That ma- makes total sense, right? Like but help me understand, like how does Adair kind of fit into that, right? 'Cause my nascent knowledge of kind of investor relationship, obviously I'm not an executive, but you know, that call occurs, it's kind of happening in real time, right? Does Adair kind of fit into the pre-planning, like the practice and the prep that leads up to it? Is it more kind of a middle layer in between translating as things are kind of happening live? Or is it more kind of the post type reporting or is it kind of all three?

It's all three.

We kind of sit as a, a layer across kind of the beginning stage of the prep all the way through post-analysis and insights for roadshows, if you will.

So post-call conversations and meetings and conventions that happen.

And what we do is we treat communication like a system you can test, you can simulate, and you can optimize before it hits the market.

And we do this in two ways.

Given my background in linguistics and really diving into my own academic research as well as other peer-reviewed academic research, we've developed a C3 communication index, which really takes each speaker and provide them a score around clarity, which really looks at can the market process it.

Is it kind of a single pane of glass where all of that kind of prep occurs versus more the, the analog, like you mentioned, kind of spreadsheets and, you know, shared files or track changes and stuff like that? And then how many times typically would, you know, you more or less practice? Does-- I mean, how many practice runs does it take to get it right, I guess? Or get it to where you want it to be?

Would that be fair?

Yeah, absolutely.

Now, I will tell you when I teach at Rice and my students in the grad program, I tell them like throughout my course, if you don't have at least a couple sleepless nights where you get a little bit of an anxiousness, right, about the unknown in terms of job displacement, things like this falls into the wrong hands, like that should be a concern.

But there's such a bigger upside in terms of opportunity that I think oftentimes is overlooked.

And so you have to balance the promise with the peril of it.

But it's something that really excites me.

One of my courses, we focus on building what I'll call AI mini wrappers or little mini agents.

Any sort of advice you've got for people in that space?

What are some of the common patterns you're seeing helping companies and leaders overcome?

Yeah, I think, you know, the first and foremost, when I talk to a lot of leaders, they understand that they need to be integrating AI.

They need to be leaning into this technology.

They're getting the pressure from their boards.

This is a big thing, but they're seeing it more as a magic wand or a technology rollout or deployment.

They think, you know, OK, we find the right tool.

We turn on the light switch and voila, all this amazing things will happen.

My question also, what motivated you to write this book? What was the moment where you said, I need to demystify this because I realize my students and the folks that I advise are having a hard time perhaps understanding the importance of this technology?