Stop Losing Revenue To Missed Signals | Joseph Lepordo

Hey CX Nation,

In this week's episode of The CXChronicles Podcast #283, we welcomed Joseph Lepordo, CEO at In2ition AI based in North Andover, MA. 

In2ition AI is the always-on intelligence platform built for frontline revenue operations.

The In2ition AI team handles inbound and outbound calling, candidate screening, training, coaching, and employee engagement — 24/7, at scale, without adding headcount.

In this episode, Joe and Adrian chat through the Four CX Pillars: Team, Tools, Process & Feedback. Plus share some of the ideas that his team think through on a daily basis to build world class customer experiences.

**Episode #283 Highlight Reel:**

1.  Leveraging AI for its pattern recognition power
2. Mastering communication is paramount for tomorrow's leaders
3. Why customer feedback & requests need to become your company's reality

Click here to learn more about Joseph

Click here to learn more about In2itionAI

Huge thanks to Joe for coming on The CXChronicles Podcast and featuring his work and efforts in pushing the customer experience & contact center space into the future. 

For all of our Apple & Spotify podcast listener friends, make sure you are following CXC & please leave a 5 star review so we can find new members of the "CX Nation". 

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Transcript

Adrian (00:00.586)

All right, guys, thanks so much for listening to another episode of the CX Chronicles podcast. I am your host, Adrian Brady Chana. Guys, we have an awesome guest with us today, Joe Laporto. Say hello to the CX Nation, my friend.

Joe Lepordo (00:12.867)

Hey everyone. Adrian, thanks so much for having me, man. Really appreciate it.

Adrian (00:17.71)

A hundred percent, man. So Joe, you and I had a fantastic conversation leading up to the show. Joe guys is the is the chief executive officer and founder at Intuition AI, based out of out of Detroit, Michigan, and obviously building his team all across the world. But Joe, you guys are doing some some super some super cool stuff in not just the world of AI, man, but the world of technology and and in the world of just really helping companies think about

how they're going to go about building the strategy and how they're going to think about product vision. So I I was pumped to have you on the show. Let me not let me not do your introduction like like so many other pods do. Take a couple minutes, like we said, like we start all these episodes and and kind of give it give our listeners a sense for who you are, set the stage for how you got into this type of work and then absolutely let us all know how did intuition come out come about and how did you, you know, how did you hit the day where you realized that you wanted to build this thing and put it into the world.

Joe Lepordo (01:09.771)

Absolutely no. Hey, I really appreciate that. And one thing I'll say is I'll start with a quick tagline and then I'll go into that story for you. So Intuition AI is the always on intelligence layer for the frontline. The way that we looked at what intuition is is every business decision starts with a conversation. And how we came about and where that came from was really the 20 years of running frontline retail. I came up in the wireless world.

Starting as that guy in a kiosk in the mall, you know, bothering you in 2005. You know, trying you're trying to shop. And I'm sitting there saying, Hey, come over here, come over here, let's come come talk about this. And yeah, that was a hard way to cut your teeth, but you know, we did it. and through the process, what we started to learn was the most important thing we had was our team and our people. And the better we made people communicate with other people, the better leaders we could make and the more we focused on our people, the better that the

Adrian (01:42.995)

Ha ha ha.

Adrian (01:48.004)

I remember that. I remember those.

Joe Lepordo (02:08.44)

Performance was, right? The guest experience was better. And so we we had to always focus there. And as time went on and business went on, tools got better and better. So you had automations and then you had AI, and that sort of that arc to where we were. And we had to figure out how the heck do we use all of this to make that experience better? Everyone, you know, focused so much on making.

all these big models and all these large tools and everything else. And I'm like, it everything to make the people better is just simple. Just listen to more conversations. How can we listen to more conversations at scale and train the team off of it? So that's sort of the what behind intuition. And then it was like, hey, let's get the heck out of the day job and let's build this thing because we know that it can be amazing.

Adrian (03:02.51)

I mean, like you were thinking about voice of customer before so many. Meaning a and then to to to to back it up to you, Joe, you spent years in in telecom, right? In wireless telecom and you spent years before building this thinking about communications at scale, frankly, right? You were literally dealing with some of the biggest telecom providers on planet earth. When w during one of the biggest booms ever, right? During d you're joking around about the mall story, but that's that's when all of us were slowly but surely getting phones.

Joe Lepordo (03:17.837)

Yep.

Adrian (03:32.29)

put on her person, correct? So like dude, so like you were probably

Joe Lepordo (03:32.706)

Yes. Absolutely. Hundred percent. I mean it was like the bottom up

Adrian (03:39.512)

Go ahead, go ahead.

Joe Lepordo (03:41.102)

I was just saying we were just that's the bottom up, right? We started there and kind of rode that wave all the way till you know, now.

Adrian (03:48.259)

Well, so I mean, then you were sitting in an interesting seat that were like, number one, you saw all the different types of people and players that were literally phoning up, for lack of a better term, right? Right, right, loading up on on phones. But the other thing is like you probably like saw early, like like I I my brain jumps straight to voice of custom customer or VSC, but you probably saw early in more of a tangible way. Like for example.

Spend a shift in the mall, guys. Back in the day when when Joe, like think about it, when we were younger, brother, come on, first of all, the mall was the place to be, period. Like everything about everything was in the mall. it was where we saw our movies, it was where we played our video games, it was where we where where we thought we wanted to go get our our our fashion on. it's where we bought all of our Jordans. That's a fact, right? R and our video games and stuff like that. So even our early our our early computing and video games and stuff like that, like

My point is like in an eight-hour shift at the mall, how much voice of customer did you hear? How much market yammering? You probably heard a ton, to you. So like it it's kind of an interesting place to cut your teeth and you joked about it, but like probably started to give you a bunch of different ideas, whereas when we eventually, you know, moving forward into the future, you start thinking about all the you know, last 20 years of us building SaaS and thinking about all these, you know, different ways that technology can help us, man.

there there's some companies out there that's that still don't understand what some of us mean when we're talking about building a really incredible voice of customer type of reporting solution that lets everybody in the business, whether it's, you know, up the ladder to the executive team or even down the ranks to to to to you know, frontline boots on the ground players, what the general sentiment is or what what what what you know, what's the voice of customer saying? What do they love? What do they hate? So pretty pretty cool way to kind of get started.

Joe Lepordo (05:40.09)

absolutely. And I think that's one of the biggest misses you have in companies today, right? Is that disconnect. You know, there's so many conversations that happen in the boardroom that by the time they get to the frontline, it's just that giant game of telephone, right? So it changes. And then think about getting the customer's voice all the way back to the boardroom and have no bias and no defense and everyone's saying it's not my problem. You know, it's very interesting. It's a parallel, it's not the exact customer experience. But I saw a post today on LinkedIn.

And someone said everyone complains about an issue and there's a payroll mistake. It's not payroll's fault. Payroll's job is to identify and find anomalies and process it. It's whatever happened. It's like, okay, well, if that's part of the job, great, that's root cause. But where in the process was the breakdown. We still have to go and check that back half of the problem and figure out, okay, where's the validation step that we need to fix? So like connecting all those dots.

