[laughs]

I am from Texas.

But, um, but I say that in saying I just think we have to be okay getting proximate.

Because the reality is, if I tell you my story, and if you tell me yours, we will find some commonality, but as importantly, we can be intellectually curious about our differences.

And so I just think we should have more conversation about seeing people.

And as leaders, here is the point, and I say this all the time.

There is not a differentiation to find a risk manager.

[laughs]

So you as a leader in corporate America, what is your thoughts on that current position, diversity, equity, and inclusion? What does it mean to you? What does it mean to your organization? And I would like to hear your viewpoints on it, because we've heard a lot of other people share their views lately.

Yes.

I mean, if you break this apart, Diversity is beautiful.

If you break this apart, equity is beautiful.

If you break this apart, inclusion is impactful.

And so when I think about diversity, equity, and inclusion, Those are beautiful words, objectives, vision, to be able to say, how can we have a company that can cast the widest net to truly have an inclusion for everyone? And I think that unfortunately, the narrative and the polarization of it is getting in the way of what are we really here to solve? Context, are y'all with me? What is the root cause? And as a leader, you always want to understand the root cause for anything, the root cause.

The root cause is that we have started, and if I make this about corporate America, in an exclusionary mindset.

Please, please.

Well, let's go to the first inspiration, your parents, Otis and Rosie, which I mean are...

I know, just the names, Otis and Rosie sounds cute.

Yeah, Otis and Rosie Brown.

What did they teach you about money? They taught me how to make it work when you don't have it.

Okay, that's a good thing to learn.

Yeah, I mean, honestly, I tell people my parents were long on love, but short on money.

and big vision.

I remember, you know, my dad would sign us up for karate lessons and I never got past white belt, yellow stripe.

As you look at your org, the jobs you're looking for that will still exist in a few years, the ones that won't, how are you navigating this AI future as a leader?

For us, it first starts with your strategy, not the tool.

And so we are very clear on what is our strategy? Who are we? That's the first thing.

then it's about looking at how can AI enable or accelerate our agenda whether it's efficiency growth or delighting our own employee experience as well as the clients that we serve and so for us what we've done is a couple things one we've looked at every area of our business so not just tech we've looked at marketing HR legal the business to really ask ourselves how could AI We also understood that you can't just talk about AI by itself.

For us, it's about the culture and it's about the people with AI.

And so what does that mean? Well, we have our strategy, we've looked into end.

How are we gonna get everyone to embrace it? And so what we have done at TIA is we've launched what we call MyGate.

Can you explain that? It's not the work-life