From Reactive to Strategic: How Legal Teams Are Rebuilding Around Data and AI | Data Xposure - Ep 18

Legal teams are no longer just responding to litigation, investigations, or compliance demands after the fact. Today, they’re being asked to help organizations proactively manage risk across increasingly complex data environments shaped by AI, regulation, security threats, and rapid business change.

In this episode of Data Xposure, we sit down with Linda Luperchio to explore how modern legal and risk leaders are rebuilding their organizations around data and AI.

Linda shares her journey from paralegal to executive leadership and reflects on how the profession itself has evolved from siloed legal workflows to cross-functional collaboration spanning compliance, privacy, security, information governance, and business operations. The conversation explores where AI is already creating meaningful value, where organizations still need strong governance and human oversight, and why data has become the foundation for nearly every major risk and business decision.

Together, we unpack how forward-thinking organizations are moving from reactive problem-solving to strategic risk management and what leaders must do now to build resilient, data-driven teams prepared for the future.

Thanks for tuning in to the latest episode of Data Xposure. Don’t forget to subscribe so you never miss an update. For show notes, resources, and to connect with us, visit exterro.com/data-exposure-podcast/

Transcript

SPEAKER_01 0:08

A few years ago, most legal teams were still operating in reaction mode. A subpoena lands, a regulator comes calling, a breach happens, and suddenly legal, compliance, privacy, security, and IT are all scrambling to answer the same question. What data do we have? Where is it? And how exposed are we right now? But today the stakes are changing fast. AI is accelerating how organizations create, access, and move information. Regulations are evolving globally. Cyber threats are becoming more sophisticated. And data itself has become the foundation for nearly every business decision companies make. Which makes legal teams no longer being asked to simply respond after something goes wrong. They're being asked to help shape strategy before risk becomes crisis. Welcome to Data Exposure, the podcast for data risk leaders, where we unpack the real-world stories, operational failures, and strategic shifts shaping legal privacy, compliance, and security today. I'm Mike Hamilton, the VP of Marketing at Xtero. And in today's episode, From Reactive to Strategic, how legal teams are rebuilding around data and AI, our guest is Linda Lepercio, a longtime legal industry leader whose career journey from paralegal to executive leadership mirrors the transformation happening across the profession itself. Linda has spent years helping organizations rethink how legal teams operate in increasingly complex data environments where litigation, compliance, governance, AI, cybersecurity, and business operations are no longer separate conversations. In this discussion, we explore what it really takes to move from siloed workflows and reactive firefighting to proactive data-driven risk management. We talk about where AI is already delivering real value inside legal organizations, where human oversight and governance still matters most, and why the future of legal leadership may depend less on legal expertise alone, and more on the ability to connect data, systems, and strategy across the enterprise. Because in a world where every business decision touches data, legal teams are no longer standing on the sidelines of transformation. They're helping lead it. Linda, thank you so much for joining us here on Data Exposure.

SPEAKER_00 2:37

Thank you for having me. This is such a pleasure.

SPEAKER_01 2:39

Linda, we've known each other for quite a long time. And I was thinking as we were lining up guests for this podcast that I wanted to have an ace in the back of my pocket or up my sleeve. And you're definitely the ace. You are one of those thought leaders that I know speaks around the country on how to manage data risk. It's really glad that our schedules could align and get you on today's podcast.

SPEAKER_00 3:02

Thank you for having me. I'm really excited about this. That's my favorite topic.

SPEAKER_01 3:06

I want to start off, Linda, with just how you began your career, because you have such an amazing career arc, and we'll get into that here in a second. But tell me about the beginning. You started your career as a paralegal. What originally drew you into the legal field?

SPEAKER_00 3:21

So one day, the head of legal, our general counsel, called me into his office and shut his door. And I thought for sure I was being fired. And um he said, What did Buddy Discovery? And I said, read an article, and he said, Great. How would you like to build a program? And I was like, Okay, I'm gonna need education and exposure. And he said, You've got it. And from then on, I attended class after class. The first month I attended 30 classes, just trying to understand what it was about and how it fit into Hanover's world. And from then on, I kept going.

SPEAKER_01 3:54

If you don't mind, go back a couple steps. Where were you at within your career when the general counsel called you into his office?

SPEAKER_00 4:02

I was the corporate paralegal. I was working solely in corporate. I had worked a little bit in litigation years prior, but not heavily, and certainly had not done much discovery at all. And e-discovery was very, very early. It was it was in its infancy. We started off at a good time because it was trying to find its way and I was trying to find mine.

