David Dean - AI in the Workplace: What's Really Happening

AI in the Workplace: What's Really Happening

What is actually happening with AI inside organizations today?

In this episode of the People/AI Strategy Forum, Sam Reeve speaks with David Dean, author of The Inbox Between Us, about the hidden workplace dynamics shaping AI adoption and why understanding how work actually gets done may be more important than the technology itself. 

Many organizations are rushing to implement AI tools and automation. But David argues that before organizations can successfully leverage AI, they need to understand the undocumented work that happens every day through emails, chats, meetings, and human interactions.

Drawing from years of experience supporting enterprise transformation initiatives, David explains how workplace behavior, communication patterns, and organizational dynamics influence the success of AI initiatives and business processes.

In this episode, we discuss:

• The difference between documented work and actual work
 • Why hidden workplace dynamics matter
 • How AI can help uncover process bottlenecks
 • The role of emails, chats, and meetings in organizational intelligence
 • Why AI should be viewed as a workplace partner
 • Human judgment, accountability, and decision-making in the AI era
 • How leaders can improve communication and organizational effectiveness
 • Practical ways to begin exploring AI opportunities inside your organization

Key Takeaway

The most valuable AI opportunities often exist in places organizations rarely examine: everyday conversations, communication patterns, and the human behaviors that drive work forward.

Guest:
 David Dean

Book:
 The Inbox Between Us

Learn more about CompTeam:
 https://compteam.net/

Watch the full video episode:
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About the People/AI Strategy Forum
The People/AI Strategy Forum explores how leaders navigate the intersection of people strategy, leadership, and artificial intelligence. Hosted by Sam Reeve, Founder & CEO of CompTeam, the Forum features conversations with executives, practitioners, and experts shaping the future of work.

Learn more about CompTeam and the People/AI Strategy Forum at compteam.net.

Transcript

Sam 0:00

But we're going to be talking to chapter one. This week's conversation is one that has been building for a while. We've been talking about AI and the and the challenge of modern work. It's It's not the headline version. It's the version that's ac-actually happening inside your company, your shared mailbox, your people change. And And my guest the today is the author of "The Inbox Between Us." And So David spent 15 years inside complex enterprises in healthcare, finance, and and regulated industries, watching strategies collide with reality. reality. And he built the systems that teams need. His take on the mission is that work is flawlessly planned, but but it actually doesn't happen. What What we learn is not about technology, it's more about people. This conversation matters because the AI question has has shifted. It's no longer what your organization is going to adopt AI. It's what your organization is honestly doing. What AI is is actually doing. So with that, welcome, David.

David Dean 1:11

Thank you for having me. I appreciate having me, Sam. Yeah,

Sam 1:14

Yeah. So David, as we, as we kind of get into this theme of what's coming here of

David Dean 1:18

from

Sam 1:19

AI and so forth,

David Dean 1:20

and so forth,

Sam 1:20

the

David Dean 1:21

the first thing I'd like to do is

Sam 1:22

introduce you to the audience.

