Right About Now - Legendary Business Advice - From Automation to Empowerment: The Role of AI in Modern Coaching

Starting point is 00:00:00 I don't think this is replacing a human. This is just helping me it's like better as a human so I can be better with other people, be better on my workplace, be better with my family. Just fascinating. I did not expect it in this mindful.

Starting point is 00:00:12 This is right about now with Ryan Alford, a Radcast Network production. We are the number one business show on the planet with over one million downloads a month. Taking the BS out of business for over six years and over 400 episodes. You ready to start snapping,

Starting point is 00:00:30 next and cash and checks? Well, it starts right about now. What's up guys? Welcome to Write About Now. Hey, we say we're always getting right and it's always talking about what's now. And look, guys, if you're listening and you don't know, there's a little buzzword out there. I hear on every corner I see on every social post two little letters called A and I. I can't get away from them. They're everywhere. But look, they make my life easier. They're making every world. The world a better place in a lot of ways. And look, I'm pumped to have two guests today who are at the forefront, the CEO of Panditron, Dima Surrunken, and Robert Newland, the chief money officer is what I'm going to call him, Robert. He's Chief De Niro, Hancho.

Starting point is 00:01:15 What's up, guys? It's great to have you guys. Hey, we're all over, we're all over the planet today. I know, Robert, you're down in Florida and Dima. I think you're across the pond, right? Or home today. Yep. I'm in Helsinki. Yes. We have a pretty big office here, so visiting our people here. Yes. Very good. Very good. I mean, you know, I joke to my monologue about the AI thing. And we're going to get to be, we're going to talk all about Panetron, AI coaching, driving organizational performance. But it is the buzzword of the day. I mean, it is everywhere. Like, how did you got like how do you guys balance that like the differentiation of what you like you're doing and like

Starting point is 00:02:01 you know what's their overall uh i don't know sentiment of the industry these days probably do you want to take it sure i'm happy to bunch of conferences so you know we taught we talked to a lot of people out there and i can tell you at least from a corporate standpoint there isn't a single company uh large or mid-sized that is not investing crazy amounts of money in how to leverage AI in many different ways that we can get into later. So this is not at NAP4.1, this is a happening now probably for a number of years, but everybody's in the bandwagon right now. Not everybody knows what to do with it,

Starting point is 00:02:38 but everybody's spending crazy amounts of money trying to figure it out. Well, it doesn't it come down to like they know, you know, they have to because at some point the efficiencies, your competition can't have like, what, a, a 60% operational efficiency over you, right? Is that what it sort of comes down to that and the promise of the, I don't know, the money savings combined with human combined with, you know, right sizing organizational structure?

Starting point is 00:03:09 I mean, there's a lot of different things, but it seems like Robert, you know, being the money guy at the end of the day, it seems like it's somewhere grounded in that, I think, for a lot of organizations. Like they don't want to get left behind. Is that what it is? Yeah. Yeah, but there's also a once-in-a-generation opportunity, probably, you know, even Bill Gates said this is bigger than the PC, for example. Because it's not just a big shift in the way in which we do business, but it's also a speed of change.

Starting point is 00:03:43 Even the PC took about 20 years to reach mass adoption. Chad GPT took 10 months. So, again, when you combine the two of them, it just makes it compelling for everybody to get on the bandwagon as soon as possible. Yeah. Dehima, what's your perspective here, you know, of what you're saying. You guys go to all the conferences, right? Yeah, I think like people think a bit too much about AI being only an automation tool and I think it's so much more. And maybe we'll tap that with what we do as well, but we see, you know, even though we say AI coaching, it's so much more than just coaching. Like suddenly it becomes, you know, a completely different tool that we've never had before that can also guide. your whole strategy.

Starting point is 00:04:26 Because suddenly, besides just coaching people, you can also collect data about what are the biggest topics that they are, you know, talking about. And what's behind those topics? What's the roof causes? And then you can combine all that, aggregate that, and look at the patterns. And it's something you could never do with human coaching. So I think people oftentimes think too much of it as like this, well, I have this process, I'm going to automate it.