SPEAKER_01 4:25

If you had to look into your GC's mind, was there something that he saw in you? I think a lot of people would look at your situation and say, How can I have that opportunity? Was there anything that you did as a paralegal that opened up that door?

SPEAKER_00 4:41

He always would drop me into problems right from the very beginning. And at one point he said, We don't have a file system. Can you build a file system? And I built a file system. So he knew that I was decent at building, at creating programs, at creating projects, at solving problems. So I think he thought, if she can do those, she can probably do this with the right education and experience and knowledge. And he gave me an outside counsel to use as a sounding board. He really invested in me. And even now, I still talk to him all the time, and I still don't understand what made that day happen, but it really changed my entire career.

SPEAKER_01 5:22

That's pretty amazing. And I think what you just touched on around him dropping you into projects and he's seeing that success. So maybe that was a catalyst. Do you mind telling us about what your current role looks like?

SPEAKER_00 5:37

My current role is very non-traditional. I own eight different functions, many of which have nothing to do with each other. I've just finished building a claims e-discovery program, which is doing outstanding. I just won the President's Excellence Award for that program. Since October 1st, we have saved $20 million with this program. Wow. I own company licensing. I own agent-agency handover licensing. I own corporate management. I oversee the board of directors liaison. So I'm involved in many, many different areas and I manage the OGC's administrative and operational function. I handle their budget. I handle all of those kinds of things that are very, very different. And I love that. I love the diversity. I couldn't do the same job every day. Every phone call, every email has something to do with something else. And he still drops me. The new GC still drops me into projects. It's wherever they want me and whatever they want to put me in, and I'll do my best. And usually it works out very well.

SPEAKER_01 6:44

Tell me about what your passion is. What it sounds like taking on new projects, but based on our conversations in the past, I feel like it's anything around data and how you're managing data over there.

SPEAKER_00 6:58

You are absolutely right on. Right now, I am working on, as I said, the two sides of e-discovery, enterprise and claims. And then I also own information governance. And information governance is very closely aligned with data governance and with privacy. So I'm involved in all of those and how they fit together and how they touch each other. I'm working closely with the new CDO because she's trying to sort through the handover data world. And I own information governance. So we connect very closely. And I enjoy that. I love that. Making sure that data is minimized, that we're keeping what we should be keeping, that we're not creating risk by just holding on to data. That's a passion for me. It's very important because I've seen the e-discovery side when you don't get rid of the data and how painful that and how expensive that can be.

SPEAKER_01 7:47

So you kind of seen the severe negative implications data potentially could have on an organization. A lot of people in the legal community look at legal work as legal work. How do you communicate to other professionals in the legal field about broadening their perspective to having a bigger strategy around managing data and how that affects their work?

SPEAKER_00 8:10

I think the biggest thing I would say, the most advice I could give, would be never say no. Even if you think it's more than you can handle, then you ask for a resource to do it with you. I have 20 staff members now. But never say no. I started off with five and it just kept growing and growing. And as different projects came in, I would say, I can do that. I can make that happen. I'm going to need staff. And Hanover's been incredibly supportive to give me what I need. When I built the claim program, I we lasted about three months and I said, We need, we need people. And they gave me Desiree, who is my newest hire. They gave, they allowed me to choose who I wanted to partner with in the project. And it was Viviana. And she is just incredible. She has hands everywhere. She's an octopus. I don't know how she does it. And those are the kind of things. So don't say no. Don't say I can't. Don't say it's more than I can do. See what it's like. And then tell someone that's listening to you what you need. Share your needs.

SPEAKER_01 9:08

You mentioned at the beginning of our conversation, you saved $20 million with this new claims program. Based on my experience with you, you always showcase ROI very well. Do you think it comes from that trust of like, hey, Linda, she's gonna bring this back to the business and how it affects the business in the bottom line.

