And we had.

Well, and it was in David's head, so we had to have the expert, but the expert didn't have to write it down.

Well, then the expert wrote it down, and then we realized, well, when the expert wrote it down, we've got a hundred and fifty thousand variations, but at least we've got the expert and we've got it written down.

Now all AI exposes is the chaos underneath, is bad data, is bad processes, is bad, you know, a lack of authoritative content.

And to be helpful, it'll just bring it into the square for us all to chaotically navigate or say, "That's not right," or, "That's not pertinent," or, "That's not localized to me." So taking the human out of the loop, but not putting the human back into building a stronger foundation for growth is a mistake that certainly we've made, and we're paying for that right now because it's slowing the ability for us to consume capability.

But on the flip side, if I'm a CPO today, which again, think about even the naming convention has changed.

And a CFO, I'm sure as well.

Yeah.

Uh, so if that's the, the, the kind of starting point, how do you do that in a large, complex, global organization where, where perhaps no one owns the end-to-end workflow?

Yeah.

And, and onboarding, as we've discussed previously, Matt, [chuckles] is a good example of that, right? Disposition to offer accepted, and then okay, well, who's accountable and responsible for what happens next given the fact that that could be facilities and badges, it's provisioned, you know, IT tools and technologies, it might be equipment, um, you know, personal protective equipment in certain instances, and it certainly means I need to, you know, provide authentication services, and I need to bring someone into our processes and policies.

And so it's very, very difficult to establish a single point of ownership.

But I think it starts with a bit of a forensic investigation and just understanding your current state.

If you think about what I do own and what I do have control over, which is, you know, in very, very large organizations tends to be fractional at the individual level, tends to grow of course as we move up the, the people leadership stack.

Part of it is just understanding your current situation and, and really unpacking the number of variations and the distribution of information and content that you have in your current ecosystem.

It's, it's almost like where does AI fit? Where does, where do humans fit in the organization? How do we design this? Are you seeing that kind of transformation going on? What's your perspective on it?