Starting point is 00:04:47 And that's going to be the saving. And I think that's going to be the first step. I think that makes sense. But I think it's going to go beyond that. And we're not fully even comprehending that. Like, what are all those, what all those things can be? Yeah. And I think it's, when I think about, I simplify things for clients.

Starting point is 00:05:04 And, you know, for a long time, it's sort of like, is it, I sort of was dividing it. Okay, it's going to do more for us. But it's kind of doing, it's doing and thinking, you know, at a process level. And I think a little bit of what you just described, Dima, like the way it can process that information and withhold it because, you know, if we walk into a meeting and have a discussion, you know, unless someone took really good notes, you know, at best, it has somewhat a value. But when that information is being processed and managed, like you said, by someone that can sort of create trends, create, like think through that data, process it at faster speeds and

Starting point is 00:05:46 curate it in different ways, we get into a really fascinating place with just the overall advancement as these things come in together we talk a lot about like the AI way we've never we could never do before I think is also remarkable so that's also something like for us like previously companies maybe had HR surveys where they would ask people how do you feel you know scale from zero to 10 and then you're like okay it moved from 0.4 to or whatever 7.7.6 and you're like what does it mean it doesn't really doesn't really mean anything and then suddenly you can make it very complete, but actually going into specifically what people sat and what was the meaning behind it and aggregate all this concepts, find kind of criminalities and almost like talk to thousands

Starting point is 00:06:32 of people at the same time. Let's back up for the audience. I got so excited because AI is like all around me, you know, like going down these roads. Dima, how the hell did you get so smart? Like, that's what I want to know. Did it, did AI program your brain or something? I, you know, you're a young guy. You're getting after it.

Starting point is 00:06:52 let's set the table, you know, as a CEO of Panditron talking with Dima, you know, like, what, what, uh, what created this path to, uh, intelligence and, and, uh, entrepreneurism? Yeah, I just don't have a man, all right. Robert, we'll talk much de Niro in a minute. No. Yeah. So, yeah, like, jokes aside, actually, there, there is like a Genesis story for the company, which, which is connected to, like, my Genesis story.

Starting point is 00:07:22 well where like I was part of a nonprofit called Isaac accidentally actually Robert was also part of it some whatever 30 years prior um but that's not going to do that yeah did he's any happy because he's a great hair oh man he's not cool man he's he's got gray hair we can hire him i know i got some of the beard here i know robert you and i are probably closer than dima i'm with you brother yeah and a big part of that was actually getting exposed to coaching for the first time. Really like being like, okay, what do I actually want in life? Like, where am I going? What's important? What are my fears? What are my dreams? And I think before that I've never really like asked myself those questions. And that's fundamentally what coaching is about.

Starting point is 00:08:06 It's about asking this like very deep questions, supporting someone through that process, helping them set goals, fall off on them. And that really like, you know, so to your question, I wasn't to be pursuing AI. I was pursuing the problem of how do we provide this powerful technology psychotechnology of coaching to more people. Because it felt like, okay, you know, if you've got any problem in the world, if you think of, you know, the Ukrainian war, like sometimes I think, well, if Putin would have had therapy in childhood, like would have that been prevented, you know? And sometimes people are like, well, Dima, but what about like an asteroid, right?

Starting point is 00:08:44 Like you can't control that. It was like, that's not related to psychology. And then we have this movie, don't look up. And there there was an asteroid and they fucked it up, you know? They were like, how, what's my masteroid? That's like, running up. And then they did them because they were, like, fighting for the last, like,

Starting point is 00:09:00 so, like, to me, all this problem. Change. Everything is related to how we behave and how we react, how we think, how emotionally aware we are. And so I was pursuing that problem. And we were in this space, even before AI became a thing. And we had, like, human coaches. And then, like, a founder was our head coach,

Starting point is 00:09:19 Laudy was like, we should do chatbots. And I'm like, job bots don't work. dude like it's just it's not never gonna work and so we we had like human coaches who were doing it via chat so they would just like log in and they would do it like like you would text with a friend on the WhatsApp but was it was a coach you know it's it's fascinating playing with the tool I'll you know and watching gaming and listening to her you know interact with it it's really crazy how far it's come like you know the intelligence they react to the human the humanity that you can sort of feel

