Hello, everyone. We're so excited to chat with you.Today, it will be a lot of conversation about agentic transformation, AI agents, and what our incredible, panel of CIOs is doing within their organizations, especially in, highly regulated industries. So should be a great conversation. We're gonna start off, with some intros. My name is Tatiana Mammut, cofounder and CEO of wayfound.ai. We are a AI agent monitoring and supervision platform, and we run our company with four full time humans and 27 agents. Our agents operate across product development, customer discovery, investor relations. All of our investor meetings and updates are done by AI agents, customer service, sales, marketing, AI agents across the board.

I would love to to hear from our other CIOs, how many agents are in your company and in which functions. Sandy, let's start with you.

Absolutely. Thank you very much for having us here today. Excited to be a part of this conversation. I'm Sandy Venagopal, CIO at Coreweave. For folks who may not know, Coreweave is the essential cloud for AI. We truly are at the forefront of this revolution and transformation that's happening in front of us. We build a lot of the infrastructure that AI frontier labs enterprises are using to build their AI solutions and platforms on top of. I've been with the company about, fifteen months, sixteen months now, and it certainly has been a a roller coaster of a ride. Being in the space that we're in where we believe we are the force multiplier for AI for our customers, we absolutely have taken that mindset internally as well. We've deployed AI across our enterprise.

When I think about agents and where they're located or where sort of they're being most used, I would say we certainly have the the sort of smaller scale agents that sort of do a few task automations here and there, used by smaller subteams or a group of folks. I'm sure those are in the hundreds. Now we have to deal with additional challenges, I'm sure, as we go forward of how do you manage them all. But we have quite a few of those. But when I think about enterprise wide agents, the multistep workflows, the ones that cover multiples tasks that would be done by either an individual or group of people, with very little to no human intervention, We're probably still in the double digits. We're probably about 10 or so that I can say that are that are being used quite extensively, and they span multiple departments. Certainly engineering and IT, but we have several in our supply chain world, finance, HR, marketing, sales. I mean, they run the gamut.

We truly are excited by the adoption we're seeing and excited for what's to come.

Amazing. Excited about this conversation. And, Rashmi, take it away.

Yeah. Hi. Glad to be here, first of all. Welcome to all the audience here, and hope you can take a few golden nuggets from this conversation from CIOs. Look. Agents are the new, I would call it fashionable terms to use, but, we keep reinvent inventing these. Right? I have got every wave of from mainframe to distributed to web to AI and now to agentic generative. I forgot in the middle. I would say, I'd be amazed if we didn't talk about our products and AI in our products. But if you talk about operations, I would talk about three or four big ones before I go there. I'm Rashmi Kumar, global CIO and senior vice president at Medtronic. We are the world's largest med tech company. We literally extend lives of human beings and people, 76,000,000 a year. We treat two patients every second with our medical devices.

When we talk about operations and agentic, we have four of those which are, extremely popular and have been delivering value already. One is our Harmony HR agent. Second is our Robin, which is our IT, service and help desk agent. Third is our EVA, which is our IT asset agent where anybody can go and ask about their application, how it is linked, where it sits. But we have as been as a company, we have been on this AI ML journey for a long time. And now we have products which goes in our bodies, which has AI embedded in it. One of them, we call it LINC device, which manage manages arrhythmia in our bodies.

And we had put in an AI algorithm, to suppress noise because these devices that go in, they transmit data not only to the patient and their cell phone, but to the caregiver and care providers. And it is it and if the data and the notifications are not accurate, it does not serve its purpose. Similarly, we have spun off the diabetes division, which is MiniMed. However, the algorithm there, which is enabled by AI, is also, giving patients really calculating, the insulin amount that the patient needs based on the sugar level as well as the food intake. Third area I will talk about is the imaging. AI has huge, role to play in imaging, and our colonoscopy device, which is called GI Genius, identifies polyps based on AI and imaging better than a and then a, than a GI doctor.