David Dean 1:24

of introduce you to the audience and just tell us a little bit about

Sam 1:26

you

David Dean 1:27

you got to where you are today

Sam 1:28

and,

David Dean 1:29

what you're doing. Yeah. So I've had the opportunity, to build my career around productivity, knowledge sources. Whether that is, you know, from, you know, I was that engineer that helped you in my early career to, supporting the backend security, services relating to those productivity. But I naturally grew into where less about the infrastructure and security and more about what value it ultimately brings to your organization and, and, and more about the little value. And, and with anything, with any type of business process, with any type of change, it's all these little little abilities that people do every day lead up to kind of the bigger reality on how everyone does their jobs. And so as I moved into, building and designing solutions, moving into larger enterprise initiatives on strategic rollouts, business value, change management around these different types of technologies, I had the opportunity to work with a lot of- front level teams on why they do the things that they do every day for years at this point, tens of thousands of solutions a- across many different enterprises with it. And it provide me a, a different perspective, from a lot of different individuals out there when it comes to, reality and practicality. I kinda lived and breathed through the pains and challenges that everyone, had to do to basically, to do the jobs every day. Why did you create this? Why do you use this? What are you thinking in regards to using this every day? You know, how do you feel about this? And through that self-discovery across multiple different business units, multiple different opportunities, now AI has entered the workforce. It's coming in. And I talk about AI as being kind of this third presence and, and a lot of people just still didn't understand what that really means, and honestly, they still don't. You know, right now, they're-- everyone's still figuring everything out on how this-- what this change, this culture change is happening. And what I felt like is someone needed to write a message to s- to talk as more of a reality on like, "This is what's happening. This is what's going on. It's okay to slow down. Let's understand m- the right mindset that is needed in order to truly understand what value AI is going to have to me and to an organization." Okay. So

Sam 4:04

Okay. So you, you're

David Dean 4:05

saying that like you're doing investigation

Sam 4:06

really investigating,

David Dean 4:07

on

Sam 4:07

work actually

David Dean 4:08

people are actually- Mm-hmm

Sam 4:10

how we can use AI

David Dean 4:11

how they

Sam 4:15

what was your discovery when-- in working with organizations What, what is really-- what really defines how AI is getting done?

David Dean 4:24

use AI So, so right now there's a lot of capability and there's a lot of, flashiness being put out like, "Oh, I can do all these amazing things out there to do that." And I'm not discrediting that there aren't amazing things that you can do with this. The challenge is, is like how can those amazing things be helpful to me, you know, with it? A lot of times, things are being assumed, but when you-- and so people are designing systems, approaching different things based on how things are documented, how the perceived avenue on how things actually get done and work. What I wanted to have more of a conversation about, what is the, what is the reality of it? So the undocumented behavior with it. So I talk about kinda two systems from an organizational standpoint. There's the documented one, and then there's the undocumented one, and that undocumented one is where that opportunity is to reveal how to really actually take advantage of AI and self-discover.

Sam 5:23

Okay. And then, and then was that-- And how did you learn about the undocumented work? Where did that information

David Dean 5:29

So, a lot of it comes just from my own personal observations, but a lot of times it came from, the, the different, business members I worked with every day through all the years of my career. As I connected with them and I say... and I was building a solution or overcoming a problem, I would- I'd be like: Why did you create this, you know, this artifact? And, and I'm not talking about just like, well, I need to do business process A, you know, for this. And I was like, "No, no, no, no. What are you thinking? What drove you to create this? Why do you keep maintaining this around it?" Those dynamics matter because, a lot of times these are like, I still need to do my job. I need to get things done. These are the tools that are available to me. I'm going to make that happen." And, you know, sometimes they don't have tools, sometimes they don't have funding. Th- there's all different kinds of inputs and, and dependent outputs, and people just still need to do their jobs with it. And that's one thing I don't really like the term shadow IT or shadow AI because, while there is merit from a security standpoint on that, the, the, the deeply human aspect is that that term forgets why those are created, why those are established. People are doing this to survive in their jobs because there's an expectation, and they're utilizing what's available to them to meet that expectation.

Sam 7:02

So the, the thought is, is let's, let's, this particular deliverable Let's look into the workflow that supports it and break that workflow down to see if it really makes sense to continue doing it that way.

David Dean 7:13

Mm-hmm.

Sam 7:13

right?

