What, what was that, that realization for you, and why, why did, why did things not go as quickly as you expected?

expected?Yeah, one was that sort of willingness and people really understanding what was possible with AI.

So I started, we have the Google Suite, so we had access to Gemini.

And so I started working with our internal systems team to start reporting on what was our AI adoption rates.

When we got some, we partnered with PWC and we got this sort of one-day foundational training on board for them, which was really that basic, like understanding what an LLM does, how it works, so that you know how to prompt it well.

And then moving towards actually doing a sort of mini hackathons to go, "Hey, of the work that you do now, what are some things that you think AI would be a good use case for?" And what we saw from those people is, one, the excitement and momentum when they actually saw, "This thing that has taken me this much time, I can now get a much better quality output if I put the time in to set up my prompt right or set up my agent right." And so what we saw from people that went through that training was, one, a massive increase in their confidence with AI, and then a massive increase in their adoption of AI use.

You s- you know, the spikes were just ongoing.

Well, it, it sounds like that hackathon that you ran or coordinated was pretty critical as well to moving the dial within the business and changing mindsets and educating others as well.W- would you have a bit of a playbook that you follow for hackathons or any, any kind of guidance you would give to individuals? I mean, you mentioned experimentation and time boxing being really critical, but what else have we learnt from the hackathon that you would pass on to other leaders?