SPEAKER_00 9:26

Yeah, and I learned that early on because you have even if it's a small win, you have to show wins. People are are trusting you to take on something, to learn something, to develop something. You have to show them that their trust was warranted. So it doesn't have to be big. I mean, this is great, right? But the first month it was 168,000. And I was like, well, okay. And they, when I met with the head of claims, he said, How much can you save? And I said, I honestly don't know. I know I can save a lot because I see what you have and I see what I can do. But I think he said, Well, could it be 10 million? And I was like, it could eventually. I maybe. And he's like, in a year, and I'm like, I think so. Um, but then the first month came in and it was 168. And I was like, Oh, I'm in trouble. But it works out, keeps growing because you had to spread the word. And I'm very fortunate the claims partners I have are just incredible. Kellyanna is there in a heartbeat. If I ask for something, it's fascinating because I wrote to her today and in seconds she answered, and I was like, whoa, okay. And we share the same vision. We're trying to save money for the company, trying to save money for the policyholders, trying to satisfy claims, trying to do it right. And that's what I love about Hanover. They always want to do the right thing. So I fit there. That culture fits me because that's my thought process.

SPEAKER_01 10:44

I think that's a great segue into the next question I had, which is the theme of this conversation is from reactive to strategic. Do you believe that a top down, and it sounds like that's what you have at Hanover, the top really feels we have to be proactive, we have to be strategic. Would you agree with that? And what does that shift mean to you?

SPEAKER_00 11:04

So I definitely agree with that. It's not just in my world, right? It's in the whole enterprise. And risk is something we watch very closely. And we're an insurance company, right? We're going to be conservative, we're going to be careful. Um, we don't really want, despite the fact I want, they don't always want to be at the top of the chain. They want to see what others are doing as well. I like to be at the top. But it so it's important to understand where the risk is and how we can mitigate. And I try to mitigate before we get to the risk becoming something we have to deal with. Unfortunately, a lot of companies are going to have to feel the pain before they're going to put the money in to save from hitting that risk. And there's nothing you're going to do about that. That's just a company's mentality. Why do I have to spend a million dollars? Well, it's going to cost 10 million. So pay the million now. A lot of people will wait and say, I'll chance it. And then when it happens, it's that fire drill. In our case, when the GC came to me, there was a big case. And he needed someone who could really take the lead on the e-discovery side. I I was shocked when I heard about the case and thought, you want me to take the lead? But he did. And I knew there was it was a big risk. So I had to make sure I did it right. And but they invested, right? As long as you're willing to invest, someone's going to do it right. People want to grow. People want their careers to grow. I have an amazing career. I'm very lucky. But it didn't come easy. There were many, many roadblocks and late nights and early mornings. And how am I ever going to get this done? It's letting the company help you to grow.

SPEAKER_01 12:39

And it sounds like that comprehensive approach to managing risk. That's a good caveat that you had. It did it happen overnight. Why do you think organizations can no longer afford to approach risk in silos across legal compliance or other related fields?

SPEAKER_00 12:54

Hanover has has our main culture edict is called the care values. So it's collaboration, accountability, respect, and empowerment. And by having those four things, that's something we agree to every year. Our goals are part of that. Everything we do is based on that. It's a little different than silos because in order for us to accomplish what we want to accomplish, we need others. When I have a new team member, I don't necessarily give them the answer. I say, Who you need to talk to? You need to go talk to Brandon. You need to go talk to Dan. You need to go wherever to get the information. And very quickly, they learn to leverage each other's strengths. And I was talking to someone about this yesterday. That's what makes my team amazing, that they know where to go to get those strengths. And it's okay if the business comes to us and goes to a different person. I don't need them just to come through me. As long as my team has the right answers and knows when to go, whoa, we need management involved, then we're okay. And that's what companies need to learn to do.

SPEAKER_01 13:58

What are some tips, Linda, that you would have for listeners that are in an environment that doesn't have that comprehensive approach, but the professional sees the need to break down some of these silos. What are some baby steps that some of these people can take to eventually get there?

SPEAKER_00 14:15

I would say make sure that you have high-level sponsorship. If you don't have high-level sponsorship, you're not going to be successful. Pick a new job. And if you do have it, make sure they understand the value that you can bring by helping to bridge those gaps. And like I said before, don't be afraid, don't say no. Always try to find a way. Sometimes people will come to me and I'll be like, I don't even think I'm involved in that. But I'll listen. Let me see where I can help. And try to take the things that you're good at and share them. Make sure people realize you're good at them.

SPEAKER_01 14:50

We've talked about data, and this is kind of the tying force that the companies look at as hey, this can offer the keys to the kingdom, our biggest reward, and it also can offer our biggest threat, our biggest risk. So, what are some of the challenges that you face when trying to manage data strategically across various business units?

