Yeah.

I, so, so I, I think you just have to set standards.

I don't know if I could say, yeah, 90 days is the right amount of time because sometimes you've already let that 90 days go.

Sometimes you're already at 270 days.

You helped someone way, way too long.

You gave them too many chances, and you have to just be like, "All right.

I gotta make a cut right now." And I've done that before.

Okay.

Let's talk about how they can have the power to basically create their own tools to use within their businesses.

Yeah, you know, one of the things I want to make really clear, anyone listening here, is I'm not that smart, right? I have experience in playing with these toys, right? These AI toys, right? And being able to create stuff that I'm just like, wow, this is so cool.

But I want it to be so clear that if you just know what tools to use and how to kind of direct them a little bit, And you can learn that in a YouTube video in 30 minutes, you know, for a lot of it, right? You can come take a course from me if you want, but you don't even need to do that.

Bottom line is anybody can do that.

All you have to be able to do guys is you have to be able to describe the problem or describe the solution, right? You describe what's going on.

I want to build a tool that helps me do this.

I want to be able to connect again.

And as we slowly become more detached and more attached to AI, the more important just interconnection with other humans is going to become so that kind of leads us to the next point talking just about ai fatigue what what what is your kind of thoughts about trying to cut through some of because some people are just i mean the the second they even get sniff out that something's ai they just reject it automatically so what are your thoughts around that

Tell us about that.

Yeah.

So that's how it started out, right? We had this certification and this AIQ test.

And then of course, you know, these courses that were, you know, I had AI for business and just kind of a general and AI for HR, AI for government, AI for whatever.

So I had all these kind of topical based courses.

I actually just retired those.

They're not on the website anymore.

But what do you think about all that? I just threw a whole bunch at you.

So, you know, from your experience, have you seen, you know, the change in leaderships and how they use AI? Yeah.

Yeah, you know, infrastructure is a really interesting word.

And let's try to define it, that as well.

Infrastructure is usually something you can't do without, right? Like my house has, you know, you can maybe take the drywall out and that's okay.

And the paint, I can switch that out.

But if I take away, you know, load bearing beams, you know, my house falls over or a room might not function as, as designed.

Right.

You're hurting yourself and not making it to the next decade of, you know, AI, you know, adoption.

So, you know, from your experience, have you seen, you know, the change in leaderships and how they use AI?

Yeah, you know, infrastructure is a really interesting word.

And let's try to define it, that as well.

Infrastructure is usually something you can't do without, right? Like my house has, you know, you can maybe take the drywall out and that's okay.

And the paint, I can switch that out.

But if I take away, you know, load-bearing beams, you know, my house falls over or a room might not function as designed, right? Or if I unplug the plumbing from the street or whatever, now all of a sudden my infrastructure isn't, you know, I can't use my bathroom or my, you know, or my sinks and things like that.

And so infrastructure is critical to a business success.

You know, should it be the process? Should it be their decision-making tools? Should it be their governance or the culture? You know, from your experience, you and your team, you know, what should be the first thing to go after first?

Yeah

... it's so beautiful.

It's so beautiful.

But you may remember it, you know, as you go through the park, you're driving and winding up these huge roads, right? And there's some switchback kind of roads that take you way up and whatever, and then you get to these outlooks, and it's just gorgeous, right? But a lot of people are using AI in a way that, um, basically takes the horseless carriage approach, where we're saying, "We're gonna, we're gonna do the same thing, we're just gonna do it faster." So we're gonna still wind up those roads.

We're just, you know, putting on, you know, a rocket booster [laughs] so we go faster up those roads, which, as you know, would not do well.

You, you might not make those turns in time.

But, uh, but the way you should be thinking about your processes is, okay, we have a whole new thing.

Mm

Love it, yeah.

It's so beautiful.

It's so beautiful.

But you may remember, it, you know, as you go through the park, you're driving and winding up these huge roads, right? And there's some switchback kind of roads that take you way up and whatever, and then you get to these outlooks, and it's just gorgeous, right? But a lot of people are using AI in a way that, um, basically takes the horseless carriage approach, where we're saying, "We're gonna, we're gonna do the same thing, we're just gonna do it faster." So we're gonna still wind up those roads.

