How do you determine then what things should be inside a pilot and that don't impact success and allow you to get the best or what things should be really in the MVP and then what things maybe get set as manual inside a pilot? How do you balance that? Features to develop, features not to develop, people to involve, people not to involve, experiences to impact, experiences not to impact.

Great question, right? I'm going to use a real example without naming the example.

But it was something that I was working on, I would say, six months ago.

And I'll share this, right? I'll share the context.

One of the big things that we were trying to do at the time was to test, I would say, a new platform or a new consumer experience.

Like most companies, the consumer experience needed to lead to sales and needed to lead to some sort of purchase, right? However, when we kind of put that experience together and we looked at it we realized that there were three very distinct components that we were really trying to test when and number one was whether consumers would even engage with this experience that was the first thing number two whether consumers were willing to do the actions that we told that we were encouraging or guiding them to do And number three was whether or not the outcomes led to purchase, whether those actions eventually led to purchase or influenced them to make a purchase at some point in time.

I think how we looked at these three components and what to test and what not to test was done through a very practical lens.

What kinds of leaders, what are the qualities of leaders that are able to make this possible within large enterprises?