The CXChronicles Podcast - 219 with Bill Waid, Chief Product & Technology Officer at FICO.mp4
Adrian (00:00:00) - All right, guys, thanks so much for listening to another episode of the CXChronicles podcast. I'm your host, Adrian Brady-Cesana. Super excited for today's guest, guys. Bill Waid is joining us from FICO. Bill is the Chief Product and Technology Officer at an incredible company that many of you already know about, but he's here today to kind of talk with us about not just customer experience, but data, AI, the future for how all of us need to think about where our information is going.
Adrian (00:00:32) - So, Bill, I'm pumped to get you on the show and I'm pumped to hear your story today. So, why don't you say hello to the CX Nation, my friend?
Bill Waid (00:00:38) - Hello. I'm looking forward to it as well. Thanks for having me.
Adrian (00:00:41) - Absolutely. So, Bill, let's start off today's show. Let's spend a couple of minutes just, before we dive into all the fun stuff with the FICO team and the FICO platform, I'd love to just spend a couple of minutes kind of talking about your stepping stones. What were some of the things that you did early in your career? What led you to some of the things that you've been doing for the last 20 years with FICO? Yeah, I think I got an early start at the university.
Bill Waid (00:01:03) - I had a unique opportunity for research with the National Science Foundation. Actually started research in artificial intelligence all the way back in the early 80s.
Adrian (00:01:15) - Guys, Bill and I were talking about this the other day, but people forget this is a science that's been going on forever. So, Bill, I love that you're calling that out, man. Yeah.
Bill Waid (00:01:25) - It was actually sort of set me on my career path. I found the technology both powerful and the opportunity and the value that it brings exciting. But back then, compute storage isn't what we have today, and it wasn't as popular. Making it real and driving business outcomes was a bit of a challenge. And from that point forward, I've been working progressively on making the technology more approachable, focused on applying it to business outcomes and bringing it down into the mainstream.
Bill Waid (00:02:00) - I'm happy today that what we went through, we called it the AI winter is now over and AI is back in popular, and it's actually beginning to make traction.
Adrian (00:02:10) - I mean, look, it's one of the most talked about things in the business world, the technology world for the last several years now. My dad is trying chat GPT, for example. We're in a very interesting time. Most of our listeners, Bill, as you know, they're all guys and gals that are leading customer experience, customer support, customer contact teams. AI is a huge part of today's game, right?
Adrian (00:02:32) - And it's going to continue to develop, and it's going to continue to be something that for those that understand how to leverage it, how to use it, and how to kind of go find other places and spaces that have done a brilliant job for decades thinking about this technology, those are going to be game changers for the business.
Bill Waid (00:02:48) - They certainly are. In fact, a large portion, if not the majority of FICO's business is premised on the application of AI, and it's exciting times because the technology and the adoption and the interest of applying it is at an all-time high, and it's affording lots of opportunity. If you don't have an AI strategy today, you're probably falling behind, and you're going to end up regretting the fact that you don't have one.
Adrian (00:03:17) - Look, the last several conferences I've been to, I would say AI is literally the front and center topic. People are thinking about it in a bunch of different ways. Also, just candidly, a lot of people are still getting educated on it. I told you the other day, Bill, even someone like me, I've been in the CX space for 15 years. There's a ton of different AI-based solutions that we've been using, but we don't understand it to this full level. It's changing constantly. There's all these different ways and applications you can use it.
Adrian (00:03:43) - So it's okay to kind of dig in and try to learn and understand sort of how to apply it to your business, how to apply it to your team. And I think today you're going to give us a bunch of different ideas on that. So, Bill, I would love to kind of have you share a little bit about your team. I'd love for you to talk about FICO and start maybe at the high level, which is some of the general values, the mission, the high level around sort of what y'all are building with FICO. I'm happy to do that.
Bill Waid (00:04:09) - FICO is actually most notably known for the credit score, the FICO credit score. But almost all of our business is centered around applied intelligence or the use of decisioning technology, analytics, simulation, optimization, anything that's actually centered around making decisions. And most predominantly it's focused on consumer and consumer interaction. And so no matter where you touch FICO, you're touching some kind of customer experience ultimately. We ourselves do business with other businesses who in turn do business with consumers.
Bill Waid (00:04:52) - And so we have our own customer experience for our customers, but we also help our customers, our clients with their customer experience and helping drive that outcome.
Adrian (00:05:05) - I just think that number one- so many companies, Bill, they missed that last part that you just said.