Starting point is 00:09:54 within these tools is especially with panetron i mean it's it's amazing i mean because part of me is like can you replace that human touch and all that but then you start interacting with a tool and the way with right right i'm joking that it's more empathetic than i'm yeah he's probably true he's not joking Dima, I'm just barely getting to know you, but I think it might be. There is a quote from one of our uses in Australia, which is Dima knows is my favorite, and she says, I know this is not a sound kind of weird because although I know I'm talking to an AI chatbot, somehow I'm more comfortable talking to my AI coach than a human because I do not feel judge. So what we're learning from this, at least in AI within the realm of coaching, is that in coaching, what people are looking for is, you know, they're looking for availability and empathy, right, and then reflection.

Starting point is 00:10:57 And we can provide a high level of consistent empathy to AI coaching, 24-7 availability, and then deep reflection in meaningful ways. And it really, you know, it's one of the areas, and I want to quote the here, that from an ethics sample, you know, AI coaching is one of the areas in AI that is. it's not really replacing humans. I think we help humans reflect better of themselves so that they can interact better with one another. And I think that's a beautiful thing. Yeah. I mean,

Starting point is 00:11:25 it is because I think you started with like the biggest point I think. And I think about, you know, people think about the judgment of others a lot. And if you could remove that barrier. Yeah. I think you unlock some potential authenticity and realness. that never gets unlocked human to human. That is exactly what we're seeing.

Starting point is 00:11:50 And listen, I've been in talent management. Okay, I'll say that as long as Dean is being alive. Yeah, yeah. But in all these years, I have not seen something experiential that allows for this level of vulnerability for a human. I never thought it would be possible. Even when I first started seeing this comments, I thought, no, it's got to be an outlier. Then you see consistently getting this feedback of the experience.

Starting point is 00:12:19 And again, I don't think this is replacing a human. This is just helping me reflect better as a human so I can be better with other people, be better on my workplace, we better with my family. Just fascinating. I did not expect it, but, you know, is mind-blown, frankly. Talk about the nuts and bolts, you know, of Panditron. You know, like I'm an organization. And this is for either you, Robert, or you, Dima, you know, like, what is my problem and what is this solution?

Starting point is 00:12:53 Like, just as plainly as, you know, your natural voice, you know, of what it is. You know, sometimes we, you read products, slicks and sheets and speeds and feeds and all these things. But I love what you said, Dima, because starting with the problem like you did versus a lot of people are kind of going, okay, this is AI. Pretend this hat is AI. I'm trying to fit the AI into finding a problem versus starting with the problem and AI being part of the solution, which is what I heard from you. But talk to me about that exact, you know, deliverment to a potential company. I think there's two big buckets of problems that companies try to address. one is just scaling coaching and support for employees.

Starting point is 00:13:44 They already have these programs, but typically it's just an executive level. And they're saying, hey, how can I give this to a thousand people? And the goals there are pretty broad, right? It can be employee engagement. It can be leadership development. That's one bucket. The second bucket is when a company comes to us and they say, look, we want to change. We want to be more innovative.

Starting point is 00:14:02 We want to install, you know, say, yeah, people to experiment with AI. We want them to actually launch new products. We want them to play with it. We want them to resolve whatever fears they have and kind of go around it and test them. Are they actually true? So in the span of like six months, we helped them to launch three AI products with AI coaching tool. And it was a public company. The stock went up 24%.

Starting point is 00:14:34 They were quite happy as a result. Of course, you know, as it was only I will see, you know, where the results actually, you know, end up delivering, but I think it was... Hey, I just want to say street revenue office are not happy to make an equity deal on that one. Ah, I'm about to say, Robert would be happy. Robert would take that, 24% increase in stock. Yeah, we should have done that.

Starting point is 00:14:57 But hey, hindsight 2020, right? Yes. Yeah, and with those kind of changes, right, whether it is AI change or there's like, we want to be more innovative, agile transformation is not a bother word that gets thrown around where we basically multi-disclos, the silos.