Adrian (06:20.93)

Yep. Yep.

Joe Lepordo (06:38.553)

But yes, it's so important. And the mall, I mean, I was I was marketed to all day long. I didn't have a paycheck that I actually got to bring home because it was spent before I got home. You know, n you're eighteen, nineteen years old in college. the beer fridge was calling a little a little later there.

Adrian (06:47.566)

I I had a job so I could go go to the mall. Once I got the pay I that's the only reason why I had the damn job I was to put gas in the tank to go to the mall. that's awesome. Joe, so kinda like before we even get into the intuition, what you spent all this time at telecom, you you started thinking about all these ideas.

Joe Lepordo (06:59.107)

Yeah. Exactly.

Adrian (07:12.896)

What were some of like the the the stepping stones to even before you decided that you wanted to go build something that was going to you know be what you guys are are building building today? But also what what what were some of the things that made you realize that you could go build your own business? And then more importantly, you could go build a business like intuition in this type of a day and an age where there's so much competition with technology, there's so much competition with with information, the internet, but what were some of the things that made you realize, you what, I gotta go do this, I gotta I gotta go build this thing?

Joe Lepordo (07:42.81)

You know, it's interesting, right? Because I think every founder has that moment that like, let's get past the fear, let's jump, let's do it. This is worth doing. And for for me, it was coming up in the wireless industry because I came at the let's say the the rocket ship portion, but I wasn't the ground floor. And I saw living every iteration, you know, from a from a a Nextel era to your, you know, your your sidekick and then your your iPhone and the touch screen and

All that right. I was like, that was a revolution of sorts. And as we were doing some consulting and I was doing other leadership stuff, and I was exposed to some amazing training by a prior mentor to put me into these groups with other, you know, C executives, I saw what everyone was asking for. I I knew that there was a need for more out of technology, and there was this sort of awakening that was happening. And I said, This.

This is gonna be the next industrial revolution. And quite frankly, it's probably gonna be bigger than the industrial revolution when you think about how long it took that to play out versus how fast this is playing out today, like AI and where it's going. I just didn't want to miss that wave. I said, Hey, I got too late into wireless, had a great career, did amazing with it. But what happens if I'm at the ground level and already had the experience from the business to know exactly the areas I wanted to attack?

Adrian (08:54.744)

Yep. Yep. Yep.

Adrian (09:09.166)

I mean then you were definitely smarter than me because like for me it was a product of number one, I'm not gonna lie to you, this show. Like meaning like like we we've been talking now about people that are much brighter and have much higher net worths than me have been talking about this for a while. Like like like especially as of late as we've been going back into some of our into some of our early episodes when frankly like as as they make this comment right here.

There were certain things I didn't understand yet. So there were certain things that we would be talking about or we'd be having conversations about. I remember, I'll give you an example. years ago, we had Bill Wade, who was the at the time the the CFO of FICO on the show. And somehow the the whole topic of AI comes up and Bill starts laughing because it was it we were at the we were at the the point a few years ago when minimally people that understood what was like where the puck was going.

started to talk about A not in this not in this manic way that now the whole that the the the masses are talking about but more about or or in this way of my opinion is this or my opinion is that 'cause guys remember A doesn't give a shit about your opinions. Like I'm sorry. It you can build it into your logic. You can build it into your logic. You can build it into your prompts, but like it that's one of the one of the big things right there. Like to Joe's point. It's like part of why it's been able to have the velocity or the pace of of of gain that it's had is like

it th th there's just things that humans slow us down, frankly, that that AI will never have that problem with. But remember Bill Bill Bill Wade basically saying, he's Adrian, you it's funny. Many of these these these these smaller companies that you know you're having on the show, they're all talking about or they're boasting their AI capabilities. He's like, But Adrian, he's like, Do you know how long FICO's been using artificial intelligence? And I was like, No, I've no idea. He's like, brother, we've been using part of why FICO was able to become FICO is like forty, fifty years ago.

On our campuses, we would literally have and he and he was joke, he was joking about or like you know, an age joke, but he's like, I'm not trying to make myself sound like a dinosaur, but they had computers that were the size of rooms that were doing advanced computation in the vein of essentially modeling things out at a rapid pace to be able to say

Joe Lepordo (11:15.364)

Hm.

Adrian (11:24.202)

understand what maybe a profile of Joe looks like versus a profile of Adrian versus a profile of whomever. So like it's funny, like you a lot of people don't they don't they don't necessarily think about that, but like it's better around. Now we're just in this place of where like it it's absolute go time. And then the other thing is I echo what you're what you just said, Joe. Like for our listeners guys

If you're sitting around and and and and and and and feeling bad about this, maybe you're maybe you're like some some junior customer success manager, or maybe you're like a like a younger up-and-coming product manager, but like guys, for the folks that embrace this and run with it and sprint with it, or send it send another way more granularly, find your handful of tools or your handful of things in your subject matter expertise space that AI can help you go faster, better, stronger, tighter with.

Guys, that alone is like Joe just said, like he knew years ago that this was gonna be something he was gonna lever or bet upon to put himself ahead. So like I I love that Joe and I love and I appreciate you for sharing that.

Joe Lepordo (12:26.867)

And that's so that's such great advice, Adrian, too, right? Like, don't no one's behind. Like, if you look at global adoption right now for the average person, it's so low. I mean, everyone is really in the on the at the at a level playing field. And I think so many people are rushing to implement AI that they're really forgetting that AI is just pattern recognition and then repeating those patterns at scale. So if you have a bad process, you know.

You put AI on top of it, now you just have chaos, right? So s it's okay to be slow. You don't have to rush to get it done. Like find the right use case. I like for me, I think the best use case, and everyone has an opinion. You're a hundred percent right. And there's hype and there's not hype, whatever. But for me, I just think it's augmenting the team, right? Find those tasks that slow down the person and get the best process.

Adrian (13:00.482)

Yeah, right. It's true. Yeah, yeah.

Joe Lepordo (13:24.353)

And then just automate the heck out of it. Use AI to get that out of the way so it's done right every single time. And your team can just go. It's just rocket fuel on the right process.

Adrian (13:35.895)

couldn't agree more. let's jump into the first pillar team. now that now that you're here. Joe, jump in the first pillar team. I I I'd love to kind of understand how you think about and you were just about to kind of delve into it, but like talk a little bit about the team that you've built at Intuition, but then also, you know, feel free to talk about some of the teams that you guys serve and some of the some of the teams that you guys help with your clients at Intuition. I'd love for you spend a couple of minutes just kind of talking about how you think about that in today's world.

Joe Lepordo (14:01.365)

Absolutely. You know, team honestly is everything. Companies don't exist without the team. And I think that's the biggest thing that you can't forget. So it's so important to build the right team, find the right fit. And you know, every leader is gonna have a different fit in terms of how that team is made up and how everyone works together. I have an awesome team at Intuition. It's amazing. I have an amazing co-founder. We've been together, his name's Chris, we've been together for

Years and years and years. We came up in telecom together. We built a company together. We were fortunate enough to both exit that company through the process. Just amazing database guru, self-taught, just always ahead of the curve. He has been an amazing sounding one. And what's perfect about him is he's the Yindema Yang. We fight like brothers. And it's important to have that atmosphere where we can fight and get through to the next process.