David Dean 7:14

Yeah, absolutely. And, the challenge though is like s- some of these are documents, some of them are never ever documented, but some of these are documented. And the-- while those documented ones make sense to a degree, there's a lot of things that go into that documented that are not documented. And where is there opportunity to understand that? Because if AI is here to mimic human behavior, then make it human. That's the whole reason why AI is there, to, is to industrialize human behavior in different ways. So but it seems like a lot of times when people are designing solution or approach it, they're forgetting the human part, the human dynamics, the w- organizational workplace dynamics with that. And so what I talk about is, is that that undocumented behavior and record is documented somewhere. And, and that's kind of what my book is to reveal, is that- There's this inbox, and email, you know, email's gonna be around for many years, you know, fif- even fif- fifty years from now. So the question is, is where is that undocumented behavior documented? It's documented in our emails, our chat messages, our meeting transcripts. All of our workplace dynamics are stored in there. And before you approach AI, you should self-discover those workplace dynamics to understand those dynamics, because sometimes it may not even be a solution. It may not even need to be AI to solve the issue or problem. It may just be a conversation with someone. Someone just doesn't understand something with it. So let's, let's approach that before we do any kind of major investment in, in a solution. Sometimes it does reveal we need a better streamlined process relating to it. So how can we use these dynamics, to help self-discover?

Sam 9:04

most common or, or most, reoccurring example you can give me of that? I mean, what is... What do you see that happens most often with businesses?

David Dean 9:14

Yeah. So probably the most-- one of the most common business processes in any organization, no matter how small or how big is, I'll just say, the approval process. Why does it take so long for something to get approved? Usually, something is sent in an email or even an automated, process with it. So why is that? Well, a lot of times those approval processes, there's dynamics, you know, back and forth. People are emailing back and forth, people are conversing back and forth relating to that. What do those conversations tell us about this around it? what does that person's calendar tell us about that? That person may be booked for, you know, eight hours a day for the next, you know, forty, four weeks. That's why things are not getting approved with it. So maybe we need to change our business process. Maybe we need to change the approver. Maybe we need to give less work to that individual, so they have opportunities to improve, you know, with that. That's the self-discovery, and that's the true value of AI, is to self-discover and realize that value. Then you can build solutions around it if needed. But sometimes the solutions, it's still a people, process that may need to accomplish that. So, don't put your money where you don't necessarily need to put your money if you can just solve the problem between the human connections that we have.

Sam 10:30

Okay. And so you mentioned that a lot of this information is kind of hidden in our, our inboxes. They're hidden in our, our text messages, chats, and so forth. how can we leverage AI to really unfold this? I mean, is it, is it really a human interview process, or do you use AI to kind of go through all that data?

David Dean 10:52

so it, it's- The, the question is, first of all, is curiosity. So like what I usually recommend, from an organizational process, like pick an organizational process that everyone has a shared problem with. It's not just you, it's other people have, have a challenge with this. And you have copies of all of those dynamics within, within your email because you're copied, you're CC'd, you know, relating to these, you're part of that conversation. Start asking questions around that dynamic because it's, it's not just one question then you're done. It's, it's usually a chain of questions in order to gain those insights with it. And I'm not trying to s-- I mean, you can get all kinds of insights, the more sophisticated prompting and that kind of stuff with it, but you don't necessarily need to get to that far, that far with it because you need just enough to have the right conversation with people to kind of identify and create that opportunity with it. So from a, from a business process standpoint, identify a pain point in which, shared people and they can ask questions around that. So, so y- with approval processes, you know, what, what are they discussing relating to this approval process? what is-- what other conversations is this person involved with over this period of time keeping them from being able to potentially approve this that I may have access to around it? That's gonna create some insights because I don't know how they do their jobs every day. I don't know their dynamics and their struggles and challenges with it. So, so there's a lot of information that can be potentially revealed. Now, that's more of that business process standpoint. But here's also an opportunity from a self-realization standpoint, is like where does AI have an opportunity for us to discover how I can be improve the way the things that I do? And you are, you are part of the system, so you have all this knowledge, you have all this accumulation, you have all this experience around it. The one thing that you can do is document it. Well, it's-- some people don't type fast, some people don't, you know, uh, can easily put things together. Well, utilize AI's advantage. So almost everyone has a, a mobile device or some kind of dictation device, you know, with their computer. Why don't you just start writing it out? Like, as you said, self-interviewing. Tell me how I do my jo- I wanna tell the machine how I do my job every day. Just start writing all that stuff out, then throw that into AI to help organize it, and then start asking questions. Where is there opportunity? What is there opportunity to self-realize what I do every day? W- what is there opportunity where I could potentially improve, you know, in the things that I do? How can I better communicate, you know, with this? Those different types of dynamics

Sam 13:43

Mm-hmm.