Adrian (00:05:11) - Yes, you're in business to build your product, build your service, bring your spiel to the market, but if you're not thinking about how you can help your customers with increasing value, making things easier, making things just smoother on a regular basis, especially on the B2B side, come on, if you're not adding immediate value and literally almost acting as a strategic partner inside of that customer's account and understanding how you can grow their business, help them with, that's what some of the leading companies in the world are really able to do a phenomenal job with, and you guys work with a bunch of amazing companies that do that well.
Adrian (00:05:45) - Can you share a couple of different examples or high-level Bill, just some of the things that you and the team are thinking about as it relates to building a customer experience for your customers' experiences?
Bill Waid (00:05:55) - Yeah, I think we started out with this all the way back in the late 80s.
Bill Waid (00:06:01) - Our technology started being applied towards getting an understanding of the consumer at the individual level, and it's a very daunting and difficult task to actually get an understanding or a profile or a set of data that's unique to an individual- often called as personalization of one- and so we started developing these techniques to be able to amass large volumes of data at high speeds and very low latency so that you can get a real-time understanding of that customer, and we started applying to very real-world interactions.
Bill Waid (00:06:40) - Here's an example: I'm sure most people at some point in time have gotten a text message that says: hey, we noticed an unusual transaction on your credit card. Was this your transaction? There's a 90-plus percent chance that that was FICO in the background. And what we're doing is we're profiling you as your behavior and how you and what we know about you, and we're just looking out for this abnormal behavior to say, hey, is this you or not you, so that your experience with that bank is positive.
Bill Waid (00:07:11) - The last thing you wanna do is get declined on a transaction that you intended to use. That's probably the most important thing. Second most important thing is you don't wanna get charged for something that wasn't yours, so you want protection and there's this balance between those two of them and that's where this technique that we use to both profile and use machine learning and analytic techniques to do the prediction.
Bill Waid (00:07:34) - That's the first example, but that's expanded out from there to all sorts of consumer contact, from customer servicing to requesting a new loan or any kind of interaction that you have with a bank, and it's also outside of banks as well. Banking is our predominant space.
Adrian (00:07:51) - That's huge. The thing that you make me think about, Bill, is just like your ability to detect signals, your ability to be able to identify just different use cases. I mean, that is number one. Talk about understanding the customer journey or the user journey at a very, very intimate level, right when you're doing it real time. I know there's so many different CX and CS leaders that talk about you really wanna double down or really think about how you can improve your CX. Rip the rear view mirror off the car, look forward.
Adrian (00:08:21) - That's what I just heard you talk about. When you're able to amass all of these different data points and then you're able to move them right up into a real time, that's a game changer, man. Most companies, if you think about it, with customer surveys and customer listening and all this stuff, that's great. It's awesome. I promise you I'm a huge fan of it, but what it's behind it's typically already happened. Some of the stuff that you're talking about is, I think, for our listeners.
Adrian (00:08:43) - Man, you've gotta be thinking about ways that you can kind of have that forward view and that live view to really be able to keep up with your customer, your user, and let them know what you're seeing, what you're feeling, what opportunities might be in front of them.
Speaker 3 (00:08:56) - That's precisely correct.
Bill Waid (00:08:56) - We refer to it as always, on real time, understanding your consumer, and it starts with the collection of the data and the ability to understand that consumer individually and then to apply decisions to that, to make that interaction with the consumer, regardless of the channel- a digital channel, a call center, a branch, in-person, doesn't matter- all contact consistent.
Bill Waid (00:09:24) - One of the key elements here is that we firmly believe and we apply that the human, the person who understands your business, should be at the center of making the decisions, of how you interact with your consumer. It's part and parcel with your business. It differentiates you from your competitors, it is what it makes you, you and the offerings that you uniquely have in the market. The AI and the data processing- those are all tools.
Bill Waid (00:09:52) - Those are tools to enable the business to understand, understand the outcome of the decisions that you want to make and automate and then measure the effectiveness of them, actually collecting key performance indicators so that you can know with confidence that what you're doing actually makes sense. It's an essential part of operating the business and driving forward a better outcome from a customer experience.
Adrian (00:10:17) - Yeah, I couldn't agree more. I think one of the biggest things, especially for emerging businesses, companies that are growing, some of our founders that are listening, the faster you can really begin to think about how you are gonna not only to your point number one. Just, you have to be thinking about which activities, which actions, which touch points equal the types of business outcomes you want, right? Another way of saying it is from there, the way that you build out your CTAs or your calls to action or the way that you prioritize those things.