Starting point is 00:15:13 Always, like, when you have like 100,000 people, let's say you're the CEO of Siemens, it's really freaking difficult to, like, change the direction of the Titanic. It's like, even if you're the CEO, you're the most powerful person in the company, doesn't really mean much. Like, all you can do is, like, send people email,

Starting point is 00:15:29 like, do training and then media like, and behavior is so entrenched that it's super difficult to change it. And this is the tool that's only a lot. you to go and sort of like talk to everyone, kind of spread your gospel, nudge them in that way, but also do it in a way when you kind of interact with them and you also get their opinion and you then kind of deliver back, what are the challenges? What's stopping us from transforming them?

Starting point is 00:15:53 What are the systemic challenges? Yeah. Is it? I mean, in a way when I was, I don't know if I saw these exact words. I'm sure they were somewhere. I'm sure you guys would like me if they were. But like HR in a way. Like human resources, you know,

Starting point is 00:16:09 sub-segment of it. I know you're not replacing, but it certainly felt like a gigantic HR resource. Well, let me bucket this thing in a certain way and then kind of frame us. So when you look at organizations, you see a lot of HR assistance, right? How can I use this information to AI and be quicker at it? Then you have what the micro-center, which is how do I optimize processes through AI? what we're doing, which isn't the talent management sort of realm, if you will, is sort of dealing with, you know, with the Simonsonix and why. You know, it's not what you do, but why you do it. At the end of the day, every individual does something for a reason. And if you want an individual to contribute to an organization, if you want an individual to sort of shift direction with the organization because they're going to a new market, new product, no industry, whatever the case may be, it's personal for them, although it's to change.

Starting point is 00:17:07 for the organization. And the AI coach allows you to reflect on the why and what are your inner drivers, intrinsic motivations, to sort of come along for the ride. So I think a lot of the mistakes that we see in organizations is that we train them on direction. We tell them where they need to go, but we're not really investing time and helping them think through the why should we come along for the ride. And it's all nearly impossible to do that until you get to scalable AI-based coaching. Because otherwise, you can do this mass training, mass messaging, mass communication.

Starting point is 00:17:40 The ability to move the needle at scale by engaging with people in the thousands on one-on-one basis to sort of discuss why is really game changer for organizations and humans. And I got to tell you, Ryan, I'm just happy to be alive right now in this moment with AI because it's really a big, big thing happening for the planet. Yes, it is. I mean, it's clear. And I think the note on the how fast GPT, you know, the 10 months, like the scale is, you know, a proof point of that. So I know, I mean, you guys are all the AI conferences these days. I mean, what's the, I mean, it feels like a little bit of the Wild Wild West, but not because like people aren't intentional.

Starting point is 00:18:25 But like, what does it like with all the AI buzz it, you know, for a broader perspective in the industry and, you know, sharing. what you guys are doing and the investor talks and all that stuff. What's the lay of the land? I think in many ways, like, on both like the client investor sides, for many people, the question right now is, what happens when this scales, right? I think there's currently an AI experimentation budget, and it's not yet clear, like, where does the AI budget go after that, right?

Starting point is 00:18:57 So we experiment once we start scaling all this, like where does this go? Does this go under the existing budget? Do we like cut some of the existing stuff and kind of replace piece of that? How do the processes work? Do we need to hire less people? Do we need to hire more people?

Starting point is 00:19:17 Because of this, I think like we are very early on where it's like still in many ways experimentation and many companies are trying to extend what's actually going to happen next. Like how is this going to impact it? And I think another thing, thing that I always say is that, like, even though we say that it's AI and this are just two letters, there's so many different applications.

Starting point is 00:19:38 Like a Chad GBT and a self-driving taxi that I use frequently in San Francisco are like so freakishly different. Like there's almost like nothing in common, but both are like AI, you know? And so in that regard, like we need to be kind of very careful with, you know, when testing these things, treating them all differently as well. Because they are different. Yes, DeMa, I like that analogy because you know what I like to say? I think podcasting is too broad.