And that's really how I build all my teams. I let the team know that as I'm bringing people on, I don't want yes people. You don't hire someone, and this is the way I look at it, you don't hire someone to just say yes to you all the time. You I mean, some people do, and I just that's their prerogative, but for me, you can't do it. You need to have people that are gonna push back. You then, as a leader, have to create a super safe space. You know, I I leadership philosophy 101 for me is create a safe space for people to.

Adrian (15:08.248)

Yep, yep.

Joe Lepordo (15:24.243)

At least for me, I tell them all the time, if if you need to tell me to go F myself, please do it. Like just I'm not gonna be mad. Like get my attention any way you can get my attention and let's debate it and let's be civil, get through it, and stick to the facts. And the best decision will come from that. So I have an amazing team that we've now built around us. We have a bunch of developers, we have customer success, we have you know sales, everyone. But what's great is we're 100% remote.

Adrian (15:30.316)

Ha ha ha.

Joe Lepordo (15:52.856)

I just don't believe in that office environment anymore. I love the freedom that my team has to be where they are. I like to say it all the time: like be where your feet are, like just be right there. They're super productive by doing it that way. We're pretty loose with with our schedules. We have our overlap requirements where we're all going to be in our team meetings and our go-to markets and our dev and our sprint, you know, runs. But you have to do that. We have a relatively small team today, but but mighty when you think about the

Adrian (16:03.66)

Yep. Yep.

Joe Lepordo (16:20.907)

Amount of AI that we do use. I mean, we are an AI native company. We're AI first. So I mean, I would say every one employee we have is probably equivalent to having a team of 20 behind that one person with how many tools that we've implemented and built because we build a lot of our own kind of tech stack internally. So that way we have it functioning the way that we want. And it's amazing. And we try to do some of the similar things with the with the companies that we work with and we help.

them think about how they can use intuition to augment their team, not so much replace their team. And sometimes that's where the conversation starts is like, hey, I want to get rid of all these people and do all these things with your product. And I'm like, it's really, you're not going to get the best out of it if you do that because we're here to make the human better. Now, are some jobs going to to move or or shift and then that human capital gets added somewhere else or you help someone sort of evolve into a new role? Absolutely. And we hope that that happens because

Adrian (17:19.094)

Absolutely. Yep.

Joe Lepordo (17:20.217)

Typically you're evolving someone from daily kind of rote tasks that that don't give someone the value that they probably are are hungering for, right? And they can get better and use the platform to be better and do other things. So we go through a very structured onboarding process. And you've met Ingrid. She's our head of customer success and sh she's great. I mean, honestly, she sits in South Africa. So we we cross our paths, you know.

Adrian (17:41.004)

Yeah, she's awesome. She's awesome. Yep.

Joe Lepordo (17:48.398)

probably maybe two hours a day, but when we do, it's it's there. And then we're always on with each other on Slack and whatnot. But the big thing that, you know, I love what she said was when we're implementing with a customer. And she coined this term herself. It's champion over challenge. So many people want to force AI on the team. And that is just going to be the fastest way for everyone to kind of stiff arm because they're like, no, no, no. It's you're you're trying to get rid of me. You're trying to train this thing and get rid of my role. No, no.

We want champions. Just once you have that initiative, whatever it is that you pick, roll it out and just say it's here and use it. And those that want to use it, the curiosity is going to be there and the team's going to start to use it. And then you get to look at the patterns of how they're using it. You know, is it being used the way you intended? Is there a shift in the mission that we have to adjust? And then once you start getting those signals and you really build out an amazing.

Sort of rollout strategy and you test and you tweak, then you can start to challenge others to get on board. Hey, this team is doing it. Look at their output, but also look at the free time they bought back. They're focusing on X, Y, and Z. The right companies are going to focus on real good productivity over busy, right? Because busy doesn't equal productive. So if you can show just how productive others can be and how much better someone might be getting at sales or

They're, you know, they're taking their trainings and they're learning more, or they're speaking better because they're going back and looking at what the AI is telling them in terms of what they might have missed, how to be a better listener. Maybe you're speaking too much, things of that nature. Others are going to start to want to get onto it. So we we do that as much as we can. And we always ask for two things out of every deployment when we're working with the team. Have a subject matter expert, that champion that truly is going to lead the product, I mean the project, and be

kind of the the the voice, right? The the one that's going to push back on us and say, hey, we don't think that's going to work for us. Can we do it a different way? but also the one that's going to shout from the rooftops how great this is and how it's going to benefit everyone. And then two, name them.

Adrian (19:58.347)

Joe, do and do you mean do you mean technical? Do you mean a technical leader or do you mean someone who's just g an a general business leader that has that carries that same cloud? Okay. Okay.

Joe Lepordo (20:05.228)

No.

Joe Lepordo (20:09.473)

Exactly right. Business leader. Everyone has the tech. We lean in with the tech when we need it, but typically we are working with the tech team. But the tech team's not going to be the team that gets everyone to use it. I'm sure the tech team and you know, some project manager said, Hey, we want AI to do X, Y, and Z, so go find the solution. But change management is hard. We all know that. That's a whole industry, right? So, and and you lean in and do a ton of that work when you're doing your technical

Adrian (20:31.074)

Yes it is. Yes it is. Absolutely. A hundred percent. Yep. Yep.

Joe Lepordo (20:37.714)

consulting and and everything else. So you've seen you've lived this challenge, right? So

Adrian (20:39.438)

It does not matter if all the answers are literally put on the freaking wall of an office or of a 500-person sales floor. People, humans, still need to be taught and they still need to ingest and understand information in different ways. Going all the way back to school, man. Some people can read the books, some people have to listen, some people have to watch Joe. Some people have to do the damn thing 10 times, and then on the 11th time, gotcha, Joe, figured it out. Okay, thank you. So, like change management does a

Joe Lepordo (20:48.441)

No.

Adrian (21:09.262)

apply to a lot of that were and and will AI make some of it easier? Sure. But you're still gonna have to apply it to all those different mediums in which even the smartest of humans ingest and understand information.

Joe Lepordo (21:20.695)

100%. And you what you're what's actually interesting in what we find is a lot of the smartest people in the room are actually the most fearful of it. Well, because I think a lot of people know where it can go if if not implemented correctly. So it's really important to break down that fear, which is why you need that evangelist. You need that person that's going to say, no, no, no. Here's how we want to do it. Here's the guardrails you put in the project. Here's the roadmap that we see with this, you know, and where we're going to take the.

you know, the this exact rollout. I think that's so important because there is so much fear in change. and and I think in the AI space, I mean, some of it's warranted. I mean, I'm looking, I'm I'm in the space, not, you know, not shy. I don't I don't hide or pretend that it's not scary at times. It is.