And fourth example I'll use, there are a few more more is the recent acquisition called Cathworks, which takes the, invasive procedure to find the extent of the blockage in our arteries, to a non invasive procedure, which through imaging figures out if this patient needs a stent or a treatment, depending on the size and the severity of the blockage.

So, while I've been CIO for many years, now really seeing technology enabling human life and not only technology, but AI embedded in those. So those devices could soon be called AI agents if Mhmm. Extended to that level.

That's super interesting and a lot of different things.

So maybe I will jump in there.

Yes.

Hi, everyone. Monica Caldas from Liberty Mutual. And we are, located 27 countries around the world. And similar to to Rashmi and what Sandy mentioned, we're on this journey as well. And we have been doing traditional AI, think about machine learning for for many, many years. But now with generative AI and agentic AI, it just puts us on a different plane in terms of where we're headed. And as it relates to, agentic and having agents that are autonomous in the environment, we have about 10 or so in the IT world on the engineering side of the house. And then what we also think about is how do we deploy the capability to our broader workforce around assistance and using what we call our internal liberty, capability where you can pull up any model and leverage that for individual productivity purposes, but then also elevate that capability to allow individuals to create assistance.

And so we have a couple thousand of those actually in the environment, and, we're thrilled on the journey we're in. But what's really important for us as well is having that being served up by a backbone that we have built that really thinks about model governance, thinks about trust and responsibility that we have operating in a regulated world. So for us, the responsible AI committee is a really important element in our roadmap as well. Not just about deploying agents, but having all the mechanisms behind the scenes to be able to operate them both at scale, but within the guardrails of how we operate the broader technology ecosystem.

Yes. And we will absolutely get to the questions of governance very soon, Monica. I wanted to start off, with all of you with a recent report from BCG, and that report really highlighted some frictions or some tensions between boards and CEOs or c suites. And according to their their report, over 60% of CEOs, agree with the statement that my board is rushing AI transformation. So what we're seeing from the top down is investors are asking for, you know, more AI adoption, you know, more investments in AI, more stories about AI agents. But on the other side, the boards are saying that companies are moving too slowly or inconsistently on AI transformation. There's so there seems to be a gap. And as CIOs, you guys are in the, you know, in the fulcrum of this gap. Right?

This tension and this friction between investors saying move, move, move, move faster, faster, faster, and you guys having to say, like, how do we do this? So in light of that top down pressure, can you share, like, how is the role of the CIO shifting, right, as you guys are in, you know, the crosshairs of all of this pressure to move quickly on AI? And what are you doing more of? What are you doing less of? Like, what is your role as a CIO, and how do you manage? And how are you personally you're all moving pretty quickly, but are you getting pressure to move more quickly? And how are you managing that? And how do you figure out where to move quickly and where to move slowly?

Happy to start. I think what you mentioned, Tatiana, around the tension is is real. I do think there is a lot of, interest and, expectation that as a company, we move pretty fast in adopting AI. We truly look at how we can transform our world from how we've been operating to how we could be operating in the future. And I think as leaders, we we want to do the same, but we also wanna make sure that it's done in a sustainable manner. These are not overnight changes that we can just bring about. Even for a company that's relatively young, as core we've compared to compared to my fellow panelists here, There is there is a little bit of process.

There's a little bit of mindset change that needs to happen. There's a little bit of true understanding of what AI can do in our world, how we can truly benefit us, that we're learning as we go. So I think balancing that tension is is a core part of, I think, what we all as CIOs are are doing today. The technology may be different now, but I think balancing tension with board and leadership has always been some technology or something in the past. So it's sort of taking the lessons learned from those and adapting it to the AI world. As a CIO, I would say, to your second question around how I see the role changing, I would say I'm lately, I've been spending less time sort of asking for metrics or data, or can we get dashboards that show us x y z so we have good data on which we can make decisions on?

I think those are much easier now, and those are things that I can build for myself, and not have to go to a team to have some things built for me. So I would say less on sort of the operational activities and or data gathering is certainly much less of my day. A lot more of it is thinking about and partnering with leaders on what does the workforce of the future look like, sort of conversations around team structures. What roles are gonna exist that humans will do? What roles exist today or might exist in the near future that we think an agent can handle well? What does that mean in terms of making sure all the people in our company are still set up for success and growth? How do we think about management and leadership?

