Oct 12, 2026 · 59 min · 12 segments
AI is no longer just answering questions. It's doing the work 🤖 What happens when artificial intelligence moves beyond chatbots and starts making decisions, managing workflows, and delivering real…
Jim kind of brought up the fact that urgency, tyranny of the urgent, right, is maybe something that holds people back.
And I don't want to lose the thread where... you know, it feels like, you know, what you've shared with us already is, one, you've created space for your teams to be able, and you've created incentive, which I think should be a takeaway for folks to listen, right? You know, by creating kind of contests or, you know, there is something tangible, right, to kind of work towards.
I mean, that feels like it's not just one more straw being laid on my back of, you know, just something else that, you know, I have to do.
I hate to say it, but I think what you're describing is change management and, Oh, you're going to, don't, don't.
Well, and it sounds like, Justin, and I'm going to make an assumption here, and I hope you can maybe validate it.
I mean, you've created space, you've created incentive, and I'm going to make this assumption that you run your business with a clear set of metrics that people understand what is important.
So as you said, they were working on projects that improved, but improved means improved.
you know, like, you know, something that, that's really, you know, like, like a hard number, right? I mean, like something that's measurable, demonstrable, that, uh, is, is not just, it feels new or it feels better or feels faster, but, uh, uh, but it feels like maybe you're like, so the assumption is, is that your, your team, you've also created what the finish line, you know, like, you know, like the North star, everybody knows where that, that, that star is.
I mean, it's just like, if you, you go back to that loop of AI, right? You got to know what the end result, what was the mission I set out to do? And how do I know when I hit success, right? What is my success criteria? What did I try? How did I end up with that? How can I try it better? Try it again, right? Just keep going around with it.
And Yeah, I think, you know, kind of tying this back to some of the previous part of the conversation, but where, you know, we did have a period of time where we, one of our teams, everybody's just... crunching at Cinch.
Jim kind of brought up the fact that urgency, tyranny of the urgent, right, is maybe something that holds people back.
And I don't want to lose the thread where... you know, it feels like, you know, what you've shared with us already is, one, you've created space for your teams to be able, and you've created incentive, which I think should be a takeaway for folks to listen, right? You know, by creating kind of contests or, you know, there is something tangible, right, to kind of work towards.
I mean, that feels like it's not just one more straw being laid on my back of, you know, just something else that, you know, I have to do.
I hate to say it, but I think what you're describing is change management and, Oh, you're going to, don't, don't.
Well, and it sounds like, Justin, and I'm going to make an assumption here, and I hope you can maybe validate it.
I mean, you've created space, you've created incentive, and I'm going to make this assumption that you run your business with a clear set of metrics that people understand what is important.
So as you said, they were working on projects that improved, but improved means improved.
you know, like, you know, something that, that's really, you know, like, like a hard number, right? I mean, like something that's measurable, demonstrable, that, uh, is, is not just, it feels new or it feels better or feels faster, but, uh, uh, but it feels like maybe you're like, so the assumption is, is that your, your team, you've also created what the finish line, you know, like, you know, like the North star, everybody knows where that, that, that star is.
I mean, it's just like, if you, you go back to that loop of AI, right? You got to know what the end result, what was the mission I set out to do? And how do I know when I hit success, right? What is my success criteria? What did I try? How did I end up with that? How can I try it better? Try it again, right? Just keep going around with it.
And Yeah, I think, you know, kind of tying this back to some of the previous part of the conversation, but where, you know, we did have a period of time where we, one of our teams, everybody's just... crunching at Cinch.
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