Adrian (00:10:48) - It's gotta be related to where you're actually seeing the biggest return on investment from a customer perspective- not always revenue, sometimes it's users, sometimes it's engagements. There's other. I know there's other metrics for some of our friends that are listening, that are building different types of companies, but that is a game changer.
Speaker 3 (00:11:01) - I think.
Adrian (00:11:02) - The other thing, too, is what I just heard you say, Bill. It's like, until you really begin to measure and manage some of those key items that you already know directionally will push the ship into the right part of the ocean or the right direction.
Adrian (00:11:14) - it's hard to sort of know where you're going or what's a good day, what's a bad month versus a good, and so I love some of these ideas. Do you mind spending a little bit more time, Bill, digging in on the KPI comment you made? Because I think some of our listeners, they're always thinking about different ways of how they can either expand and continue to count, measure new items that could equal value, or even for some ideas around getting started, like some of the major KPIs or the metrics that you guys focus on, even if you break them into buckets.
Bill Waid (00:11:43) - So I split this into sort of two dimensions. One starts at the strategic or corporate level. What are the primary KPIs that you're putting out there for guiding your business that you measure success there from? Traditionally, a lot of people focus on revenue and profit, because ultimately there's a direct correlation between profit and revenue and valuation of the company, which you're driving, if you're public or private, it doesn't matter, it's sort of your outcome of driving the business.
Bill Waid (00:12:16) - I've seen in the last decade, and certainly in the last five years, some fundamental shifts in thinking about what KPIs actually drive better business outcome. And NPS scores are actually directly related to stock price in the banking industry. That was a study done a long time ago by organizations that found the correlation and it's well known. But today, a lot of organizations are focusing on a very different KPI, which is customer engagement.
Bill Waid (00:12:53) - And they're literally measuring interactions and the number of consumers that are picking uptake through their digital channel or other channels. And that indicator becomes a driving factor in their 10K or their public shareholder information that they share. And there is a direct correlation.
Bill Waid (00:13:13) - If you can increase that customer engagement, you will end up increasing your revenues, you will end up increasing your profitability because your interaction with that consumer becomes broader, more share a wallet, more interaction, more product sales, but it also actually reduces your cost, your cost of delivering all of that. In a banking industry, they call it efficiency ratio. And so these are the sort of the top level ones that they look at and one feeds the other.
Bill Waid (00:13:42) - The interesting part about it is that when you start drilling down into how you do that, the how, not the what, you actually start indicating a whole bunch of KPIs, the hundreds of them, if you actually are familiar with how to do it and actually instrument the decisions that you make and tie them to the outcomes. And all of them are leading indicators and they become benchmarks for your overall business performance.
Adrian (00:14:07) - Yeah, I love that. I think, Bill, one of the things that you're immediately making me think about is, number one, you get started, period, right? You understand what the big, high-level organizational goals are. Number two, this stuff evolves organically, right? In any organization and on any team, you're absolutely right. The minute you start to count, measure, manage across all of these different focus areas, you begin to expand what else you're gonna count.
Adrian (00:14:31) - The other thing too that you make me think about here is just this stuff, it doesn't always happen overnight. And I know that you mentioned FICO. FICO has been at it for decades and decades and decades, right? But for some of our small business listeners, the faster you start to identify what some of those signals are, you just said the leading indicators, understanding leading and lagging indicators is just a game changer in terms of understanding where to spend money.
Adrian (00:14:56) - The other thing I heard you say is customer acquisition, man, if you could get incredible and having a smaller stable of extremely highly engaged, extremely well-retained, and then you just said it, but your ability to upsell, cross-sell, and retain on a group of people or a group of customers that you know intimately is way easier. It's way, way easier than going out and going through a thousand different targets to maybe get the 20 or the 25 potential product. It's working within the portfolio that you have and better understanding that.
Adrian (00:15:25) - I love some of those ideas there.
Bill Waid (00:15:27) - Yeah, it absolutely is. I mean, you're spot on. Most organizations start with aspirations of either growing their business by acquiring new, which can be a very costly thing, but just focusing on your core customer base is the fastest way to get to growth. FICO does this too. Our largest growing area of our business is our existing customers. And we focus extensively on those customers that we have our clients to actually make their experience with FICO platform better, just like they do with their consumers.
Bill Waid (00:15:59) - And one of the interesting things here that you touched on that I...
