Yeah.

I think it's really interesting because we're, I think this is especially when you're, marketing is probably the most interesting part now, how this changes it because you, you know, you've moved from SEO to, you know, being the GE or what stuff like that.

And the thing is that the LLMs recognize LLM speak, but now, and then they, they basically generate content that just looks like it, which is based off content we've written for the last, you know, 100 years.

And so now AI does that.

And now we see it so, I guess we're suddenly like attuned to, you know, we'll call it like perfectly written content.

snippets and things like that, there's a backlash.

I've had several times that I've had conversations with people that I'm, it's me and I'm using AI and it helps wordsmith it and things like that.

Rob, is there a balance between speed of innovation and governance and be careful?

How can leaders determine whether the organization is actually ready for AI?

There's a lot of ways to look at that.

Usually, you have to actually look at the organization itself.

We even have a, a, you know, quick assessment on our website that allows you to, it asks you, it's up to about 17 questions.

The kinds of things that you need to think through beforehand, and these are things along the lines of how does your organization currently work? How comfortable or confident are you that the processes that are in place are actually followed by the employees, and there aren't extra steps that are involved? Uh, which very often are the case, and it's not because employees are bad or anything like that.

Actually, quite the opposite.

Very often, if you've got a job and it's unclear, human beings will find ways to get it done.

If a business leader suspects that one operational problems are holding their company back, what should they examine first?

And that is what is helping us a lot on amplifying what our team can do.

That's exactly it.

It amplifies.

So if you've got a good business or if you're a small business and you've got a very focused one, then it amplifies that piece.

And now you can look bigger than you are.

It's just like people used to use virtual assistants and feel like a bigger company because they could get more done.

But as you move on, it's really about your business and not about the AI itself.

How do you see the future of embracing the team members to little by little adopt AI and what are the biggest challenges that you have seen so far with the people you're working with?

So does that mean that AI is going to take away people's job?

I think in some people, in some situations, yes.

I don't know that it's going to...

I don't like to look at it as it's going to change.

It takes their job away as much as it is going to change their job.

Virtual assistants is very much an industry that I think is going to be devastated by AI because...

The low-end side of virtual assistants is really not much better.

What's a press organization that successfully skill from those that

Yeah

...

I can't remember if it was built before it, but, uh, it, it basically had a...

It was actually not a badly built build- built building, and we actually only got them their first annual fire safety statement last year, so good.

They probably canned us afterwards.

Um, but, um, basically they had a big concrete wall, um, up, up on the 18th floor or something, and it was poured very slightly under the, the MPA rating the concrete needed to be for that thing.

And then it had been designed slightly incorrectly, where the pressure points on the, on the feeting were just putting too much pressure on one side.

Yeah.

I think that,

especially if you're starting out, if you're a founder or an entrepreneur, I think one of the biggest things is understanding that you are limited.

You are going to, at some point, become a limit to scaling your organization.

So the earlier that you are Getting things out of your head so that there are processes that are well-defined, that are documented, that can be shared with other people and thus scale out, and then building systems around that.

The faster you can do that, the earlier you start building those pieces in, the sooner you can actually start scaling the organization without just wearing yourself out.

And this is very common.

And it is just because we all start a business.

So, throughout your journey and your career, what will you say has been your hardest moment or your challenging moment for you?

Would you say that's something you made, a mistake you made as well? Are you speaking from experience or just something else?

Definitely, I have a lot of experience in that.

Early on, uh, there were a lot of places that, uh, I think too often I tried to...

I stayed safe.

I was one of those that I stayed, had a, you know, had a job and it was comfortable enough, and it was working hard anyways just to keep the job, to get started because that's, that's what every starting career is like.

You always are putting in extra work.

It's a little bit harder.

What's something you believed 10 years ago about, um, technology and business or people that you've completely changed your view on entirely?

So what is your expertise in this area of digital defense? Why should we listen to you?

Digital defense in general and protecting yourself is actually...

It is frustratingly common sense.

A lot of it is because it's, and I think a lot of it is under, it's really interesting because from a female point of view, it's like, as a woman, there are certain places and ways you're going to travel that, like, guys just do stuff.

Women are smart about it.

They do things like they don't walk into dark alleys.

They, you know, protect their purse.

So in terms of digital defense, what's the best policy there?

most valuable lessons you learned from your journey? I would think that the most valuable thing would be getting a foundation,

right? Is getting the...

the key things, understanding the foundation, understanding the why of whatever it is, whether it's technology, whether it's a business problem, whether it's working with the customer, It is basically why does this matter? Why is this useful? Why is this a problem? Why does it need to be solved? It's very much going to...

I know Simon Sinek has used that as finding the why, but it is... that resonates a lot with me because that is probably one of the most important things is understanding, for example, like, why do we learn math? Why do we learn addition? Well, we learn addition so that we can obviously put two numbers together, but also then it is a building block for multiplication and then, you know, more advanced math.

And it's the same thing with my career from a technology point of view.

It was It has always been not learning the new language or the new platform, but it is making sure that I understand the concepts underneath it so that I can apply that somewhere else, that I'm not focused so much on that tool or that platform, but I'm actually focused on learning the theory and the core concepts behind it.

So it's not about learning how to write code.

experience?

to move forward once you've got that clarity? There are several problems with that or several

reasons that they do that.

Actually, like that's one of the things I'm working on recently doing some posts and have considered like a little e-book or even a book on it because they sort of fall into certain categories.

But really what it is, is it's usually they...

There's some level of what's called shadow IT or something like that.

So it's, and it's actually, it's the shadow organization.

So you have a business and sometimes there's a, it's almost like there's a business underneath the business.

toy.