I think that sort of organizational design conversations, I would say I'm playing a much bigger role in, and I see that change happening. But I'm curious to hear from my fellow panelists as well.

Yeah. Maybe I'll jump in there because that completely resonates. So a comma after your sentence to say yes, us as well. I agree with the point you made first, Sandy, which is this tension always exists. I think it will always exist because we all are playing our role in terms of wanting to advance the company. And I think the role of the CIO is shifting in the sense that delivery is table stakes. You have to deliver on what you set out to do. And now, I'm finding myself in similar places as Sandy is in terms of the conversations, around decision architecture and helping think about what does this future state of the workforce look like. So strategic workforce development for us in technology, but now more broadly across the company, weighing in on how could machines and humans work together.

So agree with everything and I think we'll always have tension. Although I think for us early on, when, GPT just, you know, launched in 2022, we really leaned into having the conversations with our board and sharing what we knew and what we didn't know and bringing in speakers, from a variety of different arenas that could speak to some of the fast moving headlines and just add a little bit more context.

So I do think that we've got, the ability to have conversations now instead of starting at step one of the conversation where you're just explaining and why does it matter and what does it mean. We're now able to skip that because we're all on the same page and we get to step five in the conversation, which is more of the value creation, how we serve customers better, how we show up for our clients and brokers around the world. So I think for us, it's a it's a little bit different, but perhaps because we got ahead of it in terms of bringing everybody along on the journey.

Yeah. Kind of you all covered, a lot of, strategic items around around this topic. The big point I would make here in addition is I just came across, somewhere. Indra Nooyi, the ex CEO of, PepsiCo is a great role model for me. And she shared, I believe, yesterday that if there is a board member who's not educated in AI, they should stand up. That's a very, very, bold statement. But, you know, reading from there, it goes back to our organizations as well as IT. Right? I personally feel that IT mindset has to really shift, and I I have been in so many IT organizations. It's a it's a humongous task for us as leaders, to shift them from being a order taker, from a technology operator to being a strategic growth partner.

We have gone through these waves of, you know, cloud and and and data and AI. Still, it's hard to change behaviors. We need to not only be the strategic growth engine and growth partner for our business, but we need to continuously transform our IT organization. What we have seen that the effort that we have put in, our digital transformation and AI efforts, have helped enable new therapies and capabilities supported, and supported nearly 20% growth in revenue for for our company. And it's not easy when you are already in double digit billions. It always keeping our, meaningful impact for patient, customer, and employees is really important for our team member. And the transformation should start from within. If we don't enable our operations using AI, which which creates capital and and OpEx funds to go invest in this, in this cocreation. Right?

As CIOs, we need to take time and spend time with our business leader to cocreate, to help them identify where AI and automation can, unlock enterprise value, and pushing that envelope on our leaders, they are accelerating, we call it hyperautomation and 10 x, initiatives where we apply, AI to deep internal partnership where, you know, we have lot of golden nuggets within our employees who understand the end to end business process.

I always call IT as a extremely critical function for any company because we look across. Mhmm. Sometimes, sometimes a product will launch with a with a number it's saying, hey. We are launching this product. Call this. And we never tell the customer care organization that we are launching a new product. Right? Mhmm.

Yeah.

IT comes in and says, have you thought about it? Right? So I call our team the strategic dot dot connector. And they are the best resources for scaling AI driven hyper automation, advancing a resilient digital foundation, and sustaining operational excellence. Excellence, I don't want us to forget that AI and generative AI and now agentic AI is not only helping us create business value, but it is also enabling threat actors to understand how they get in and quickly get access to lot of information. So IT needs to keep security and risk in mind when we work with our our our business partner. So I would I would say we need to still think in terms of use case by use case because that's how you provide a structure to it, but always keeping in mind the change management piece also. Highlighting the business. It is not about just reducing the headcount, but taking away the repetitive task so that our team members can, can focus on higher value task.