David Dean 13:44

Yeah. So what I'm saying with my view is that the,

Sam 13:46

in

David Dean 13:46

the, it's not really trying to replace people, it's helping them with AI because it's gonna have a recorded session

Sam 13:53

what we're

David Dean 13:53

similar to what you're doing right now. Yeah. You know? Okay,

Sam 13:56

let's

David Dean 13:56

let's go through the process. Try what we did

Sam 13:58

Describe what... Here's the objective." You know,

David Dean 14:00

You know, what could we do differently? And then from there, we can look

Sam 14:07

then who else do you work with?

David Dean 14:08

what went well and what didn't. You

Sam 14:09

so

David Dean 14:09

know, and the lessons from that have value. Mm-hmm.

Sam 14:19

is that what you're talking about there, David?

David Dean 14:21

So as people are present. And so through all of that, the recording becomes this additional item of AI to create that type of human element process. Mm-hmm. Of those conversations. Y- so yeah, and that's part of it. You know, the transcript on that, but that is a controlled session with, with a, an ultimate goal. What I'm also talking about is outside of that. You know, so there's all these subsequent meetings relating to a process that happens, whether that's, you know, you know, quick touch bases or you have formal business meetings, that subject comes up, people discuss the dynamics. People discuss, you know, challenges, frustrations, or successes relating to that. That's also done in email as well, and even the chat messages with that. So that is one set of evidence with that. But then that real human dynamics, those real kind of intimate challenges or problems are more of that organic space, and that organic space can tell you a lot of different things, around it, including like, you know, you may have workplace dynamic challenges relating to it. You may see two people that are at odds in regards to a particular subject or particular topic relating to that. Maybe it's like, as a leader, it's like, I need to go have a conversation and work these things out because maybe that can address our business process, you know, more formally with that. So those hidden dynamics, if used from a lens where it's to be proactive and, and, to help the organization succeed and help them succeed, can be a real advantage, to you.

Sam 15:45

Okay, great.

David Dean 15:46

So, now what, what can you give an example of something like that where you're using this type of model that you described AI as being

Sam 15:56

a

David Dean 15:56

a third voice in the room or a third seat

Sam 16:00

you

David Dean 16:00

at the

Sam 16:00

that a lot

David Dean 16:01

table? Because you mentioned that to a lot

Sam 16:06

that concept?

David Dean 16:07

of leaders have a hard time understanding that because they're so used to relying on themselves and not having that. So, what I like to think about with AI is it's a third presence and, and you have to develop a relationship with AI, with it. because a lot of times where AI comes into play is that it's, it's, it's an assistant in many different ways. So if you think about what if you hired a duplicate of you, but they were like front end entry level, you know, highly capable type of individual. But how are you going to cultivate that individual to basically eventually be you and work in the dynamics that you work and how you think and how you do these different types of things? That's all relationship building. Now, it's only gonna have a certain set of knowledge, certain set of capabilities, but you have to cultivate it, and it relies on you to help it understand and help how it can be-- provide value. So you think about the dynamics and, and teaching like a junior coworker on how to these, how do you do these different things. Initially, it doesn't understand, but over time it will. It will understand kinda some of the dynamics, some of the behaviors, some of the signals that you do, you feed it information with that. So it's really a relationship because the, the idea when it comes to AI is that it's eventually, when we get to that point, we're not at that point yet, but we'll eventually get to that point, it's a symbiotic relationship. AI is gonna rely on humans in order to succeed, in everyday life, and it's also, users are gonna rely on AI in a lot of circumstances, not all, but a lot of circumstances, to succeed as well in that regard, and it's gonna be kind of a tightly coupled relationship with it in the long run. It's gonna take some time to get to that point with it, but ultimately, that's what it comes down to. And so the only way to make a relationship work is you have this kinda triangle of a relationship. There's you to AI, and there's AI to your organization. You all have to kind of figure out what that relationship dynamic is going to be and what that ultimately means because the relationship between AI and the organization and to you and to AI is going to be different, and it's also gonna be aligned. So how, how do you manage that? Like, how do you manage that relationship dynamic? And if you think about it in people terms rather than technical and systematic terms, it makes a lot more sense and, and people are able to connect to it better if they think through human dynamics.