Starting point is 00:20:08 You've got two guys in a closet doing a hobby, and then you got the number one show in the world in business. And Rogan make it 300 million over here. You know, I don't like broad categorization. You know, like AI, there's a lot of different things with which sort of the principles, I guess, of artificial intelligence are being deployed in a a million different ways, right? I think that's what you're saying. Exactly, exactly. And also that we're still comprehending, right,

Starting point is 00:20:39 like what the impacts are going to be, right? Like, for example, it was what we do, right? Again, even though we call it AI coaching, I almost feel like this can be a tool to almost lead your organization in a completely new way. Because suddenly, in comparison to human coaches, you can actually align AI with your organizational objectives. so it can kind of notch people in that direction.

Starting point is 00:21:01 You can collect all this data about, like, what are the systemic issues that can, again, help you adjust your strategy. And at the same time, you can kind of support people. So it almost becomes, you know, less of an employee benefit tool and more of a leadership as a service, if you will, right? All that leadership wasn't done, maybe because of lack of skill, maybe because of lack of time, whatever the case may be. And so I think in many cases, you know,

Starting point is 00:21:26 since we're still figuring out, like, what happens once we, once we scale this thing. Like, you know, another example is like all the processes, right? Like, you know, customer service, I think there was a Swedish Sintech company that published that they saved like, you know, millions on kind of automating, I think 90% of their customer service and saying actually like a lot of it is not that difficult and it's pretty repetitive. And, you know, yes, we need that like a little bit of a conversational touch there and we now can

Starting point is 00:21:58 have with the zone of AI. Dima, Robert, you know, what's your perspective, you know, on, you know, like what you guys are doing, the conversational kind of chatbot experience versus the AI where, like, it could be one of the three of us regenerated and talking these things, you know, the humanity that might be artificial versus the words on the screen, you know, have you guys, what's your perspective? there. You might want to go? Yeah.

Starting point is 00:22:30 I mean, I think in some ways we're still, you know, sometime, sometime away from that. And I think it's an interesting question of like, you know, will we get there fully and will it still be a gimmick? And I think that with the current level of technology, you can do a lot already, right? Like, I think with the current level of like GPT4 level technology, you can do AI coaching, for example, right? In the same like format as we do it, you can most certainly do voice. can you do sort of an avatar that sort of does as well?

Starting point is 00:23:04 Maybe sure, but can you get it from this level of like, I don't know, what is it at right now? Like a bachelor student to, you know, something that's actually like even more intelligent. And that's not totally clear because currently, I mean, you know, a bunch of models are kind of converging on a similar level of performance. And so I think that's really like, that's going to be very interesting in the next year to see, you know, what are this, you know, Microsoft. and similar companies that are building this huge data centers, like what's GDP5 going to be like? But the thing is, like, I think even if we stop, like, here in terms of an which, like, a certain plateau before the next breakthrough occurs,

Starting point is 00:23:43 that's already, like, having a huge impact. And I think, like, that's way more likely than, than, like, this, what's called, like, artificial general intelligence, where it, like, really simulates a human in, like, every way. So far, we don't really have any clue on how to do. do it. And, you know, maybe the metaphor, I don't know if it's as clear, but it's like, people sometimes are like, well, you know, won't we like just upload our mind, right? And just like, exist forever. Like in theory, that's a good idea. But we have no clue how to do it.

Starting point is 00:24:16 Like, like, how are you going to like encode consciousness into something digital? And this is like a similar level problem where it's like, yes, this like, you know, chatbot that predicts the next token. and sort of response more or less kind of plausibly, that seems, you know, we've done it. We can see how that's done. But like doing something that actually goes beyond that, hard to say. Yeah.

Starting point is 00:24:40 We already consumed all the internet data and put it in there. That's what it came up with. So am I, so am I simplifying endema like in your, you describing that, like, obviously they already have like talking avatars now, right? Like we can duplicate ourselves or pick, you know, Tom, Harry or Sally that we like, that's the, you know, regenerated avatar.

