Right About Now with Ryan Alford - 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 reach better as a human so I can be better with other people, be better at my workplace, be better with my family. Just fascinating. I did not expect it, and it's mind-blowing. This is Right About Now with Ryan Alford, a Radcast Network production. We are the number one business show on the planet

Starting point is 00:00:20 with over 1 million downloads a month. Taking the BS out of business for over six years and over 400 episodes. You ready to start snapping next and cashing checks? Well, it starts right about now. What's up, guys? Welcome to Right 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, 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 it on every corner. I see it on every social post. Two little letters called A and I. I can't get away from them. They're everywhere. But look,

Starting point is 00:01:00 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 Pandatron, Dima Sarotkin, and Robert Newland, the chief money officer is what I'm going to call him, Robert. He's Chief Dinero Hancho. What's up, guys? I'm in. Great to have you guys. Hey, we're all over the planet today. I know, Robert, you're down in Florida.

Starting point is 00:01:25 And Dima, I think you're across the pond, right? Where's 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.

Starting point is 00:01:37 I mean, you know, I joke in my monologue about the AI thing. And we're going to get to talk all about 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 guys like how do you guys balance that like the differentiation of what you feel like you're doing and like you know what's the overall uh i don't know sentiment of the industry these days robert do you want to take it you're happy and like you know what's the overall uh i don't know sentiment of the industry these days robert do you want to take it sure 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

Starting point is 00:02:26 ways that we can get into later. So this is not an A4 win. 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, but everybody's spending crazy amounts of money trying to figure it out. Well, doesn't it come down to like they know, you know, they have to because at some point the efficiencies that your competition can't have like what a 60 percent 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. 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,

Starting point is 00:03:14 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. But there's also a once in a generation opportunity. Probably, you know, even Bill Gates said this is this is bigger than the that the 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. Even the PC took about 20 years to reach mass adoption. ChatGPT took 10 months. So again, when you combine the two of them, it just makes it compelling for everybody

Starting point is 00:03:52 to get on the bandwagon as soon as possible. Yeah. Dima, 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 uh ai being only an automation tool and i think it's so much more and maybe we'll tap that with you know 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

Starting point is 00:04:18 becomes you know a completely different tool that we've never had before that can also guide you know your whole strategy uh because suddenly besides just had before that can also guide your whole strategy. Because suddenly, besides just coaching people, you can also collect data about what are the biggest topics that they are talking about and what's behind those topics, what's the root 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

Starting point is 00:04:45 process i'm going to automate it 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 what all those things could be yeah i and and i think it's when i think about I simplify things for clients and, you know, for a long time, it's sort of like, is it I sort of was dividing it. OK, it's going to do more for us, but it's kind 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 of 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,

Starting point is 00:05:45 process it at faster speeds and curate it in different ways. We get into a really fascinating place with just the overall advancement as these things come together. I think we talk a lot about like the AI, but the way we could never do before, I think is also remarkable.

Starting point is 00:06:04 So that's also something like for us right previously companies maybe had hr surveys where they would ask people how do you feel you know scale from zero to ten and then you're like okay it moved from 0.4 to or whatever 7.7.6 and you're like what does that mean it doesn't really it doesn't really mean anything and then suddenly you can make it very complete um by actually going into specifically what people said and what was the meaning behind it and aggregate all those concepts, find kind of commonalities and almost like talk to thousands 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. Nima, how the hell did you get so smart?

Starting point is 00:06:43 Like, that's what I want to know. Did AI program your brain or something? You know, you're a young guy. You're getting after it. Let's set the table, you know, as the CEO of Pandatron talking with Dima. You know, like, what created this path to intelligence and entrepreneurism? Hey, I just thought I met him, all right? Robert, we'll talk mucho dinero in a minute.

Starting point is 00:07:14 No. Yeah. So, yeah, like, jokes aside, actually, there is, like, a Genesis story for the company, which is connected to, like, my Genesis story as well, where, where like I was part of a nonprofit called Isaac, accidentally actually Robert was also part of it. Some whatever, 30 years prior. Did he tell you how to do it because of the gray hair? Robert's not cool man, he's throwing your age.