Adrian (22:06.464)

I i i i you're spot on and and thank you for that because there does need to be more people reminding the world of that. Joe, side note, I definitely just rewatched Terminator 2 the other night. I had to. I j well, I was gonna say for some literally guys, so like I I'm joking with Joe. I'm actually not, I absolutely have gone back and I'm rewatching all of them right now. But like I'm doing it because guys, like number one, it's Hollywood and it's Arnold and it's

Joe Lepordo (22:19.011)

You you have to. I mean, right. I mean an iRobot, watch all.

Adrian (22:35.37)

James Cameron, so you're going to be entertained. Number two, Terminator 2 still really holds up, which is pretty amazing. It holds meaning, like as a movie, it holds up, so you'll be entertained. But like it's kind of funny. Some of the little things you see where to Joe's point, you're like, wait a minute, like, like, like whether it's good or bad, but but also guys, it's it's this other there's there's this other piece to it, just which is like, it's already here, it's already happened.

Joe Lepordo (22:41.955)

Amazing, like top notch.

Adrian (23:01.132)

You've already seen what every one of the some of the the the best and the smartest and the brightest have said. like we're we're already what are we less than a thousand days from superintelligence, if that not even five hundred to six hundred days. Now that's cool and that's fine and that's well, and people can have their thoughts and their beliefs on whatever they want. But I've I've personally been kind of dorking out and nerding out and l and and studying all of the major AI founders and I'm listening to all their interviews and I'm listening for different sorry, I'm l I'm listening

What what are they saying that's the same, just in their own words, in their own in their own tongue, but then I'm also listening for some of the things that they're saying different. And it's funny, like if you you you you you you ask you know founder of Nvidia, what he's I'm sorry, I'm trying to blank right now on his name, but yes, the founder of N yes, yes, yes, thank you. You ask him, he's truly, genuinely not concerned. He thinks that we've done a tremendous amount of

Joe Lepordo (23:46.467)

Jetson Wayne.

Adrian (23:57.269)

work in terms of putting guardrails and or putting outs human outs now are they human outs that only the smartest and the b and the brightest of builders would even know what to look for? Yeah, fine. But then you you you you listened to like you saw Sam Altman's interview I think just last week that got a ton of a ton of just just general attention. That was the first time Altman was necess not not necessarily all

Optimism, optimism, op optimism. There was some pessimism blended into some of some of some of his talk. and then who's the other one that I love the for yes dude yes dude so then you got someone like him and he's very vocal about how well look we've built what we've built.

Joe Lepordo (24:32.354)

Amade. From from anthropic, I'm assuming, yeah.

Adrian (24:43.68)

Now you humans and the governments and the the the the other humans that you guys elect to lead humans, now it's up to you guys to start thinking about regulation like so anyway, I'm I'm just saying it's like we are in this wildly fascinating time. I d here's what I agree with Joe on entirely, guys. If you don't know anything that we just kind of talked about in those in that sixty seconds.

Probably not great because there is still we are in this world right now of like, I don't care how smart you are or how like tight and fit and proper you are in in your roles or or or what you do. This is a the the the the beginning of a massive shakeup time. So being informed, being educated, understanding different different types of players in this in this in this play is extremely important, right?

Joe Lepordo (25:28.174)

100% and and it it's well said, number one, but being able to just understand it and know where it fits and how to use it. Because I I do think that those that know how to use it well and stay with the trends are going to probably far outpace coworkers. So you might see some people start to leapfrog and rolls that you didn't think were gonna happen. and you're gonna see shifts in how work is done, right? So be on the on the tip of that spear and

Adrian (25:49.41)

Exactly.

Joe Lepordo (25:58.433)

I understand how to to do that and getting comfortable with it is so important, which is why, you know, the second part of what we do with teams is we ask them to name their AI employees. So the way we talk about our modules at AT at the Intuition AI and and how you roll this out is, you know, we have calling and we have training and recruiting and engagement and retention. And those are all different pieces of of one connected intelligence layer.

That kind of drops into the system from a voice agent that we call a you know a digital employee, your AI employee, name that employee. That's a team member now. Think about the AI as the team member. And you know, if you have an an AI that's just doing recruiting all day long, well, maybe that is going to be, you know, Samantha. And then now, hey, did Sam get us any candidates today? Like the more you get that team member ingrained and the

The companies that we see do that that we work with up right from the get-go, they see such faster adoption. You know, it's like, hey, Sophia shot me a lead today. Well, that's awesome. Cool. Or, you know, Olivia told me to do this. Well, that's great. You should listen to Olivia. That builds such like it gets people comfortable because it it's a little weird that you humanize in a sense, but it it makes it a little bit more comfortable to interact with something that you feel.

Adrian (27:10.69)

Nice. Yep.

Adrian (27:16.662)

Yeah, yeah.

Joe Lepordo (27:27.413)

So new too.

Adrian (27:30.186)

I agree with that. I i i it it's humanizing it. It's also familiarizing. Trump, what you're saying right there, it makes me think about sales best practice one-on-one. Get somebody's name, right? Have you ever noticed the difference of like when you're guys, and this is by the way, the hell of sales. Go out to dinner with your spouse, go out to dinner with your spouse, take the extra 30 seconds when the waiter or the waitress comes. I'm sorry, what did you say your name was? Robert. thanks so much, Robert. I have just by that one

Joe Lepordo (27:41.952)

Every time.

Adrian (28:00.199)

Uner unearthing that one thing, that that that command point of the name, made our dinner experience much better just because now I know how to get things a little bit easier, right? Right.

Joe Lepordo (28:10.316)

Yeah. It's like hey you at the bar. No, no, no. Hey, you know, hey Mark, can you can can I can can can I get that papy in the corner, please? Like can I thank you. Exactly, right? Had a drop.

Adrian (28:16.75)

Yep. Yep. Yeah. Yeah. Wait, I want I want that bappy in the corner. but so like okay, a few things. I love I love that idea. I think here's the other thought. The the the the statistics are still pretty pr pr pretty not so great. We clearly have a a wildly uneducated workforce.

I I I'm not even gonna bring up so I like over the last couple episodes show, I was bringing up a few of these different you know, market study reports from some of our friends and some of our partners that do all this great stuff. They, you know, they they they they condense all this information for us. What I what I remember was like in the corporate land, so for some of our friends that are in the mid market and the enterprise land,

Adoption or just general understanding and comprehension of what that means to them in their world is still terrible. Meaning there there's still huge percentage of people that don't really have firm firm opinions or they don't they might not even really generally be concerned yet, which is one way to play the game, I guess. That's one way to do it. You can just ignore everything, but I'm kidding. I'm kidding, I'm kidding. but I know that. but then I gotta be honest with you.

Joe Lepordo (29:23.534)

People do.

Adrian (29:27.81)

Then then you start to look at some of our friends or people like me and you Joe that are building tomorrow's leading companies with we don't got that. We don't got those budgets. We don't got those resources. We don't got those. I always joke around all the time. Like when I w I was I was telling you our friends from ServiceNow, for example, that are that are gonna they've been on the show before they come. I I joke around all the time when I have awesome companies like that. I'm like, man, must be nice to have the PA system, the giant stadium. What do you mean? Well, I'm over here playing the corner pub still, and everyone likes what they get.