Bill Waid (00:16:05) - if I was to give any advice for smaller organizations looking to get started in this space. You don't need to swallow the ocean. You just need to pick a few things. The ability to start there and grow on it, just measuring those and tying them to outcomes, you'll naturally stumble into new ways of measuring effective outcome, key performance indicators. And in particular, when you start acquiring more information about your consumers, it's gonna feed those outcomes and that connectivity is a key part.
Adrian (00:16:38) - Yep, I couldn't agree more. You know, Bill, the one thing too that you just mentioned there is just like the power of the promoter and then the leveraging. You mentioned most of the new business you find is from existing. I'm telling you, there's too many growth companies out there that are just getting started, they're early on in their stage, and they continue to think about the shiny new logo, the shiny net new revenue, the shiny net new customer. And that's fine, that's totally fine.
Adrian (00:17:04) - But the part that you just mentioned in terms of the power of the promoter with your existing customer is wildly underutilized by many companies. The minute you know which customers or which accounts love you, they love working with you, they immediately can understand the value, leveraging those wins, leveraging those customer stories, that's how you find customer success-driven qualified leads.
Adrian (00:17:29) - And then to your point about optimizing your customer acquisition costs, that's a hell of a lot cheaper and easier than going out and spending a million dollars on a marketing campaign just to get all these potential folks that maybe are gonna consider you. So it's another thought for our listeners. This really does tie in to every facet of your business, and it absolutely ties into directly how you can actually increase your revenue, increase your growth, and increase your ability to scale into the future.
Bill Waid (00:17:56) - It's an interesting topic. We have some advanced analytics that we've done for years now around, we refer to it as social network analysis. And where it originated from was really out of identifying fraud rings. So fraudulent behavior actually typically happens in rings. And there's connectivity between fraudulent people and other sort of regular consumers through these channels. And we apply the same technology to our customer base for our clients. And it actually gives you direct connectivity to adjacencies that actually become prime targets.
Bill Waid (00:18:39) - And so not only targeting, but then also when they interact with the organization, you know that relationship, and so you know how better to address them. And it's a bit of sophisticated piece of technology, but what it does do is it increases that profitability because you end up knowing more about this person, even though they're blind coming into you.
Adrian (00:19:00) - So this is some of the predictive piece of it, right? And like getting back to our conversation the other day, one of the biggest magical powers of AI is its ability to be able to have a much keener sense of predictability. If you have, especially loads and loads and loads of data that you can actually begin to triangulate all this information, predictability is a huge, huge, huge thing for a business. If you can get in front of what your customer might want, or might expect, or might even consider if you offer it, or if you suggest it, that's huge.
Adrian (00:19:29) - That's absolutely huge.
Bill Waid (00:19:31) - It very much is. You know, this actually might be a good point to insert that we ourselves have our customer, our client's experience to be concerned about. And, you know, we have a more traditional sort of way of getting that experience feedback. We have customer service reps that actually work with our clients on an ongoing basis, and day-to-day operations, and where we get a lot of feedback. We have an implementation arm where we get that feedback. We have user groups. We have focus groups. We have communities.
Bill Waid (00:20:02) - We get the more traditional avenues that you would expect to get. But we also actually built in at the ground up the ability to start collecting data from our clients in a consortium basis where we actually see a lot of the behavior and outcome from our clients' interaction anonymized. It's not, it's not, it's no longer about the consumer, but it's about the patterns in that data. And we find a lot of use in that, in actually understanding how we improve our products and offerings back to our clients.
Bill Waid (00:20:35) - And that sort of holistic way of pulling in that extra data is an option for pretty much every organization. As long as you're consciously thinking about it upfront, about where can you get that source of data to understand that that's where you can start spreading that out across a growth. Even if you're a small organization, there's lots of sources of data out there to sort of pull on to get that sort of understanding.
Adrian (00:20:59) - You know, I was literally going to ask you like, you're spot on where I think one of the biggest like underserved or under leveraged values that I see so many CX and CS leaders kind of missing with some of the clients that we work at CXE, it's feeding some of that back to product. And my question for you is I'd love to, like on this point right here, what like, can you spend a minute or two talking about as a product and technology leader of FICO?
Adrian (00:21:27) - Love some ideas around how some of these other founders or startup leaders could think about- because you just nailed it- whether it's a little bit of data, whether it's a couple things and you're a few customers, or you're small, stable, but what are the one or two areas that you've really kind of found to just be a game changer as far as getting the right type of product feedback?
