Can you share an overview of your professional journey and maybe highlight some of the key people, events, factors that have shaped you as an individual and as a professional?

You know, if you go back to the very beginning of my career, I actually started at P&G, Procter & Gamble, and was in brand management of all things.

And so it's interesting because I think of P&G as being one of the great organizations that does training of new undergrads and kind of the core business skills.

That training ground has influenced me for the rest of my career.

Things that I learned in my 24 months at P&G are things that I still carry with me today in terms of my skills and abilities.

And one of the things that they were known for back then was writing and being really, really good at writing, where you had to learn how to write an entire strategy on one piece of paper, one page, just a single page.

And that strategy would be the thing that decided whether or not you launched Tide Detergent.

So can you talk about the importance of this balance and especially the significance of human capital the people within the family system, around the family system, within the family enterprise, their significance for the long-term success of the family enterprise, the family office, those shared activities and assets that you described that a durable family enterprise is rooted in.

Can you share an overview of your professional journey and maybe highlight some of the key people, events, factors that have shaped you as an individual and as a professional?

You know, if you go back to the very beginning of my career, I actually started at P&G, Procter & Gamble, and was in brand management of all things.

And so it's interesting because I think of P&G as being one of the great organizations that does training of new undergrads and kind of the core business skills.

That training ground has influenced me for the rest of my career.

Things that I learned in my 24 months at P&G are things that I still carry with me today in terms of my skills and abilities.

And one of the things that they were known for back then was writing and being really, really good at writing, where you had to learn how to write an entire strategy on one piece of paper, one page, just a single page.

And that strategy would be the thing that decided whether or not you launched Tide Detergent.

So can you talk about the importance of this balance and especially the significance of human capital the people within the family system, around the family system, within the family enterprise, their significance for the long-term success of the family enterprise, the family office, those shared activities and assets that you described that a durable family enterprise is rooted in.

What MarTech trends are you watching that most marketing leaders are missing?

I think the advancements of AI in our traditional, um, you know, MarTech, uh, phrases.

Take, uh, MMM, for example, next-gen, um, neural networks, which accurately, um, uh, you know, predicts, uh, or- or- or measures, um, your customers or your internal, uh, o- overall, uh, workflow for MMM.

It enhances what we currently have in place.

So evaluation, enhance, and then we continue to progress over time.

I think those are very powerful steps that are often overlooked, and I think that's, those are the key things that takes us to another level.

You want accuracy, you want speed, but how do you get there? And I think those are- are- are great steps abou- uh, to- to support that argument.

What- what- what is Mamba?

What's the first sign that a company's AI implementation tool is about to fail spectacularly?

That is a very loaded question, because I think one of the first red flags, um, is the, our leadership may, um, treat AI like a magic wand.

"Let's throw some AI at it, (laughs) and it, it's just immediately gonna fix itself." You have to be very strategic about how you implement AI into these, uh, into these tools.

And I think a lot of the, um, the warning signs have always been there.

Uh, we, you just have to be able to, uh, integrate, uh, AI in a very, you know, strategic way, uh, and making sure that, you know, it's actually purposeful.

You know, again, going back to d- deterministic and non-deterministic factors.

You know, if you are f- let's just say, throw all deterministic factors into the non-deterministic, you're going to run into issues.

It comes back to deterministic versus non-deterministic.

What's the first sign that a company's AI implementation tool is about to fail spectacularly?

That is a very loaded question because I think one of the first red flags, um, is the, our leadership may, um, treat AI like a magic wand.

Just throw some AI at it, (laughs) and it, it's just immediately gonna fix itself.

You have to be very strategic about how you implement AI into these, uh, into these tools, and I think a lot of the, um, the warning signs have always been there.

Uh, we, you just have to be able to, uh, integrate, uh, AI in a very, you know, strategic way, uh, and making sure that, you know, it's actually purposeful.

You know, again, going back to det- deterministic and non-deterministic factors, you know, if you are f- let's just say throw all deterministic factors into non-deterministic, you're going to run into issues.

You're going to run into security issues, definitely.

What MarTech trends are you watching that most marketing leaders are missing?