SPEAKER_00 15:12

What I try to do, actually, what Brandon is really, really good at, he's my um PM. And what he's really good at, we you actually use Xtero's tool to scan different data sources. And then we show those results to the business. You have a hundred thousand instances of PII, of personally identifiable information. Are you okay with that? It's all expired. You don't need to have it, but you have it. Are you willing to put the time in to clean it up? And the businesses realize the risk. They understand there's a risk there. So they're going to start thinking of that and we offer suggestions. Maybe you take away the month and date and you and you put in just the year. Maybe you put the last four of a social. Um, so you show them ways that small ways that they can make that difference. And then you celebrate it. I'll here, here's my PM. They will work directly with you. I will assign that PM to help you. So work with me to get that down. And then what we do is every quarter, we have a report that says personal lines, commercial lines, specialty, whatever it is. Here's how many instances we have. And when they see that number go down, especially when management sees that number go down, it's it's amazing how much they're suddenly willing to invest.

SPEAKER_01 16:24

We're looking at this linearly. You're taking everything on the information governance side, and that's having downstream effects on litigation, compliance, all these things that happen as a response to something happening with your data. Do you mind talking about linking those two areas together? Because I feel like a lot of legal departments, compliance, privacy departments are separated in some way from the information governance side. They just kind of react to what requests is being thrown out them, and it's a fire drill to find that data.

SPEAKER_00 16:58

This is where e-discovery and information governance go together. So just about every end of the company at some point of any company is going to hit an e-discovery. At that point, they need to know where their data is. There's no more options. Now they have to know where their data is. If you have to provide all the data in your care custody and control, you have to know where it is. So we have a comprehensive data catalog that shows where all of our data is and any amount of data we have, what areas use it. So by having those together and by linking those and talking to the different people and helping them when they have an e-discovery, they in turn now help you when you're trying to clean out the data. They recognize that that was painful. I don't want to do that again. So how can we make that better? Let's work together. Let's do it together. So that's my point. We have such strong partnerships. Collaboration is the first part of our care values, and we take it really seriously. And the whole company does. So when we something went out today inadvertently, should not have gone out. It was a glitch in a system. And immediately I had 200 emails come in and they were like, What did we do wrong? What do we need to do? What happens here? How can we help? What should we have done? And immediately, you know, first I was like, whoa, I didn't know this was happening. So let me find out. And then I went back to them and reassured them, nope, there was nothing wrong. You did everything just right. And I have a person that's going to work with to clean it up. And if I need you, I will come to you. I immediately went to Brandon, who was helping me out with it, and I said, I want an email blast to go out to everyone saying, We've got this. We'll get back to you when we need you. And he did, and the world calmed down. We ended up at 200 emails, but that's okay. Um, but it it settled down and and but they see that we're right there. We are there to support them. So when we need them, they're there to support us.

SPEAKER_01 18:45

And that good communication is paramount. A lot of people will make assumptions that people will just understand the responsibility or what you're going to be doing. That's a key piece of advice there is. Yeah, definitely.

SPEAKER_00 18:58

Transparency. That's critical.

SPEAKER_01 19:01

Let's move on to probably the hottest topic in our industry and probably throughout the world right now is AI. And AI is moving incredibly fast right now. What do you think personally AI is generally good at today?

SPEAKER_00 19:15

I think AI is, I actually would love an AI assistant. So if my my boss looks at this, I'm giving him a heads up. But I think AI is there to support. I don't think AI is yet ready to stand on its own, despite what the world might say. You need that human in the middle. I've seen AI do amazing things, and I've seen them do some really crummy things where I've been like, no, that is not where I was going at all. It's understanding that the human in the middle is very important. I think eventually AI will replace most of first pass review for e-discovery. I've been saying that for years. I knew something would, and then AI came along. I know that Handover is moving over to Extero Cloud so that we can leverage their AI tools. And that's important to me because we have a lot of e-discoveries, and I think it would be a huge savings, especially on HR-related ones, because I can tell it what I want, and then it can go find me examples, and I can say yes or no. That's that's where AI is going to be critical. I am part of the Office of the General Counsel. I'm actually the head of their task force. So we're looking at many different ways, whether it be a research tool, a summarization tool. We want to leverage it. We want to be able to get the most out of the tool. And then we want to be able to get the highest level quality out of our attorneys and our legal staff so that we're using them the right way. And I know e-discovery is very, very anxious to get started because it's it's going to be it's going to be a serious hit. It's going to change how e-discoveries happen. I think eventually it's going to change how information governance happens.