Adrian (00:21:44) - To even understand how you and your product team are gonna go build your deliverables, build some of your sprints, build some of the things that you're building out and how to prioritize them, the first thing that you need is a basic understanding of the business, right?
Bill Waid (00:21:56) - You need to understand either your consumer or the businesses that you do business with and what their primary objectives are, what they're trying to get out of the use of, in our case, our software, our platform, and most of them are trying to get to a higher degree of personalization and interaction, and so they might go about it different ways, though, so there might be different priorities.
Bill Waid (00:22:23) - Coming back to those overarching KPIs and how you wanna measure that feeds, that directive, but once you understand that, one of the things that we do is we collect an inordinate amount of data that actually flows through our platform and we actually sit down with our customers and we analyze that output from their outcomes perspective and we link that back to their original assumptions and we can explain exactly where their strategies might have gone awry or were off of what they were looking for in the first place.
Bill Waid (00:23:00) - We then use that as a feedback mechanism. How do we actually improve our products to make it easier for our clients to adapt and apply this? We fundamentally start from the perspective that business is in charge of operating the business and, as such, we're not tech. We actually are applying the technology to the business user. That's probably our biggest area of feedback is: how do I explain this? How do I make it transparent this little black box called an AI machine sitting over here, what's it doing? How is it doing it? Can I really trust it?
Bill Waid (00:23:37) - Is it actually helping me? If you can explain that and you can improve the way that actually is explained to the business, they'll adopt it, they'll embrace it and they'll use it, and those are the predominant areas that we focus on our feedback, and a lot of it comes from the data that we have and how it works, in concert with understanding their objectives.
Adrian (00:23:58) - I love it. I think, like the thing that you're making me think about, bill, is just like: the sooner you can begin to do any form of a customer success or an account plan- whatever you guys call them, whatever people call them- different things- but understanding what the primary goals, objectives and then value adders or value drivers are that your customer's expecting.
Adrian (00:24:20) - Being able to leverage whatever type of usability, data or service data you guys have- because, think about it, Bill, like everyone's, there could be people that have a small laundry service. You still have data. You have data on the hundreds of customers you got, but being able to use those things in concert, that's a big part of the game changer, because I know some of the clients we work with Bill will literally go through their customer success planning.
Adrian (00:24:42) - We'll look at how they're doing their quarterly business review and we're looking at how they're actually showing value readouts to some of their customers. It's amazing how many companies don't do it. They don't even do it, and these are companies that are charging these same clients. I mean, if it's software, hundreds of thousands of dollars a year. If it's a high value service, it could be, you know, hundreds of thousands, and that's such an easy way to do milestone check-ins is what I've always called it: look with our clients.
Adrian (00:25:07) - We're every- minimally once a month, every 90 days, whatever your organizational appetite is- you're basically doing an expectation recheck with your client, with your customer. You're going back to: here's what we agreed upon, here's what we talked about, here's what you told us we could deliver on, here's what we're showing you from what we're seeing, and that's the strategic partnership bit that I think so many businesses they overlook it or they just view it as sales. No, no, no.
Adrian (00:25:31) - It's literally understanding the business, understanding what some of the big, you know positive outcomes could be, or friction right, sometimes it's identifying the friction points that equal either the bleed out on the churn side, or maybe they equal the bleed out on the product or the usability side. But, like, these are things that anybody can do and anybody can bring back to their business literally today.
Bill Waid (00:25:54) - Yeah, no, you're spot on. I mean, you said something earlier that I just want to caveat what I'm about to say next. You got to start somewhere.
Bill Waid (00:26:02) - You got to start with a structured, progressive approach, but we've been doing this for decades, as you pointed out, and so we've been collecting benchmark data, hundreds of data points across all of our clients for years and something you said just a little bit ago being you know, the value add of actually helping somebody understand where they sit from a benchmark and how to proceed is probably one of the most valuable things that we offer, because we can tell you where you sit relative to your peer group and that actually helps steer the company very quickly, definitely.
Bill Waid (00:26:41) - That feedback is essential to you know, and then, if you metric it right, you have your own KPIs in place. You can expand from there quite easily. But don't worry about again swallowing the ocean. Just take the first step, start with the basics, and it'll naturally come to the point where you've collected enough information and those benchmarks show up.
Adrian (00:27:03) - I love that bill, one thing that you made me think about. Just a quick answer to this, but like what are some thoughts on? You know, over analysis to paralysis or some company- some of our listeners- that have a ton of data, maybe they got a specific type of product, that you get them in a bunch of different ways and you're able to see a bunch of different things, but then finding some of the right signals or finding some of those key KPIs that you keep talking about, do you have, like, just a bit of advice for how to avoid some of that over analysis?