There there's a lot of CIO conversations is focused on platform data, AI enablement. I wanted to shift to enterprise value creation, change management, and managing risk. That's different than implementing an SAP system or a ecommerce system.

Yeah. That that's a huge increase in scope. Right? Like, not only are you now responsible for the technology, but you're also talking all of you are kind of saying that you are the, you know, in many ways being tasked with taking on a lot of the organizational design pieces, a lot of, like, the things that traditionally even strategy consultants would do.

Right? Are you doing all of this? Are you hiring people within your own teams to do this work? If so, what kind of new, you know, types of people are you hiring, or are you partnering with consultancies to do this work? How are you taking on this massively larger scope, right, and all those human aspects of organizational design and and reorganizing what kind of jobs are done by humans and what kind of jobs are done by agents?

I'd say in our world, we're not necessarily hiring consultants to help us think through it. It truly is I'm taking it as an opportunity to strengthen the partnership with the rest of our executive team, because I think we're all thinking about it. It it's not just me. I think everybody has, insights to offer and sort of things that they're keeping in mind. So we're truly making this a leadership exercise across the board, I would say, when we think about what are our teams, departments, organizations gonna look like. What have we learned through years of going through other changes? How has that impacted the skills that our workforce needs, the kind of work that ends up happening, and how can we apply some of those to to lessons now, lessons now and and sort of come up with a great plan for the future.

I would say where, where it's it's gone well. We we have some some good plans in place where we're still struggling to figure it out. I think we also lean on sort of peer networks,

because

it's again, it's not just our companies. I know many other companies, and many of my peers are going through the same thing. So we try to learn from each other. And so having that community, I think, also helps helps a lot, in in making progress here.

That's great. So now let's let's move, to as you're working with all these other teams and all these other functions or building their AI agents and maybe, Monica, let's start with you since you brought up this topic. Governance, right, becomes a really critical component of how do you as CIOs and, Rashmi, you said, like, you know, the safety, the risk, the just having understanding of what are these AI agents doing. Are they safe? Are they aligned? Are they doing what they're supposed to be doing? Like, what how do you think about the key elements of government governance as you work toward this AI transformation? And, really, if you can, tell us, like, really practically, like, what systems are you building and what tools are you buying, right, to really help you through the governance pieces.

Yeah. Happy to. So absolutely top of mind. In fact, when we started down the road map of generative AI deployment, the first thing we did was set up a responsible AI committee. So we oriented that conversation from the beginning on how do we do this responsibly, what do we need to put in place, and then asking ourselves the question of what mechanisms do we have that will not serve us because the pace is different. And that committee is not just me, it is my peers representation from the business, from legal, etcetera, and talent as an example. So that was step one is we put in place this committee. The second piece on the on the committee piece is that we have continued to evolve it. Even though we set it up in early twenty twenty three, we continue to go back every few months and iterate on it to say, okay, this is what we've learned, we now are going to do this differently.

And so we have continued to evolve it to its core today. So that's one piece. The other is this first principles around governance. When you think about what it means, generally speaking, people think about a committee, an approval gate, a policy, a document, something that you have to adhere. And I think that model is, while you still need those artifacts, if you just rely on that, it is not fast enough for the world we're moving in. So what we're talking about is how do you operationalize that in the construct of the work. So when you talk about tools and mechanisms, we're thinking about bringing those questions forward into the software development life cycle. So now we're moving into an agentic engineering workflow. We're bringing in all those policy and and governance mechanisms at the beginning rather than at a milestone at step eight.

So that is a way of operating and now the next journey of this is how do we now automate this with agents and have agents be also have responsibility for for governing. And so we're building that into IT operational processes and really testing those concepts out to understand. And then to the point of how are we getting it done, there's not one tool. In fact, we're looking at a variety of capabilities, some of which are your bread and butter IT service management capabilities, and others we're testing our own creativity around what do we need to build in house to support this. So there's a lot of dimensions to it, but I think the key that I would say is having the mental model be about how do you operationalize governance and not just make it a step along the journey.