Starting point is 00:25:03 So knowing that those exist, am I oversimplifying that you couldn't just feed the answers that you're giving to that avatar to then give it back to them as a human form talking to them? Yeah, I think the question is just like the quality of the responses and the quality of like facial expressions. I think it will probably get there over time. The question is like, what are we talking? Yeah. And in terms of like GPD4, I mean, anyone who use chat GPT, I think you're both like amazed at its quality, but you also like notice this limitations. And it's like it's easier to go like 95% there, but going like 100% there. I think that's like super challenging. And that's where like a lot of our engineering work, right? Like it's not just chat. GPD like you need to do a lot of work with

Starting point is 00:25:54 both like experts like right so we employ like coaches social psychologists therapists to kind of look at that and see you know change management consultants you know what do we need to tweak what didn't work how do we approach it better to also technological solutions right like okay how do we kind of simplify the flow so that we kind of simulate this magic and it's not visible that like in reality there is like you know there are cracks yeah and you can find them if you like try really hard when are we going to get so that I think like yeah we're really at crossroads right now so it's very interesting like what the next year is going to show either it's you know straight into singularity or oh we're just settled with this you know beautiful society that

Starting point is 00:26:37 automates you know 80 percent of routine work which is also pretty good yes uh I talked about this on my news show you kind of said something that sparked a Dima you know you You hire therapists and you hire all these other inputs, right? Because to get an output, you have to have input. We can agree with that, right? So my problem has been with ChatGBT and all this other things. You know, the great thing about Google search is, okay, that Google makes a lot of money, but you get SEO value and you get people ultimately to your website

Starting point is 00:27:13 where I will do a transaction for the content that I've created, right, if you do it right? chat GPT and a lot of these tools are taking information from people that spent money, time, or their thought to create. And we ain't paying for the ingredients. Excuse my, I ain't. And so we have to, you know, if I want to make chocolate chip cookies, I got to go by the store. I got to buy flour and I got about chocolate chips and sugar and milk. So are we paying for the ingredients? You know, with all these tools.

Starting point is 00:27:47 sounds like you guys are. But, you know, Google ultimately pays for the ingredients because they pay back the publishers via raises in, you know, getting people ultimately to their sites. But once you deliver the answer without the source, you know, when I was in history class, I had to cite my sources. So is it creating new knowledge or is it taking existing knowledge that should have been paid for and turning it into something? I think that, I mean, even if you Google stuff now, you see that there's a little Gen. AI summary up on top. Oh, yeah. So some people are saying, you know, it's not even taking me to my site anymore because Google is summarizing it. And is that fair or unfair? Right.

Starting point is 00:28:34 So there are so many layers to these that are unforeseen right now. You really don't know, you know, what the future holds, quite frankly. But there is something to be said about, you know, segregating between going to a chat, DPT, for a solution or feedback versus when you're using something framework like, say, you know, Panadron, right? Right. You're getting specific guidelines, Taylor, say, to coaching that is asking you to reflect on something, which is sort of like an interactive dynamic experience that helps you think versus just feeding you information. So it's a bit different than, say, go to Google, give me an answer. And here is, well, you know, how did that make you feel?

Starting point is 00:29:22 Is there a better way to do it? What did you learn from it? What would you do next? It's a whole different kind of experience. And, you know, I always tell people that when you look at these things, not only is, like Dima said, you know, a self-driving taxi different from chat GPT, but also chat GPT is different from, say, AI coaching than an AI assistant. There's just so many different ways. But I am curious as to what's going to happen with Google when you sort of go from, because we used to say, why do you Google it? And now people are beginning to say, why didn't you chat to PT it?

Starting point is 00:29:55 So curious to see what's going to happen, say, three years from now when it comes to that dynamic. I don't know. Yeah. And to add from our perspective, I mean, what we decided to do is that, you know, we're conscious of the fact that we still want to use frameworks from some of the top leaders in the world, top fault leaders in the world. And we're like, hey, let's just partner with them. And so we're currently in discussions with, you know, the top 50 kind of thought leaders and, you know, including, you know, anything from leadership happiness, change management, anything that's related to what we do and saying, hey, you know, we would like to mention your work in, in our AI coach. And it will help you to sell your books. It will help you to get into those executive rooms because the employees will start talking about, you know, your frameworks a bit more.