Joe Lepordo (29:36.546)

Mm.

Adrian (29:57.955)

But man, it must be nice to just be able to fucking plug in a giant stadium sometime and let it rip. and and and this is one of those things where like like like small businesses though now are are realizing, wait, I'll just I think I have a way that I can kind of

cheat and get into giant stadium or or s I'm I'm being loose with that but like the smaller businesses people that do not have any other option but to be creative and to be flexible and to be adaptive and then to you just said you just you said that you think that each one of your brilliant people might be one to twenty Adrian. You're like if I have an awesome person like Ingrent we're in a position right now where we're we're we're we're intentionally finding the credible people on the team side and then tools we've already we're we've already been kind of talking through tools in the site but then you're literally finding humans who are so comfortable

already with tools and not just like not even just the antiquated SAS tools like but like they're building with with modern a AI focused building tools. Holy that I mean that's a game changer, brother. And you think about competitive advantage, you think about which companies are gonna win in that scenario, like come on.

Joe Lepordo (31:02.038)

It's a requirement for us. And I won't say it's a requirement to have to know how to use it. It's a requirement to be open minded to learn it fast. And you can use the same AI that you're trying to learn to learn AI. I mean, if you want to go and learn Claude, go to Claude and ask Claude how to use Claude. You wanna you wanna go fix and make something? Go ask it what you want it to fix. Like just the simplest step in the right direction is going to make the biggest impacts. And you know, you mentioned the small business.

That's the whole reason why we focused on the layer that we did, that front line, because so many small businesses, when you think about the industry I came up in in telecom, you know, that's a majority of small business owners. Every I mean, most of those stores that you walk into are owned by a small business owner. Some of them are larger than others, but for the most part, still a small business owner. That might be a family of owner operators that have three stores. And they don't typically get.

same access to these types of tools or have the budgets to implement these types of tools to, you know, you know, then some of the the larger carrier stores or whatnot. So we wanted to focus on that layer specifically, not that we don't do enterprise because everything we do is enterprise and it's built there and we're in large enterprises today. But the idea was let's get the same tools and the same access to such forgotten areas of kind of the workspace. And I think some of that's obviously from a competitive standpoint too, but you know,

Adrian (32:09.421)

Yep. Yep.

Joe Lepordo (32:28.856)

There was a real desire for it because I came up in that space.

Adrian (32:33.026)

Yep. Yep. dude, I I I love it. And me and frankly, me too. I basically real quick, guys, just brass tacks. Thirty-six point two million small businesses in the United States. Okay. definition is typically five hundred fewer than five hundred employees. and then the other big thing to think about is that small businesses employ sixty-two point three.

million people, which is still forty-five point nine percent of the private sector workplace. So like and and then I'll take it a step further, Joe, just because I could tell from our last couple conversations you and I are very similar in this whole where's this gonna go and what what do we need? guys, many of you might be forced to have to start a small business in the next thousand days.

and I and I and I'm not gonna I won't get too deep. I'm not I am by I'm not no Stradamist by any means at all, but like there's a lot of our friends, Joe, who are subject matter absolute corporate SMEs. And whatever. It could be corporate SMEs in that specific type of invoicing and accounting, because they're they're used to sending millions of invoices a month. Like, who the hell does that? No small business is sending millions of invoices a month, or else it wouldn't be a small business.

there might be some of our friends who are in their experts, they're absolute experts at project management and change management. Sorry, we just brought this over change where they're literally experts at being able to take little swaths of their multiple thousands of person employee teams, and they can take 500 people at a time.

And they can groom them for whatever the hell. Maybe it's the it's the new policy or it's the new tool or it's the new or even this, brother. Yeah, maybe it's this. It might even be all right, here's how we're gonna talk about this as a company. And I I guess like the one thing that I just want to remind people it's funny, I've been I I've been I've been having fun with some of my f my my my friends lately that like

Adrian (34:34.488)

I don't know, just some of my friends that are in businesses that they never thought could ever possibly be touched. Real estate, personal finance, dude, some of our friends that are builders, some of our friends that are senior engineers who have had excellent careers. and I like to joke right now, which is like

Joe Lepordo (34:45.165)

Mm-hmm.

Adrian (34:49.366)

I mean, this is the first time in you said industrial revolution. I completely agree with that. This is like the first time that if you ain't like almost staying in shape for what type of work you want to do or that you do, and then again, staying in shape up here, by the way, guys, up here.

Joe Lepordo (35:06.222)

Yeah.

Adrian (35:06.796)

I don't know, man. It could be an interesting time. And I and I think I you know, Joey say it a lot in this on this on on this show, but like I I I talk about the Pareto. I I say look, thousand days, there's a very good chance that there could only be there might be only twenty percent of us that's left around in the next thousand days to do

What what we'll tell you, we have eighty percent of the other base help helping us or employed to get shit done. So like it's it's it's just gonna be a super interesting time. Joe, before we jump from tools, I want to ask you something. When you were building intuition, and then as you guys have now worked with more and more and more companies, what

What would be like maybe the one last the as we move as we move into process, what would be like the one thing that you've learned about tools in this journey? And and it doesn't have to be about AI, but like if you could like go back and do this all over again, or if you could tell tomorrow's founder, you know, newbie founder, what would be like the like the 60-second piece of golden nugget advice you'd give them about tools or about tech or about how to think about their their general tech utilization?

Joe Lepordo (35:53.219)

Yeah.

Joe Lepordo (36:10.594)

I'm gonna I'm gonna split into two things because one is not a tech utilization. but the the first most important tool you have is your ears. Like I can't stress that enough. Listen to your customer, right? The experience that they're telling you and is how is happen and how it's happening for them, that's reality. The features they're asking for, that's your product. So follow what your customer is saying, have the right attention to listen.

To what the customer is asking for, because it's gonna tell you what is broken and it is gonna tell you where you should go. Huge. And then when it comes to tech, try everything. I think there's a and I talk about this with my co-founder all the time. The reason why we were able to grow the way we grew and move as fast as we have is we weren't afraid to invest early in every damn tool we could find until we got comfortable for the tool that worked for us.

What works for intuition may not work for, you know, the other company down the road doing the exact same thing. It's you it has to be what the people leading are comfortable with and then changing your mindset and being open to bring on more and more tools. It also gives you a competitive advantage because you can use your competitors' tools too and figure out where your blind spot is.

Adrian (37:31.769)

Well and then I s first of all I love that. And then man, talk about becoming just expert at market needs, wants, desi sorry. Yeah, there needs, wants, desires, but like if you think about it from just a general what's gonna fly or what's table stakes or what's nice to have versus need to have, it's another brilliant way of kind of getting a quick check too, or as long as someone on your team has kind of done and vetted the primary things, man, then you got a more holistic view around

What tool is gonna serve you the best, but oftentimes you start to get ideas right there too about what stuff you can build and how. Or I don't get ahead of myself, but that's another way of thinking about what tools like wait a minute, this, this, and that, they're gonna try to charge me for that. They're but I can already do this or I already have that tool. Or it's another way of thinking about how to make sure that you are getting good at tech utilization because you're gonna start to see there's some action in Boston today, huh? There's always action in Boston, maybe.

