Peter Hancock

But it was extremely difficult, I think, in the sense that I felt like it was really tough to get traction, despite many people and their best efforts.

I mean, I have a memory of... giving, well, so I don't know if you want to, so I was working closely with Danny Kahneman and, you know, and, you know, Max Bazerman, they were there, both very gracious, but I did not have a lot of experience in that kind of context and I remember giving a kind of presentation it was sort of like a handoff of their work to my team because they were going to be exiting and you know with their because they were kind of coming in as consultants and you know it was the job of my team to kind of carry on that work and just like how bad I was at reading the room I mean my little speech was like mentioned Turing and like, I mean, like it was so it like people just look, I think like Peter Hancock was the CEO of AIG at the time.

It was pretty big guy, nice guy and very intellectually curious.

I think he must've looked at me like, what the hell are we doing? You know? who hired the philosopher I mean and wow it took me a while to calibrate it was that was I just didn't know how to read the room I didn't even know sort of what I was dealing with it was just so different you know And, you know, I don't know, I'm going on, but I mean, I think this is

What helped you sort of learn how to be more impactful?

I think I had some patient executives who were in my corner.

You know, I'm not going to name them, but there were some, and I, you know, just to the extent that Peter Hancock cared at all, he was patient with the people who were patient with me.

And, you know, that gave me some opportunity to kind of find my footing eventually and sort of switch to a direction that, that was more along the lines of what I wanted to do.