SPEAKER_01 20:52

And Linda, we're kind of stuck in the cycle with AI where there were these LLMs that came out. They answered our questions really quickly. But on the e-discovery side, where I see the biggest value is the automation side of things, the busy work, the admin work that you may be tasked with, or more importantly, your team may be tasked with, that is really connecting the dots between stages within a request for information, what that would be. Would you agree with that? AI can, with that human in the loop, can help automate some of these activities that are more administrative in nature.

SPEAKER_00 21:27

Yeah, and I think one of them in particular is data subject access reports. I think that those requests come in and it's very manual. I mean, we we follow Xtero's process and we have the tool, but having AI in the middle to be able to say, okay, so I need to reach out to all of these people and get the responses and summarize it back to me would be incredibly helpful. I don't need to do every step myself. And I think that AI will do that. Do you need the person to look at it at the end? Absolutely. Of course you do, but it doesn't need to be every Click of a button.

SPEAKER_01 22:03

And from a security perspective, Linda, what concerns do you think organizations still need to take seriously as they adopt AI?

SPEAKER_00 22:10

The big thing we need to watch for, and Hanover is really good at is making sure that the tenant you have isn't being shared everywhere. And that's one of the first I'm on the AI committee for the enterprise. And that's one of the first questions. Is it just us or are we sharing this with the world? Because our stuff shouldn't be out there. Our policyholder data shouldn't be out there. Nothing should be out there. We want to make sure that we're gathering information from the world so that we can do it better, but we don't want to share personal information. That needs to stay behind the firewall. We have a data classification program that is really well run and they have restricted, confidential, internal, and general, a public, I think it's called public. And we don't allow restricted data to be part of AI. We might let some parts with a whole bunch of vetting in confidential, but we never let restricted. And that's important. You've got to protect that data. And everything we have at Hanover is labeled. So every data source, every email, everything is has a classification. And that's important.

SPEAKER_01 23:18

I would 100% agree. That's where the real opportunity lies for most organizations that aren't as mature as yours, Linda. Really, for AI to automate activities, AI needs to be connected with your data, with various other applications. There needs to be those connector integrations that you're talking about. And it sounds like you've really been able to harness that information governance strength to when you're ready, let AI help you automate some of these activities with that human in the loop. I want to talk to you a little bit more about that human in the loop. Where do you believe human judgment and experience still matter most? Like, are there specific stages where you would say, leave this to the humans? AI, I need a check and balance at this point.

SPEAKER_00 24:02

Yeah, so so two things. One, our AI is handled by our chief data officer. She she owns AI so that she's really got her pulse on it to make sure that it's protected and the right things are happening. So that's always very good. It depends more on the classification of where the human needs to be than than the situation. So what I mean by that is if it's going to have not highly confidential, but some confidential data, there should be a human watching what's going on. There should be some audit, there should be some checking. You can't just let it happen. Even with the summarization, I did um a job description and it should have been, I thought it should have been pretty cut and dry. It came back totally opposite of what I wanted. Had I just taken it and sent it out, I would have had someone applying for the wrong job. So it's really don't send anything out. Nothing goes anywhere until you've looked at it. It did the work for you. It took the information and did it for you. In fact, our attorneys are are very always surprised. I have one in particular. She was like, this is fabulous. But she took the time to read it as well to make sure that she could tweak it and make it hand over and make it her own and get the points across she wanted to get across, but she didn't have to do all the work, which was really nice because it wasn't necessary. It was her her time was not well spent by doing, I'll take this line, I'll take that line. That's what AI should be. I think AI should be looked at as more an entry or an intermediate level, but never a senior level.

SPEAKER_01 25:31

I like the way you stated that. That's a really simple way to get across your point. I think of them as AI as helping you orchestrate. Maybe in 10 years, we'll be more orchestrators rather than technicians. Let's move on to looking at the future and maybe a little bit of reflection as we round out this conversation. What are the most important skills or mindsets for professionals that want to stay relevant as technology continues to evolve?