Joe Lepordo (38:23.411)

Yeah, so I was trying to mute that real quick. Yeah.

Adrian (38:27.286)

No, keep it and make it louder. Make it louder. I love that. I love that. I love it. I love it when guests are trying to and they're in cool cities like New York City and San Francisco. I'm like, go ahead and go ahead and stick that microphone right out the window for us. No, but so real very cool. Okay. let's jump to the the third pillar process. Joe, I I spent a lot of time talking about

Joe Lepordo (38:37.966)

Yeah, yeah.

Adrian (38:47.082)

After all these years of people saying process is the least sexy of the four pillars, and and I've had so many guests that have have pushed back and said, Adrian, look, take your process, flush it down the toilet. I I want people to be creative, independent, thoughtful. I don't want them to be stifled. Da-da-da-da. Now, fast forward, we're back in this place in time with le with Terminator 2 and Skynet, where all of a sudden process equals a lot.

Joe Lepordo (39:13.262)

Mm-hmm.

Adrian (39:13.33)

Of I I I've almost been going I've almost been going out on a limb in with smart people and saying it's literac it's literally culture for any type of AI that you're gonna build. Because think about it, it's not just language. Because dude, come on, if you put come on, if Joe or or me or or any of you listeners dump something into your AI right now with a singular language, Joe, I'm sorry, how fast can I spit out every other language that we like meaning like so like language ain't it, it ain't everything here. It's almost culture.

Joe Lepordo (39:23.629)

Yes.

Joe Lepordo (39:40.63)

No. Instant, by the way. It can shift in a dime like every language you can think of.

Adrian (39:42.987)

It inst instant. So like okay, so it ain't just language, guys, it's culture. It's i it's the way the people spoke, it's the way the people ate, it's the way the people gathered, the way the people celebrated. this thing's right behind your office building, isn't it? It's okay. It's all right. But but do you know what I mean, Joe? It's almost like c it's almost like much deeper that. So it's like and so

Joe Lepordo (39:58.425)

Yeah we yeah, it's gone. It's okay though. We're good.

Adrian (40:06.656)

It's funny for some of me, I've been going to all these events and like these these you know, all of these industry events and shows and then over the last two years, f be frank with you, man, like I've been going to less of the CX stuff and I've been going to more of the AI stuff because if you were to ask me who are tomorrow's AI winners, it's definitely going to be the the the the the companies or the men and the women who understand when and where

To lever AI in their customer or user journey versus when in where they're fucking positive it's still humans all day long. Like for example, I'm still a firm believer in the fact there's a ton of big ticket buys. You're talking about okay, you're you want to sell 17 million dollar thing to some large company. All right, let's see how far AI gets there. All right, let's see, let's see. I mean, it might it might have helped your it might have helped.

Joe Lepordo (40:41.976)

Hundred percent.

Joe Lepordo (40:57.987)

Yeah.

Adrian (41:01.462)

It might have helped Biz dev, it might have maybe it might have helped some of your your analytical team as you were trying to build up models for why you're gonna be guys, there's certain sales in this world that are still gonna be completely about people and they're gonna be completely about humans. and so like I I just I think being thoughtful around like think about your business stuff for singing and listener stuff and just you know, all of us have different things that we're going for, but like like

Joe, you probably know which which which parts of your journey. You still absolutely, outside of all of these processes and all the stuff that you've been able to build and wrangle and then theoretically be able to apply to some of this automated information, I'm sure you still have an idea of which which places and times and spaces humans are everything, right? Whether it's whether it's in your your your your your buy your selling journey or whatever.

Joe Lepordo (41:50.49)

Human in the loop is so important for people to understand, right? There's like there's so many opportunities to mess up where to keep the human in the process. And I think you've seen news articles on large companies laying off tons of people and then saying, well, well, we'll we come on back, guys. Like, please come back now. But you you have to be mindful of that. shameless plug. my I wrote a book called People Culture Structure, the architecture of execution. So for me, people, you already hit on it.

Adrian (42:16.949)

Awesome. Nice.

Joe Lepordo (42:20.281)

Culture is so important because your people and your culture work hand in hand and your structure helps keep it all together. So if you so for me, that's I built this company on the principles that I've lived, learned, and and just done forever. And then I chose to focus on the voice side of things, conversational intelligence, because that's I mean, the people aren't gonna go away, right? I mean, well.

Adrian (42:34.914)

Yeah, yeah, yeah.

Joe Lepordo (42:46.403)

We've seen Terminator, we talked about it, but the idea is to not have people go away. It's to make everyone better. So we like, let's focus there. We said everything that we saw was around coaching, you know, better, finding better talent faster, especially in the frontline retail turnovers, like what, 150%? So you're going through that process over and over again. You know.

Adrian (43:06.104)

Yep. Yep.

Joe Lepordo (43:09.153)

figure out why people and your team are unhappy and may potentially leave or how to keep them there. That's all in conversation. And guess what you can't fake? You can't fake conversation, especially when you're looking at empathy and you're looking for anger and sarcasm and, you know, fear just through the voice. You can hear it. You know, you can fake check in the box inside of a inside of a a training, but you can't fake answering and hearing the stuttering and the stammering and the

Adrian (43:27.192)

Yep. Yep.

Joe Lepordo (43:39.186)

you can't keep checking the box. You're gonna find out as a leader when you go back and go through the report. And as an employee going back and looking at you how you did, it's it's gonna be the real record. so super, super important. And then in you know, keeping people to still be able to go back and see that is gonna be huge. Now, you might only have one leader instead of five because budget cuts have happened that's real.

Adrian (43:52.898)

Yep. Yep.

Adrian (44:05.826)

Yeah, probably.

Joe Lepordo (44:07.993)

But now you can still give the person that needs that leadership and that training, for instance, they're still gonna get what they need and they're still gonna be able to grow. So keep the humans in the loop. And guess what? That $17 million sale, you may not be able to AI it, but you can have something listening, maybe an intuition AI product called Iris, listening to what that salesperson is saying and doing and learn.

how to be a better salesperson or to not miss a buying cue or to say something better or to shut up and listen more. That that's me, by the way. I'm I'm told all the time by mine to shut up and listen.

Adrian (44:42.146)

Yep. Yep. No, I love I me too, me too. And by the way, when you were talking about your team earlier, I think one of the biggest benefits that I have blessings, sorry, blessings and fortunes that I've gotten as I've been able to to to to be able to grow the team here at CXC. Yeah, it's definitely having people that once they get to know me, then they know I think and hey man

Maybe just stop for a minute. Cause really other than that, my wife's my wife's the only other person. My wife and my parents are the only other person that's ever said that so, you know, so so so so not nonchalant or confident over the over my life. But like you're right, man. Like having people be like, hey man, just like maybe slow down for a second or hold on, can you stop and just listen to that and I'm part of this? And it's tough because like some of us, especially as entrepreneurs, we've done everything. Meaning.