Yeah.

And if you can add one more question. Like, one of the one of the issues around governance is also, like, who's building? Right? All of you guys have given the tools to build agents to all of your teams. So is there does anybody have any frameworks about, like, who can build what and where do they get approvals? Right?

Yeah.

Would be interesting. Us, I I can I can jump in there and then, you know, pass it over to Sandy and Rashmi? But I would say for us, I think about it as if you're building an agent, you have to know what engineering excellence looks like. You have to know security, by design. And so there are these core principles, almost like think about it as in order to drive, you have to have a driver's license. And so absolutely the world is moving to a place where, you know, a variety of different roles will be building agents, but you still have to do that in a way that's in concert with the guardrails that the company has, in concert with our obligations to our customers and protecting their data.

So it's not just a free for all build your agent, pick your own adventure. For us, it's really about how to do that, but do it with discipline, And how do you make sure you incubate in the right places so you learn? So we're right now incubating in all the IT operations processes, so that we really have that, that depth of knowledge. And we're also building out this backbone to enable us to do that at scale more broadly, but all within the guardrails of how we choose to operate.

Yeah. Like your license metaphor, I use the brake metaphor for governance. If we didn't have brakes in our car, we wouldn't be able to drive fast. Right? We'll just roll along the streets. So for a company like Medtronic, I would say AI governance must also reflect our responsibility to patient health and safety, ensuring that these technologies are trusted, explainable, and appropriate for regulated high stakes environment. And these are not only the AI or generative AI when it goes in the device. Our back end systems are also validated systems. Right? And they get, reviewed. So this is this creates our ability and enables our team to innovate quickly with AI. But as you mentioned, Monica, within clear guardrails that ensures trust, security, alignment with enterprise risk standards.

The challenge is that this space is moving so fast that governance cannot be manual while development is agentic. Right? It's a we need to bring agentic capabilities to watch the development as well as create guardrails around platforms. So not only Tatiana that everybody's building agents, this is happening since the old days of analytics and distributed systems. When people start talking about capabilities, first thing that they have in their mind that they don't have the tech platform and the data to be able to do that, though it is there. Right? So when, November 22, Gen AI became a thing, we had, an AI compass, for our company, which is published publicly. We did enhance it with generative AI implications, and I guess I should go updated with agentic AI implication, but I think think we are covered.

But but our biggest purpose was, as you said, Monica, not point in time, but make governance a process so that it doesn't become a bottleneck to slow down the slow down the organization. So we are trying to embed governance directly into platform and operating model so that we build responsible AI into how the work gets done. So we very well defined our strategies that there are two sets of initiatives that we are going to do. One is AI gen AI hyperautomation in our products, AI gen AI hyperautomation in our operations, but everything runs off of same set of platforms and technologies which are being brought in at the enterprise level. And then what is important is having that clear enterprise framework that addresses data governance, model ownership, agent ownership, security compliance, responsible AI. We have strong data foundation at at one place.

I use this metaphor called data torture, where everybody wants to first abstract the data, put it in their technology, and then work on it. Not gonna work. And then there is operational governance that you talked about, which should be very AI driven and not manually driven to find choose in the in the agents real time. Mhmm. Choose in the data real time in an in an agentic way. And this world is changing so quickly. There is a new tech every other day. I have taken in kind of a rent versus buy versus build perspective. Mhmm. We are here to innovate in for patient devices to create therapies which saves life. We are not here like Sandy's company around CoreWeave to create that next faster delivering, technology capability. So we wanna partner with the companies which brings us those solutions from tech perspective. And my focus is how do we drive business outcome?

How do we bring therapies faster to market? How do we keep our therapies compliant as well as, provide that governance that's needed, for the company?

That's awesome. Sandy, before we, pass on to you, I just wanna get a a show of hands. How many of you all have multiple different agentic frameworks and platforms that are running inside your company? And then I'll ask if you have or just one. Like, so for example, you're building on, you know, OpenAI and, Claude and, you know, AgentForest, for example, and maybe InterContinental. So you have multiple different platforms that you're Yeah.