Starting point is 00:07:40 He's got gray hair, we can hire him. I got some of the beard here i know robert you and i are probably closer yeah i'm with you brother yeah and a big part of that was actually getting exposed to coaching for the first time really like 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 it's about asking this like very deep questions supporting someone through that process helping them set goals follow up on them um and that really like you know so to your question uh i wasn't really pursuing ai i was pursuing the

Starting point is 00:08:19 problem of how do we provide this powerful technology of psychotechnology of of coaching to to more people because it felt like okay you know if you have any problem in the world um if you think of you know the ukrainian war like sometimes i think well if you know if putin would have had therapy in childhood like would have that been prevented you know and and and sometimes people are like well dima but what about like an asteroid right like you can't control that 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 let's mind the asteroid let's like right up and then they did it because they were like fighting for the last like yeah so like to me all the change everything is related to how we behave and how we react, how we think, how emotionally aware we are.

Starting point is 00:09:10 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. Lauri was like, we should do chatbots. And I'm like, chatbots don't work, dude. Like it's just, it's not going to work. And so 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 whatsapp but was it was a coach

Starting point is 00:09:35 you know it's it's fascinating because playing with the tool i'll you know and watching amy and listening to her you know interact with it it's really crazy how far it's come like you know, and watching Amy and listening to her, you know, interact with it. It's really crazy how far it's come. Like, you know, the intelligence, the reaction, the human, the humanity that you can sort of feel within these tools, especially with Panetron. I mean, 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.

Starting point is 00:10:08 I'm joking that it's more empathetic than I am. Yeah. It's probably true. He's not joking, by the way. Dima, I'm just barely getting to know you, but I think it might be. I think it might be. There is a quote from one of our users in Australia, which is Dima knows is my favorite. And she says, I know this is going to 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 judged.

Starting point is 00:10:49 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. 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 Dima here, that from an ethics standpoint,

Starting point is 00:11:15 you know, AI coaching is one of the areas in AI that is not really replacing humans. I think we help humans reflect better on themselves so they can interact better with one another. And I think that's a beautiful thing. Yeah, I mean, it is. Because I think you started with the biggest point, I think. And I think about, you know, people think about the judgment of others a lot. And if you can remove that barrier.

Starting point is 00:11:38 Yeah. I think you unlock some potential authenticity and realness that never gets unlocked human to human that is exactly what we're seeing and listen i i've been in talent management okay i'll say as long as dean is being alive yeah yeah uh 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 these comments, I thought, no, it's got to be an outlier. Then you see consistently getting this feedback of the experience. And again, I don't think this is replacing a human.

Starting point is 00:12:21 This is just helping me reflect better as a human so I can be better with other people be better on my workplace be better with my family uh just fascinating i did not expect it and and but you know it's it's mind-blowing frankly talk about the nuts and bolts you know of pandatron you know like i'm an organization and and this is for either you robert or you, you know, like I'm an organization and, and this is for either you, Robert, or you, Dima, you know, like, what is my problem? And what is this solution? Like just as plainly as, you know, your, your natural voice, you know, of what it is, you know, sometimes we, you read products slicks and cheats and speeds and feeds and all these things.

Starting point is 00:13:05 But I love what you said, Dima, because starting with the problem like you did versus a lot of people are kind of going, OK, 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. They already have these programs,

Starting point is 00:13:45 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

Starting point is 00:13:58 and they say, look, we want to change. We want to be more innovative. We want to install, you know, change. We want to be more innovative. We want to install, you know, say, yeah, and say, you know, people to experiment with AI. We want them to actually launch new products. We want them to play with it. We want them, you know, 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.

Starting point is 00:14:30 And it was a public company. The stock went up 24%. 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...

Starting point is 00:14:44 Hey, I just want to say Street Revenue Officer not happy that we didn't make an equity deal on that one. I was about to say Robert would be happy. Robert would take that 24% increase in stock. Yeah, we should have done that. But hey, hindsight 2020, right? Yes. Yeah. And with those kind of changes, right? Whether it is AI change or just's like, we want to be more innovative. Agile transformation is not a part of where it gets thrown around, where we basically alter the routines that like, you know, the silos always like when you have like a hundred thousand people, let's say you're the CEO of Siemens, it's really freaking difficult to like change the direction of the Titanic.

