But what is your why? Not just solving the problem, but what is it that you're looking to do long-term? So

professionally speaking, My why is if I can create a lasting impact on how someone approaches problem solving that is there with them forever, that kind of magnifies over a period of time.

And if I can bring the culture of paying it forward amongst our teams, that means a lot.

And in the process, we end up helping so many customers and touching so many lives.

So that to me is something that is lasting and can continue to scale.

That's my why.

It's really the positive impact of creating a strong sense of culture, sense of camaraderie.

So

How should like founders and CEOs be thinking about this problem right

now? Absolutely.

So, you know, This is not a technology problem.

This is organizational priority, mindset, approach, culture, hierarchy, whatever name you want to give it.

It's really, you know, people problem.

Bottom line.

If you take the right approach of making sure you have a solid, secure foundation on which you can build your AI journey, a lot of risk is eliminated right there.

Talk to us a little bit about how you approach kind of leadership now differently than maybe 20 years ago.

So how do you kind of create a holistic policy or execution so that it's doing what the leadership, the C-suite leadership intends it to do? Because each team, I would think, is kind of on its own adventure.

I could not agree with you more.

Every team is on their own journey.

But fundamentally, though, what cuts across everything is their readiness, one.

Two, do they have the secure foundation to go on this journey? It's one thing to say I've installed a tool like a Copilot or Cloud or OpenAI.

It's a totally different... ballgame when you try to put an AI into a workflow or a set of processes across multiple applications, people, and functions.

And that's where we come in.

Now, is there a story that you can share that might illustrate how you work with your clients? Maybe don't name the organization, but maybe the challenge that they came to you with and how you were able to help them get to a new level?

So to what extent is it individuals or board level? You know, what's the introductions or opportunities that you see? And what's the trigger? And is it changeable? that's being embraced at the board level now?

I'll start and Jim, you can add a bit to it.

So absolutely, Nick.

So the conversations today as companies move away from or move from pilots whether they are successful or unsuccessful to scalability and to embed ai into their current workflows the ceos and boards are beginning to ask the real as companies are beginning to allocate budgets especially for ai driven transformation these questions are becoming not just relevant but critical I think there is a lot of excitement and there is a lot of activity, but when it comes to operationalizing AI and doing it the right way, right now the boards and CEOs and CFOs struggle because even they, as Jim said earlier, they don't know what questions to ask.

In fact, we strategize with them for them to help them come up with a framework on how they should approach a strategy, what's important for them, what they should look for.

AI should not change the accountability.

AI, of course, will magnify the chaos, but accountability becomes even more important.

Tantosh, you want to take that one?