Starting point is 00:30:42 And so in general, it's a win. I think one interesting question, of course, though, is, you know, it will make the people who are at the top, you know, in a sense, you know, prosper even more because suddenly you can kind of scale that to everyone. It's kind of like, you know, if you could like scale the best teacher in the world, why would you go for like, you know, a hundred's best if you can get like the best? So that's, I think that's a dilemma and that's like, you know, and that's the same kind of everywhere.

Starting point is 00:31:13 How do we actually then get junior people to progress in their career before they are that like top expert, you know, because because we are sort of then replicating the top expertise. But at least like in terms of like compensating people for their work, I think that's super important. As we flows out here, guys, I know we're backing up against the timeline and maybe we'll have a part two. I think there could be a double episode here for sure. You know, are we looking for? Investors? Are we looking for more clients? Or yes, please. Like, what's, what is that sort of roadmap for you guys? Are we, who are we looking for?

Starting point is 00:31:54 Yeah, investors, do you know, clients, Robert? Yeah, I would say, I'll say clients first. And those are mostly, you know, big companies, typically. But we also know starting to roll it out to like lower middle market and starting to experiment there as well. I would say another thing that I mentioned, right, top thought leaders. So all the Simon Cynix and Amy Edlinson's of the world, we would love to chat and partner and collaborate because we think that this is, you know, it's going to be very impactful. And we want to kind of co-create this collectively.

Starting point is 00:32:36 And then lastly, yes, investors. But the first two things are privately. I think, Ryan, on the customer side, you know, what I found that has been quite surprising is that there's an agnosticism from industry and geography, meaning that we have large enterprises in pharma, in consumer package goods. Some of the major global consultancies are coming to those and saying, hey, we want to partner with you guys to present you as a sort of bundled offering to our customers because what you have is it's a pretty. unique as well. The other thing that I've found that's interesting is that when you look at adoption of AI, say, chat GPT, the speed of growth, say, there's a great study from that was from Oliver Wyman, the World Economic Forum, and it showed five-month growth in adoption of CHATGPT by regions. And for example, you saw what I call us a don't fight and happy countries,

Starting point is 00:33:40 they developed countries doing financially well, that the rate of growth was slower than the developing countries. So this to me is very interesting, the impact it can have in the global economy in terms of who's catching up over what. So I'm curious to see what happens a year two from now in terms of adoption and advancement and when that entails and what it implies in terms of low competitiveness, right? We're also seeing, you know, something I like to say, if your organization is thinking that you're too soon to use AI.

Starting point is 00:34:11 The percentage of employees using AI and just about every industry is crazy. So even if you're not using AI, your employees are. It's just amazing. You just have to catch up with your employees. Yes. And I know we may be having a little bit of technical difficulty with Dima, and I know he has another commitment. Robert, where can everybody learn more about what everything you're doing,

Starting point is 00:34:34 learn more about how to get in touch, all of the sort of calls to action for everyone listening. Thank you so much for the plug. Two places, certainly pandotron.ai. And since we're going to be on the podcast, it's going to put to a large amount of people, if you do try.pandotron.com. You may even take it for a ride

Starting point is 00:34:58 and let us know how you feel and how you like it. Hey, guys, I recommend you do that. The little bit I've played with it, and our team has played with it, has been highly impressed. guys know what they're doing and we will get them on for a part two uh because a lot of questions i still have and i uh want to i want to task robert for the money and uh deema for the for the coding you know i want to get all the uh zeros and ones out of him it's got a lot more than that

Starting point is 00:35:27 i think gentlemen it's been a pleasure having you on the show i really appreciate it and i do mean that on a part two what to do that in a couple months thanks for having us hey guys you to find us, Ryanisright.com. You'll find the highlight clips from today, the full episode, and links to Panditron. Look, if you aren't trying AI, you're going to get left behind, and these guys know it, and they're out there helping the world be a better place. We'll see you next time on Right About Now. This has been Right About Now with Ryan Alford, a Radcast Network production. Visit Ryanisright.com for full audio and video versions of the show,

Starting point is 00:36:03 or to inquire about sponsorship opportunities. Thanks for listening. You know,

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