Bill Waid (00:27:37) - Yeah, I think there's three pieces of advice I'd give here, because you know, generally speaking, everybody believes and knows that if you have more data, you can gain more insight, and that's generally true.
Bill Waid (00:27:51) - A lot of people make the mistake of just hoarding the data, and it's our experience that most of the time, the actual informative pieces of data are usually aggregations of data or a subset of the overall data that you collect, and by a subset I mean less than 20%, and most of the time, less than 10% of the data is actually useful because it actually provides signal or insight that you can action. So the first thing is: don't go overzealous on the data, but get the data because you can get insight out of it.
Bill Waid (00:28:26) - The second thing is you need to measure that data, and this is something we provide to our clients is, if you're gonna use the data, you gotta measure the outcome from the data. If you can't trace the outcome to the data, then you're probably not making the right use of that data or you don't need the data. So the third part of this is you should understand that the world is a moving thing. It's not static. Whatever you were doing in 2019 is probably not the same here to 2024..
Bill Waid (00:29:01) - You gotta constantly measure it and understand that that is changing and how you actually interact is changing. So just getting into the practice of checking in and understanding what that data, that meaningful data, is actually doing to the outcome and revisit it often, like not once a year, not once a month, but actually on a weekly basis. Make sure you're looking at that, because it's gonna change, and particularly in highly competitive markets like retail, like it's constantly changing.
Adrian (00:29:31) - Yep, I think the one part that you just mentioned. Man, I've been thinking about this a ton lately. People constantly ask: you know, Aiden, I don't know why I can't get this executive buy-in, I can't get this executive leadership team to listen to me, you just nailed the bill. If you don't have minimally projected ROI sets for all of these different CTAs or all the different things that you're identifying, and an executive team can't literally look at that CTA and say, well, hold on, I'm not. What is it even to gain here?
Adrian (00:30:00) - If I don't even understand a minimum baseline of what's to potentially gain here, I don't care about it. I've got a thousand other things that I do know, the exact ROI set on. So for some of your younger leaders guys- Bill just nailed it- you have to be able to tie at least a projected ROI to the CTA. The other, the last part you just said, though I think you're right, man, it's just like you gotta get going. You gotta keep swinging the bat, you gotta keep figuring this stuff out. You will get better. Last thought, too, is just storytelling.
Adrian (00:30:27) - Don't forget- like Bill has just laid this out perfect- even in an ocean of data, you still gotta be able to figure out how you're gonna tell the right type of story to the right type of audience, leveraging the right type of data sets, because that's one of the easiest ways you get yourself into a leadership team. Guys, you gotta be able to do that. I don't care if it's on the product side, the sales side. You gotta be able to leverage your data, tell a story and you gotta be able to convince individuals why you're gonna move in a certain direction.
Adrian (00:30:52) - Customers are eternal.
Bill Waid (00:30:54) - Well said, bill.
Adrian (00:30:56) - This has been absolutely fantastic.
Speaker 3 (00:30:57) - Man.
Adrian (00:30:58) - I've got so many more questions for you, but I wanna be respectful of your time before we start to wrap up. Is there anything that you'd like to call out, anything that your team is working on, anything that you're working on, anything that's going on with FICO coming up that you want our listeners to know about, or places that you'd like our listeners to go check out to learn more about Bill Waid and to learn more about FICO? You know you should definitely check out our website.
Bill Waid (00:31:19) - There's a lot to learn that we put up there, from our user stories through to our technology that we're investing in. I would say this that I mentioned it earlier: successful use of data and, in particular, artificial intelligence, to drive your business starts from actually enabling the business. The business needs to be in hand of that and whatever your strategy is for investing in artificial intelligence, make sure it starts from the perspective of how am I going to apply it to the business? How can I measure those business outcomes?
Bill Waid (00:31:52) - How can I ensure that I'm actually driving the business the right way? If you start from that perspective and not on the technology side, you're going to end up in a far better spot.
Adrian (00:32:02) - Yeah, yeah, I love it, Bill. Well said, my friend bill Waid, this has been an absolute pleasure. Thank you so much for coming on sharing your story talking about all the incredible things the FICO team is doing. It's been an absolute pleasure, my friend.
Bill Waid (00:32:14) - Yeah, same here. I appreciate it.