Joe Lepordo (45:08.793)

Yeah.

Adrian (45:33.332)

Where regardless of where you're whether you're Joe, how long have you been how long have you been building intuition?

Joe Lepordo (45:38.591)

in stealth mode, foof quite some time. So we started in twenty twenty three testing, trialing, tweaking, different parts. It wasn't called intuition, but about two and a half years.

Adrian (45:50.617)

Dude, so and then for me, someone like me, I if you count writing the book, doing the podcast, and then what we've been actually building with our business over the last it's technically six years. Six years. So like people can tell me to or consultants can tell me to qu you know, but there's some there is something weird about like, all right, okay, well, it's more tough to hear. But like you can you have to get that shit out of your head because the other reality is like

You will only get as big as you've gotten if you don't start shutting the fuck up and listening to the people around you. And then the other thing too is you have not waited or or or or or or or or or you know, in some cases prayed to have the ability of hiring these other smart people to put around you to not listen to everything they got to say and then be able to make decisions accordingly from there. Right. If not, if not to your and like your situation. I I I I I you know it's funny, we never measured like the the one to twenty.

By the way, that's an incredible count. Because I say one of the big things that we're working on right now at CXC is one of our biggest strategic partners is HubSpot. We work with companies all across, you know, the country and the world, frankly, helping them with their HubSpot optimization. More often than not, we're finding companies that were just about to quit. They're just about to quit. They just they they're just about to like like like like put up the put up the side saying, fuck this, this is a terrible tool. We don't and we usually more often than not come in right there because we're they think that they're talking to CXC to vet other solutions.

True, it's almost like 80% of the time, once we actually do a proper utilization audit, nothing's broken, nothing's nothing, nothing's fucked, man. It's basically Big Lebowski. it's it's not that. It's it's basically understanding number one goals, needs. But then once you start to get into actual historical utilization, people are talking about we need to build that, and then there's this solution over here that I just saw my butt. And then you back it up a bit, you're like, whoa, hold on.

Joe Lepordo (47:25.003)

Yeah.

Adrian (47:43.029)

we can actually do like almost all of this. Not all of it. Not but like so like and what I'm getting at is like

Like even that, even that is like having having having the right people are around the table, really kind of looking at everything, understanding the bigger picture before immediately jumping to the next or building. Because here's another thing. Some of some like like a lot of people have been asking me, what what Adrian, what do you think about you spent six years running this business? Are you worried about AI? Absolutely, I'm worried about AI. I wouldn't be re-watching Terminator 2 if I wasn't worried about AI. just kidding, not really. My daughter's gonna watch it this week, you guys. She's five. No, I'm kidding. But

Basically i it's more about like worried is the wrong answer. it's more anxious because I don't know. This is the first time in like I think my life and my professional career where I don't really feel really good about where the puck's gonna go. Because like so you could prepare for all this stuff and got for our non sports fans, you the the age older like

Best best hockey players and the ones not that you know score the most it's the ones that know where the puck is going to go, right? Then they position themselves. And this is a weird one, brother, because there's so much of that that's out of our entrepreneurial control. it's I also don't I think people should maybe maybe back off like the Elons and the and the and the Jeff Bezos'es and the the Altmans of the world, because if you hear those people.

Talking about, hey, whoa, whoa, whoa. We should be there's some parts where we should be really careful here. There's some like every like that is interesting, doesn't it? So like, but at the same time, we've got for the next, you know, five to ten years, hopefully, people like us or people that are building things like we are, are gonna be extremely needed and extremely successful. And like e even this notion of just like like helping companies

Adrian (49:38.009)

W like this a hub a company on the com spot has already blown through the world selling billions and billions and bil billions on compound annual growth. And I'm just using an example, guys. But now they find themselves in a world where it's like almost four or five billion annual. They didn't all this and everyone thinks, maybe they're toast. Maybe they're toast. I'd look at it a different way. There's three hundred thousand companies on planet Earth that before they do anything from this point forward, might need

a little gut check or they might need a oil change or an auto check or an engine check where before they start to make any drastic moves or cut people on the team or start to contemplate if other tools are the right ones. I don't know, maybe just let's let's see exactly what we've done here, what we got, and then let's figure out what we can keep and then what we move forward with. Right. And I think that's why it's such a a s such a a fun, cool time to to to be a part of and especially with

like businesses like intuition AI and a a helping to be able to piggyback upon some of these things and really be able to able to help bridle what what those decisions are gonna look like. Pretty freaking cool man.

Joe Lepordo (50:39.264)

Yeah, and it's so important. You, you know, you you hit on it, but to really extrapolate what they think the process is, right? Those that have engaged you and how the team is using tools. And then when you actually boil it down, like it may be, you know, they may have they may think that everyone's going right, yet everyone's going left, but no one's afraid to speak up and say it because they don't want to get in trouble. No one questions the results. You've seen that a lot, especially in sales, right?

Adrian (51:00.216)

That's right.

Joe Lepordo (51:04.62)

You know, sometimes the best sales guy is not the best sales guy. He found the shortest path to getting the most sales. There's a big difference there, right? No one's gonna question when things are going well. They question when things aren't going well. And that's I think what that you said. You're coming that last mile. You people are on life support on the team. The tool is that whatever it might be. So I think it's just so important to to really understand what's the true process and what's really actually occurring.

Adrian (51:07.53)

Absolutely. Hundred percent. Hundred percent.

Adrian (51:27.97)

Yep, spawn on. Joe, this is absolutely fantastic. For before we start to wind down, what what are maybe some of the coolest things that you've seen?

intuition be able to help folks with when it comes to feedback. And then I'll let you answer. I mean, whether it's whether it's customer feedback, whether it's product feedback, whether it's whether it's employee feedback, what are some of the coolest things that you've seen your tool do as far as helping people kind of get better at understanding sort of all all the different you keep saying listening, you keep saying Adrian, use your ears, use your ears. What is like maybe some of the coolest things that you've seen while building the business around the feedback pillar?

Joe Lepordo (52:04.161)

Seen I've seen so many cool things. It's it's hard to hone in on one, but you know, first off, when you when you think about in and to to so that it can land, I want to just kind of expand on what intuition really is, right? So intuition AI has two sides, that's the way I like to look at it. We have the digital employee side where we you know we drop an employee into the team to help augment to listen to and do.

Right. So it will that AI employee will do a screening for a a new hire to keep it going. So that you're not hiring a resume, you're hiring a person. It will do the training and it will take their what's dynamic about their process, where their misses are and actually train them on that conversationally. Same thing with engagement to figure out where happiness is and retention. Right. On a you have a you have a an exit interview process where

There's so much bias potentially in there because you're not picking up on sarcasm or you're not getting to every single employee as they leave because there's just not enough time. So all of that information is is actually happening and you're getting all that data and that intelligence, and it's going into one database to have it continue to learn from each part of the process. But then there's the human side where we're listening to a CRM recorded call or

Adrian (53:06.936)

Good point. Good point. Good point. I like that.