Starting point is 00:15:21 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, like do training and then immediately, and behavior is so entrenched that it's super difficult to change it. And this is the tool that suddenly allows you to go and sort of like talk to everyone,

Starting point is 00:15:41 kind of spread your gospel, nudge them in that way, but also do it in a way where 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? 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 if they were but uh like hr in a way like human resources you know a sub-segment of it i know you're not replacing

Starting point is 00:16:12 but it certainly felt like a gigantic hr resource well let me let me bucket these things in a certain way and then kind of frame us um so when you look at organizations, you see a lot of HR assistants, right? How can I use this information through AI and be quicker at it? Then you have what they represent, which is how do I optimize processes through AI? What we're doing, which is in the talent management sort of realm, if you will, is sort of dealing with the Simonsonics of why. 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 our organization,

Starting point is 00:16:56 if you want an individual to sort of shift direction with the organization because they're going to a new market, new product, new industry, whatever the case may be. It's personal for them, although it's strategic 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 in 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.

Starting point is 00:17:35 Because otherwise, you can do this mass training, mass messaging, mass communication. the ability to move the needle at scale by engaging with people in the thousands at a 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 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 00:18:26 bit of the wild, wild west, but not because like people aren't intentional, but like, what is it like with all the AI buzz it, you know, from 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, what's the lay of the land? I think in many ways, like on, on, on both like the client investor sides, for many people, the question right now is what happens when this scales? I think there's currently an AI experimentation budget, and it's not yet clear where does the AI budget go after that. So we experiment. Once we start scaling all this, where does this go? Does this go under the existing budget? Do we cut some of the existing stuff and replace a piece of that? How do the processes work? Do we need to hire less

Starting point is 00:19:14 people? Do we need to hire more people because of this? I think we're very early on where it's still, in many ways, experimentation. And many companies are trying to understand what's actually going to happen next. How is this going to impact it? And I think another thing that I always say is that even though we say that it's AI and this is just two letters, there's so many different applications. Like a Chad's UBT and a self-driving taxi

Starting point is 00:19:42 that I use frequently in San Francisco are so freakishly different. Like there's almost like nothing in common, but both are like AI, you know? And so in that regard, 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. Deema, I like that analogy because you know what I like to say? I think podcasting is too broad. You've got two guys in a closet doing a hobby, and then you've got the number one show in the world in business.

Starting point is 00:20:17 And Rogan making $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 million different ways, right? I think that's what you're saying. Exactly, exactly. And also that we're still comprehending, right, like what the impacts are going to be, right? Like, for example, with what we do, 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

Starting point is 00:20:54 to human coaches, you can actually align AI with your organizational objectives, so it can nudge people in that direction. You can collect all this data about what are the systemic issues that can, again, help you adjust your strategy. And at the same time, you can support people. So it almost becomes less of an employee benefit tool and more of a leadership as a service, if you will. All that leadership that 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, we're still figuring out what happens once we scale this thing. Another example is all the processes, right?

Starting point is 00:21:35 Customer service. I think there was a Swedish fintech company that published that they 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 little bit of a conversational touch there. And we now can have it with general 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.

Starting point is 00:22:19 You know, the humanity that might be artificial versus the words on the screen you know have you guys what what's your perspective there do you might want to go yeah 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 um you know will we get there fully and will will it still be a gimmick and i think that with the current level of technology you can can do a lot already, right? Like I think with the current level of like GPT-4 level technology, you can do AI coaching, for example, right?

Starting point is 00:22:52 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? 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

Starting point is 00:23:22 that's really like that's going to be very interesting in the next year to see what are this Microsoft and similar companies that are building these huge data centers, like what's GDP5 going to be like? But the thing is, I think even if we stop here in terms of a certain plateau before the next breakthrough occurs, that's already having a huge impact.

Starting point is 00:23:50 And I think 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 it uh and and uh 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 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 minds, right? And just like, exist forever. Like, in theory, that's a good idea, but we have no clue how to do it. 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 uh you know chatbot that predicts the next token and sort of responds uh more or less kind of plausibly uh that seems you know we've done it we can see how that's done but like

Starting point is 00:24:36 doing something that actually goes beyond that hard to say yeah we've already consumed all the internet data and put it in there that That's what it came up with. So am I simplifying edema like you're 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. That's the, you know, regenerated avatar. 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?

Starting point is 00:25:29 Yeah, I think the question is just like the quality of the responses and the quality of like facial expressions um i think like it will probably get there over time the question is like what are we talking yeah you know um and and in terms of like gpt4 i mean anyone who used chat gpt i think you're both like amazed at its quality but you also like notice its limitations yeah 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 just like you need to do a lot of work with both like experts like right so we employ like coaches social psychologists therapists uh 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, OK, how do we kind of simplify the flow so that we kind of simulate this magic?