We we do have multiple platform, but we have created, very clear governance frameworks around when do you use what. And we are trying to keep that platform layer agnostic of the models that we use in the back end.

Yeah. So do any do any of you guys just have one platform that you No.

We will never have one. Right? And then and then, like, we talked about Agent Force. If we need something within Salesforce, it'll be agent force just for Salesforce data. But if we need something across, and it was a great news that Salesforce went at less, so we might be able to now update a record through agent force. But agent force will not be orchestrating across multiple systems. So it goes back to the point of governance. Right? Being really, really intentional about it and educating people that we will have multiple of these, but here is how we will orchestrate it through a single, single platform there.

That that's great. And Sandy, I would love to hear your perspective too because it sounds like you have many agents across multiple functions, also multiple platforms. Yeah. You know? Yeah. If you can build on what Monica and Rashmi have said about that.

Absolutely. Well, first of all, I made a note of the driver's license and the brakes because I'm gonna steal that, when I'm talking about this in my own company. I love that one. We do have multiple platforms. We've allowed people to build what they want to build for the most part on their platform of choice. Where we've sort of taken the governance approach is you build using access that you have as a user. So we try to protect our data where you can't just get access to all the data in the company. What you as a user in the role that you have have access to, you get that to build whatever agents you wanna start building. Once you do that and you share it with others and they find start to find some value in it, if we find that for it to truly have, you know, real ROI or even bigger impact, we now need to give it access to more data.

That sort of comes in front of our security and our IT teams to say, hey. What have you actually built? What data do you need? What sort of risks exist in what you're trying to do? We do a bit of that assessment before we say, okay. You might either be able to get a little bit more access to data, so it offers hopefully more value, in the work that it's doing. Or if it's something that truly has to be sort of very much risk contained and managed, it sort of gets taken over by the IT organization to say, we're gonna actually manage this as an enterprise agent. It needs a lot more guardrails put in. We need sort of the right identity strategy applied to it. So we sort of make a call at that point in time. But in the early stages, we let them build. You wanna build on Claude?

You wanna wanna build on OpenAI? You wanna build on Glean? You wanna build using whatever custom tools you have? Go for it. We're sort of encouraging that at the beginning. But once it goes beyond the two or three people you may wanna share it with and they want access to more data, that tends to be a bit of the gating factor where we've come in and and said, let's make sure we're doing the right thing for the company and safeguarding, again, our assets and and our, our company as broadly.

And do you have, like, a single dashboard where you can see all the agents in the company that are that have been built and how they're operating?

I wish we did. Maybe an AI agent can build that for me. But, no, we today, we still stitch it together across the different platforms that we have. So I tend to go to each of them to see what agents have been built, how often are they being run, what the usage looks like, and sort of what data they might have access to. To me today, it's still sort of spread across multiple platforms.

I I wouldn't say that we have one platform, but we had created a hyper automation hub early on as we got on that journey. So all the use cases that we have worked on, agents that we have, we have put it out there to which people can come in and leverage those, use cases or agents as we speak. Nice.

And, Monica, for your responsible AI committee, do they have, like, a central platform where they can go and they can make sure that all the AI agents in the company are interpreting a particular policy the same way, for example? And that they're aligned with that policy.

We we we don't have a central, hands off dashboard that scans the environment, that submits, information back to

Oh. You

lost it? She's she's having a little some connectivity issues, but she'll be back with us. So maybe we can, that was great. I do think that there's this is a oh, Monica, you're back. You wanna finish this? Yes.

Yes. I don't know what happened. But, I was saying that vision of having central capability that that you talk about is definitely where we need to go because how else will you manage us at scale? So I think that's the North Star. That being said, moving our way in that direction. So we're now putting in the mechanisms to be able to do that at scale, but we're not there yet. So similar to Sandy and Rashmi, we've we've got different places that we go and get that information. We collect it all. We then review it. So we have a handle on it, but not in in a automated, touchless way that that you're describing.