Joe Lepordo (53:26.583)

A one-to-one live, you know, you use the device and you play it or a you know, a a Zoom meet or whatever medium it might be, and you're getting that into that same layer, but also getting feedback out in the same way that would you would overlay the AI employee. So when I say feedback, what I'm seeing so much from some customers and some of the best stories is, you know, we drop an AI customer into their training platform so that your call center rep can get.

rep and rep and rep and rep and rep in to have that conversation over and over again and get instantaneous feedback without the barrier. Adrian, you've mentioned sales a lot. Role playing sucks. No one likes to sit there in front of their friend, right? Because you're you're at work more than you are, you know, than you are at home. So those people become friends and family. It's really hard to get in character, right? But when you have that,

Adrian (54:15.958)

Absolutely. Yeah. Yeah.

Joe Lepordo (54:21.677)

that barrier gone and you're on your own time sitting by yourself in the corner and you're like, you know what, let me do role play. Well, now you actually get to the role play and it's more dynamic because that AI's goal is to make sure you don't give up the appointment until, in this instance, don't give up that appointment until they overcome three objections and make you feel good. And it's like, okay, cool. It's gonna keep on going.

The person and the, you know, the human, you're probably gonna give up. You're gonna, you did fine, buddy. Let's keep going. You know, we'll go to the next one. It so seeing the attrition drop for some of our largest customers because the team is more confident and they're making more sales and they're happier. Like, I love that. Like, I hate turnover. It's natural. I like great turnover, meaning someone's leaving for a better opportunity. I love that. Celebrate it all day long. Don't get mad at people for leaving for a better opportunity.

It's all good. You'll probably win them back someday too if you're doing the right stuff. But like that is so key. Other feedback, you know, I love hearing from my own team, you know, when we launch something, you know, we and we've gotten some amazing feedback on some of the stuff that we've just launched recently. Like hearing them say, like, this is so cool, or have someone say, like, I love being on this mission with you, that like to me is gold. Like, I mean, it's I

You know, I tell everyone back in the day when I started in cell phones, I started for sales and to make money, but I fell in love with the people and really loved the leadership aspect of it, growing teams, giving feedback, helping others. I see this platform and what we're doing as a way to really just continue to help people in a time where a tool like this is used often to get rid of them. So it's been really like it's it's really cool when when the employees get so excited about the mission.

or tell me some parts of it stink and we have to go back and fix it because again, that tells me that as a leader I've created a safe space for someone to come to me and and say, Hey, you paid me to do a job. I'm telling ya, I don't think we're doing our job.

Adrian (56:23.968)

I love that, man. I mean, so many good parts to that. So many, so many good thoughts. And and I hope you're right, man. I I I when we think about you know what I was saying about about Jensen, Jensen hung, right? Navidea, he falls into your camp. So then when people when reporters keep pushing him.

Joe Lepordo (56:43.812)

Yep.

Adrian (56:51.148)

Yeah, but what about what about this? And then what about that? And what and he keeps saying it's like you guys gotta remember, like, man, like it's almost sad, like the people don't realize how many fucking incredible, good, hardworking, dedicated, what's the word for wanting to push things forward? Positive for all. I don't know what it is, but like I'm drawing a blank like like

Joe Lepordo (57:15.851)

Optimists, revolutionaries. I mean there's so many different words you can use. visionaries.

Adrian (57:20.634)

He wan he vi vi vision like like he he he the sadness of the fact that he's like, You think that the people that have been working with me for the last thirty years are a bunch of fucking animals. And he's and and it's funny because when the reporter said, But why why should we like no offense, but like we're getting pretty used to seeing billionaires and trillionaires pop out of nowhere and then all of a sudden you guys get to dictate government. And that's a fuck fact.

And and and his his closing thought that I like something what you just said is like we have s there are there are have now been an army of us. And he's like, I'm not even talking about I'm talking about outside NVIDIA. I don't know how some of these other people were in the company, but what I do know is like there's been an army of some of the brightest, most intelligent, most turned on human brains that have ever been on this planet thinking about all the good ways we can apply this, thinking about all the positive things this can do, thinking about all the different ways that

This doesn't just gain for a few, but it gains for many. And I I think there's a good a good closing point, brother, 'cause like some of the things that you just said that you hope kind of come out of it. Hey man, maybe there are more of us out there, because I'm the same damn way. I I I the the idea of this continuing to p to to just expedite the inevitable of a couple people holding all the bucks on a planet holding all the bucks on the world, I don't know, man. It's getting a little that story's a little old, right? Like I'm a big fan of all the of all the all the industrialists too.

I'm I am a fan of any successful man or woman that goes out there and does something. Because like anybody that's built a business know anybody that's built a business or done anything of a certain you know, the been a champion of a sport, been a champion of of an art, built a business. being awesome is freaking hard. And then a lot of times you gotta look like a total schmuck for a long time to do it because everyone else on the outside is looking at you like, how's that guy doing? Man, he had so much potential. He had so but you're you're in these worlds of building where you're

You gotta keep a lot of it yourself because number one, 99% of people don't understand it. And then and then the other part of it is like you're if you're lucky enough to have found your craft and found the thing that you love, and then you figure out how to make money doing it, even if it's not the money you want to make right now, but you can keep iterating on it and building on it and then figuring stuff out, man, that's like that's the game changer. So Joe, this has been an absolute pleasure. Before I let you go, my friend. And I and I have a feeling we're gonna be seeing more of each other soon. where can people find you? if somebody wants to learn more about intuition.

Joe Lepordo (59:35.055)

Yep.

Adrian (59:44.448)

AI, where can they find you guys and where where can they see some of those awesome stuff you guys are doing?

Joe Lepordo (59:48.304)

Appreciate that. Super easy actually, it's intuition.ai. So very simple, intuition.ai, and it's spelt I-N the number two, I-T-I-O-N dotai. obviously we're on LinkedIn, we're on YouTube, Instagram, you can find us in all those mediums. you know, we love to just chat too, you know. We I don't say no to opportunities to just have awesome discussion. I feel like, you know, words kind of go go far. And the more you can spread.

your your thoughts and listen to other people's thoughts, the better off we're all gonna be. So always down for it. loved having some time with you, Adrian. It's been absolutely phenomenal. you can also see us face to face by the way, coming up in Las Vegas August seventeenth through the nineteenth at the all wireless prepaid ex pre all wireless and prepaid expo. Only fitting that our first exhibit stand is at a wireless conference figure just

Adrian (01:00:45.346)

My hey, I'd expect nothing else, brother. I'd expect nothing else, brother. Joe, this has been fantastic, brother. Thank you so much. I appreciate the kind words, man.

Joe Lepordo (01:00:46.243)

Go to what you know, right? Yeah. So

Joe Lepordo (01:00:53.869)

And thank you so much. Appreciate it. Take care, man. To your listeners, thank you for listening.

Adrian (01:00:58.69)

Hundred percent, brother.