Starting point is 00:26:14 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 to that? so that i think like yeah we're really at crossroads right now uh so it's very interesting like what the next year is going to show either it's uh you know straight into singularity or oh we're just settled with this uh you know uh beautiful society that automates um you know 80 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 edema. You know, you hire a therapist and you hire all these other inputs,

Starting point is 00:26:52 right? Because to get an output, you have to have input. We can agree with that, right? So my problem has been with chat GPT and all these 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 where I will do a transaction for the content that I've created, right? If you do it right. ChatGPT 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 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 to buy chocolate chips and sugar and milk. So are we paying for the ingredients? You know, with all these tools, it sounds like you guys are. But, you know, Google ultimately pays for the ingredients because they

Starting point is 00:27:53 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 GNAI 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.

Starting point is 00:28:31 And is that fair or unfair? Right. 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. you know, what the future holds, quite frankly. But there is something to be said about, you know, segregating between going to a chat GPT for a solution or feedback versus when you're using something framework like, say, you know, Pandatron, right?

Starting point is 00:28:57 Right. You're getting specific guidelines tailored, 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? 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.

Starting point is 00:29:28 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 ChatGPT, but also ChatGPT 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 gonna happen with Google when you sort of go from, cause we used to say, why don't you Google it? And now people are beginning to say,

Starting point is 00:29:53 why don't you chat to PT it? So curious to see what's gonna 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 are conscious of the fact that we still want to use frameworks from some of the top leaders in the world, top thought leaders in the world.

Starting point is 00:30:12 And we're like, hey, let 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 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. And so in general, it's a win. I think one interesting question, of course, though, is it will make the people who are at the top in a sense prosper even more because suddenly you can kind of scale that to everyone. It's kind of like if you could scale the best teacher in the world,

Starting point is 00:31:03 why would you go for like 100 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. How do we actually then get junior people to progress in their career before they are that like top expert?

Starting point is 00:31:19 You know, because we are sort of replicating the top expertise. But at least like in terms of like compensating people for their work, I think that's super important. As it 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?

Starting point is 00:31:43 Are we looking for more clients? Or yes, please. Like what is that sort of roadmap for you guys? Who are we looking for? Yeah, investors, DM, clients, Robert. Yeah, I would say clients first. And those are mostly, you know, big companies typically, but we're also now starting to roll it out to like lower middle market

Starting point is 00:32:09 and starting to experiment there as well. I would say another thing that I mentioned, right? Top thought leaders. So all the Simon Sinek's and Amy Edmondson'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 private. I think, Ryan, on the customer side, what I found that has been quite surprising is that there is an agnosticism from industry and geography, meaning that we have large enterprises in pharma, in consumer packaged goods. Some of the major global consultancies are coming to us and saying,

Starting point is 00:33:04 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 pretty unique as well. of AI, say, chat GPT, the speed of growth of, 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 chat GPT by regions. And for example, you saw what I call us the don't fight unhappy countries, the 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 or two from now in terms of adoption and advancement and what that entails and what it implies in terms of low competitiveness, right?

Starting point is 00:34:06 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, the percentage of employees using AI in 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 other commitment. Robert, where can everybody learn more about what everything you're doing, learn more about how to get in touch, all of the, you know, sort of calls to action for everyone listening. Thank you so much for the plug. Two places, certainly pandatron.ai.

Starting point is 00:34:46 And since we're going to be on the podcast, it's going to put you a large amount of people. If you do try.pandatron.ai, you may even take it for a ride 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

Starting point is 00:35:05 has been highly impressed. These guys know what they're doing, and we will get them on for a part two because a lot of questions I still have, and I want to task Robert for the money and Dima for the coding. I want to get all the zeros and ones out of him. It's got a lot more than that, I think. Gentlemen, it's been a pleasure having you on the show. I really appreciate it.

Starting point is 00:35:31 And I do mean that on a part two. I want to do that in a couple of months. Thanks for having us. Hey, guys, you're going to find us. Ryanisright.com. You'll find the highlight clips from today, the full episode, and links to Pandatron. 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

Starting point is 00:35:55 with Ryan Alford, a Radcast Network production. Visit ryanisright.com for full audio and video versions of the show or to inquire about sponsorship opportunities. Thanks for listening.

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