as well, like Organization change, titles change, teams change.

So as this new generation comes in who has a greater facility with the tools and maybe the people who are already in these enterprises, what advantages do they bring in this conversation? And more importantly, how should we be thinking about what we should prioritize first as they come in to teach them? Is it that tribal knowledge or is it something else? This is a question, I guess, for you, Andrada.