SPEAKER_00 25:59

You need to be adaptable. I think you need to be open-minded. I think you need to, you can't ignore AI. AI is going to be part of your world. And I think you need to embrace it. You need to be cautious, but you need to embrace it. I think you need to be aware of technology and figure out where you fit with the technology. Take charge, but don't try to do it all. Let AI have its space. Kind of like when you have an intern commit. We have amazing interns. Like I'm always blessed with the best interns. And having them take the first pass and do the work, even in e-discovery, and then bringing it over to someone who has the experience to say, okay, but here's what you want to think here, and here's what you want to think there, allows them to learn and at the same time take some of that weight off of the more senior person. And AI is the same thing. AI needs to have its space and needs to learn. And the more you let it learn, the better it's going to be for you. And then you need to take charge. You need to say, okay, here's what it gave me. That's mostly what I want, but don't forget this and don't forget that. And then make it final. The person needs to not, they can't be threatened. There's no purpose in being threatened. AI is not going to take your job. It's going to make your job easier if you work with it.

SPEAKER_01 27:14

That's really good practical advice. And I can tell by the tone of your voice, that's something that excites you. Is that the most exciting thing that you are envisioning over the next couple of years? Is there anything else that comes to mind where you're like, I'm really excited about where the industry's heading?

SPEAKER_00 27:30

I think that you're going to see AI become more of the assistant. I have an amazing Heidi is the best assistant ever. Absolutely, without question. But there are things that are just a waste of her time. She's too good for it. She doesn't need to do it. I should be able to either do it if I had the time or have something do it for me. I see AI picking up that role. I see them pick it picking up the role of first pass. Will we have to look at it? Will we have to teach it? Absolutely. But that's where it's going to go. And then who knows, in time, maybe more. But we have to take this where we're comfortable taking it.

SPEAKER_01 28:04

And so on the flip side of that, what worries you most?

SPEAKER_00 28:08

I worry because I've seen instances of AI hallucinating. And I am can I actually saw a report that someone gave me that should have been two pages and was 22. And I said, Oh, I better read this. And sure enough, it had things in there that had nothing to do with what we were doing. And that was AI wants to please. It wants to impress you. I wasn't impressed. And we had to start over. But it it at least that's the thing that worries me. Well, people just say, sure, it's fine.

SPEAKER_01 28:38

Yeah.

SPEAKER_00 28:38

And they have to be careful. They have to be cautious and really think that's the risk.

SPEAKER_01 28:45

It's so funny you brought up that example. All of us can relate with emails that once used to be three or four sentences, now are paragraphs and paragraphs long of just word soup.

SPEAKER_00 28:57

Yeah. And it didn't, it wasn't anything I need. I was like, I don't even know how that came in here.

SPEAKER_01 29:02

Yeah. Yeah. Very, very good anecdote there, Linda. The last question I have for you, and this is a question I like to leave listeners with because you have so much expertise to share. If you had to boil all the things down to one thing that you like to leave the audience with from today's conversation, what would that be?

SPEAKER_00 29:23

I think that learning and openness to learning are the keys to any successful career. Never say no. I might sit there sometimes and go, oh, I hope they know what they're thinking. But I'm still going to try it. I'm still going to give it my best shot. And generally, that's all it takes.

SPEAKER_01 29:40

That's a very foundational principle or principles, Linda. Thank you so much for sharing your expertise with us here today. Really appreciate it.

SPEAKER_00 29:48

My pleasure. And if any of your viewers or your listeners have questions or want to connect, please reach, let them reach out to me. I'm happy to help.

SPEAKER_01 29:56

We definitely will do that. We'll have a link to your LinkedIn page and take Linda's word for it. I've seen it happen in action. She does it with people at Xtero. She's always a great sounding board and gives amazing advice. So, Linda, thank you again.

SPEAKER_00 30:09

You're welcome. Take care. Thank you.

SPEAKER_01 30:13

That was Linda Lepergio. One of the biggest themes from today's conversation is that modern legal leadership is no longer about simply responding to risk after the fact. The organizations pulling ahead are the ones breaking down silos between legal, privacy, compliance, security, and IT, and building systems that allow them to understand, govern, and act on their data proactively. Because AI may be accelerating change, because AI may be accelerating change, but the real differentiator is still operational discipline, strong governance, and cross-functional alignment. And as Linda reminded us, the teams that succeed won't necessarily be the ones with the most technology. They'll be the ones most prepared to adapt. Thanks for listening to Data Exposure, Exteros Podcast for Data Risk Leaders navigating the intersection of legal, privacy, security, and governance. If you enjoyed this episode, subscribe on Apple Podcasts, Spotify, YouTube, or wherever you listen to podcasts so you never miss an episode. And if this conversation sparked an idea or challenged the way your organization thinks about data risk, please share this episode with a colleague or your team. Until next time, remember what's hiding in your data could cost you everything.