So what gave you the motivation to do this in the first place and how did it come about? Well, call me crazy, but I kind of think trust is quite

important.

And I think that, um, uh, industry is.

Well, we're sheep on so many levels, aren't we? Let's admit it.

Or Lemmings is perhaps the, uh, the animal to, to use as the metaphor for most, um, most of our middle managers in our, in our lovely industry.

Um.

But there's just this expectation that everything AI generated is something that we should do.

Oh, it's all right.

Why can't we do that? It's simple things that we can all do that can be perceived as risky, but sometimes the perceived risk is a lot higher than the actual risk.

I think you make a very, very good point.

The most successful product in the world is generally considered to be the iPhone, which probably felt like a big innovation, but actually go back to the presentation when it was released and you'll see that it was introduced by being an amalgamation of three different things that already existed.

A phone, an iPod, and I can't remember the rest of the other one, but the point is it actually wasn't that innovative it was just the combination and of course the mindset that goes along with it to actually want to create something that is joined up and integrated and well packaged thing but you're right taxis existed you could hail taxis remotely you know but it was just the complete package of all the things that existed so far and i think that the big thing is is indeed the mindset so The big thinker on this was Clay Christensen, who wrote The Innovator's Dilemma, who, of course, talked about how most incumbents will focus on sustaining innovation.

And there are very many, very logical reasons for that.

And that means that, of course, a company will prioritize its existing customers, its core customer base.

And often, you know, use the example of Netflix.

Well,