We're just, you know, putting on, you know, a rocket booster [laughs] so we go faster up those roads.

Which, as you know, would not do well.

You, you might not make those turns in time.

Mm

But I'm just wondering which one do you prefer or...

D, all of the above is my answer.

Part of the reason is I am the CEO of the General AI Proficiency Institute.

It's like my job to know what's going on.

So I kind of have to try them all all the time.

But I'll tell you what I default to.

ChatGPT is my project manager, right? Okay.

It really is.

Oh, you got the power now.

I just go for it.

I'm more confident in it and all that stuff.

And so I don't know, I can use that springboard to what, you know, its full potential.

But, uh, but yeah, like you said in my intro, you know, I, I did that.

And then, yeah, I moved down to, moved down to Paraguay when I was 12 and, um, you know, my dad was asked to serve down there for the church and, uh, my, so, so me and my four sisters and my mom all, all of us went down there, and there wasn't really a gym.

So we got a trampoline.

So what's one thing that you would say that, um, an adult gymnast, what's one simple way that they could use, um, AI technology right now in their day-to-day training, um, to make, to make it more efficient or, or to make it more effective?

Walk me through how you price this and what makes a client stay month after month instead of canceling after the first project's done?

The reality is it's very easy to want to charge less.

And you certainly can.

I'm not saying you shouldn't.

I just basically told myself this is kind of how it started.

And guys, this is how business works.

You just say, what would it take for me to be willing to do that? And for me, I was just like, $10,000 is the minimum I would be willing to charge to actively have to worry about the success, the ongoing success of this other business.

What do you think is gonna happen when everyone's building an app? Like what's gonna be the biggest moat for a business owner then?

How does the company get a return on investment for that access without just a bunch of stupid credit usage over stupid tasks that the staff initiates that have no bearing on business? Yeah.

yeah it's a good question and it's definitely something that everybody's grappling with right now um training so we so in our in our model in our model our fractional chief ai officer model we have a we have three pillars that we focus on strategy transformation and education And I always say that the most important one of all of those is education, right? It has to be.

And the reason for that is, yeah, we'll come in and we'll have a few people on our team working with your company and helping you do that.

And that's great.

I'm a pianist.

You can see a piano behind me here.

I got fast fingers and so do my other people.

You know, what's your own experience about that? And then maybe you can go on about your thoughts around security and how that should be viewed.

Mm.

Right? A dev shop is like, "Okay, we've got the PRD.

We're gonna go do this.

Hey, what do you guys think?" The way that we do it is we come in and say, "Okay, look, here's how we're gonna do it.

Here's the platform we're gonna use, whether it's Replit or CloudCode or whatever it is we're gonna do, but here's the system, here's the setup, and let's do this together," right? And it doesn't mean that sometimes we don't get into a thing.

We're like, "Hey, I'm gonna work on this one myself for three hours," right? So I'll have some of my people do that sometimes.

So we occasionally get into where we're really actually building something, but it's more that we're trying to figure something out.

So talk about how that ties into everything else that you're doing.

you

know, 36-month contract.

No, anyway, they make it kind of annoying, right? And I said, you know what? I'm going to just have them put in their email.

But here was the idea.

Here was where the money was going to be made.

I would get their email and that was good.

But then based on their score, I would then, if they did really well, I would say, okay, great.

What does a before and after look like? And trying to understand what you're actually making for a lot of these companies.

Yeah,

exactly.

But I was like, I'm just going to try it.

I'm going to do it publicly.

We're going to see what happens.

And so I started about 9 a.m.

It wasn't up super early.

So hopefully that makes you indispensable.

Mm-hmm

... looking for stuff to write on every day.

Same thing.

"Hey, I've got an idea," right? And, and I've done this with, I, my last company Seek.

If you just type Seek John Chaney and just Google it, you'll find 50 to 60 articles and news things and clips.

I've been doing this for a decade.

This is not new.

No.