Fabulous. Well, great opportunity for the future too, as we scale and for anyone listening. So in the last five minutes, we'd love to hear, for everyone who's listening here. You guys have been had incredible careers. You're still having these incredible careers where your careers are transforming and you're leading the way for your organizations. What advice would you give to other technology listeners, those in the audience right now, on both navigating the pressure to move quickly with AI transformation, while investors are really anxious for it, but also in terms of, you know, the types of skills to invest in to be a technology leader of the future, right, as in the AI era.

What advice do

you have?

I I I I'll go for Sandy while you think. I feel like we are rewriting our own history. Right? Mhmm. This is the best time to be in technology and in driving transformation within the companies that we are in. Sandy almost is standing up a new company with the right methods and processes versus Monica and I are whole are working in 80 plus old 80 years plus old companies. I would say that resist the urge to chase speed for its own own sake and instead focus on disciplined execution. But disciplined execution where you are looking at end to end value stream and how you're changing a business process versus quick gratification of one headcount or two people or that was a lot of discussion in the beginning where CEOs talked and they're like, oh, we reduced by 40%.

Yeah. Let me find out how. Oh, it was a 10 people team. It's six no. That is not gonna give you give you what what's needed. Most of the most important shift that we need to make is, moving from experimentation and part pilots to operational impact. And for that, you need to look at your most difficult business processes coming in from your customer viewpoint and how do you take the friction out of the experience that they have from our products.

Sandy, anything to

add? I I very much agree with that. I guess two things I might add is, for folks listening in, if you are leading transformation, if you are leading change, in your companies, in your organizations, it always comes down to people. I think making sure you understand what your workforce needs, how are they feeling about all of this, be empathetic to the fact that it can be a very big mindset change, and it's not easy. It can feel scary. So invest in that change management. Invest in being good leaders that will help bring them along on the journey. Invest in skills that they may need to develop, in training that you may need to do, and you may need to repeat it multiple times because sometimes these are not easy concepts to grasp at the at the first, first time you hear it. So I think investing in people, making sure you always keep them at the heart of what you do is important.

And then as an individual, I think you can never go wrong by being a lifelong learner. I think things are gonna continue to change around us. Today, it's AI. Who knows what it's gonna be two years from now? I think always be curious, always be willing to learn what is the new thing that's coming up. How can I use my previous experience to understand this better? How can I understand the implications of this better? I think being that having that curiosity mindset is gonna be very, very important, no matter what role you play in and where you are. Maybe those are what I would add.

Yeah. And I I would say, one of my favorite quotes is from Satya Nadella at Microsoft, which is, be a learn it all, not a know it all. And I love that because that's the essence of the the the inflection point that we are all living through.

And so

you really have to be humble and just be self aware of what you know and don't know, and reach out to people. We're all there's no playbook for this. We're all navigating through it. So there should be no shame in in your game, is what I like to say. So that's one piece. And then, the second part of your question on, you know, how do you create value in this environment as a CIO, as a technology, leader or contributor is, for me, I think about this rewiring that's happening across the entire ecosystem, all companies, and I think about it in three dimensions.

There's the technological shift that we have to make. I'm a 113 year old company. I have an ecosystem that's deep rooted, so there's a technological shift we have to make. There's an operational shift, which is rethinking processes. You know, ask the questions differently than just I think it was Rashmi that's talking about productivity plays early on in this journey that people were asking. And we all found out that wasn't good enough, because, you know, you take 10% out of a three person team, that's really nothing. It gives you nothing, actually. So being more intentional about the operational opportunities and connecting that to how you differentiate in the market is the second piece. And the third piece to the pillar is really the cultural piece that Sandy has just said. And I would put an exclamation on on that.

There's a lot of research out there that says for every dollar of tech investment, you need $3 in the people side of this and the adoption side as it relates to this, you know, Gen AI transformation that's happening. And I see it, and I experience it, and I think that it should be on all of us to do the best we can to bring everybody along through this. That being said, it is a personal journey, and we all have to lean in and and learn and and navigate through it together.