Sam 18:38

Okay. And when you say, when you say thinking about it through human dynamics, you're

David Dean 18:41

When you

Sam 18:42

you're, to kind of put the AI in a

David Dean 18:43

say,

Sam 18:44

shoes, is that

David Dean 18:44

when you say

Sam 18:45

Kind of think of it as a, another,

David Dean 18:46

thinking about human dynamics, you're thinking about kind of putting AI as like another coworker? Yeah, as another coworker. Now, it, it's never going to be human, so you have to understand its limitations with it. The one thing that-- this is why humans matter, and they will always matter, is humans understand the concept of, of lived experience and lived consequence with it, and AI will never understand that, like in the long run, from a decision and accountability and judgment standpoint with it and to a certain extent, even someone entry level, they're not going to understand the long downstream aspect until they're cultivated into the person you are today with all that lived experience and knowledge with that. but that aspect-- But you'll be able to get it signals and, and things to understand where it can assist in some of those areas, but your judgment, your accountability still will always matter in there, and that's why we hire people. That's why people are accountable and responsible. That's why we have job descriptions and people with that. So it's really a tool to help, help around that, but that's why people will always still matter. So the idea is now you have a cultivation of these coworkers that can help in many different ways that are specified in certain ways and certain manners with it that are an extension of you. they're also an extension of the company, but your, your human dynamics and the workplace dynamics are gonna interact, with that. So that's kind of the mindset to think about when, when applying that. But it's gonna have-- You're gonna feed it information. It, it's gonna have access to your, the way you think, your, your... If you add your behavioral dynamics to it, you're gonna provide additional context to that. It's going to try and help you and extend you, but it still won't replace you.

Sam 20:33

Okay. I understand that piece now. Now, that, and, and a lot of times when you're, you're talking in your book, you use the mirror metaphor, and, it's really central to w- your work. AI does not invent bias. It, it reflects what's already there. what's the most uncomfortable

David Dean 20:50

Mm-hmm.

Sam 20:52

the first time they hold that mirror up?

David Dean 20:55

So the one thing that, when I talk about self-realization and you as an individual, is that, using all of your workplace dynamic information, your behavioral record, you know, asking questions, can you build a personality profile of yourself? Like, h-how does AI essentially read you and read your dynamics with it? Then you can also ask the question, now, how, how would other people perceive these dynamics, my coworkers, my leaders around some of these different types of things? That is very revealing in regards to, is there an opportunity to improve? Is this just who I am? Is this my personality with it? Now, it's only going, getting one part of the equation, which is I'm getting the documented stuff that has been documented in these kinds of, uh, different data sources. You still have you. You know, your s- your understanding and knowledge and relationship building and other people, that's not a part of the equation. So you're only ever getting part of the story. But the goal is not to- Truly, like, build this entire, you know... It's not gonna understand everything, but it's gonna give you just enough information to point to things that allow you to hone in on to like s- like, okay, so let me dive into this dynamic. Let me look into this. What else can I understand? What else can I learn from this? and, and like, for example, communication style. Like, how do I communicate with people? You know, how am I perceived on how I communicate with people with this? because sometimes it can come across negative, even though I'm not trying to be negative with it. Sometimes it could come across, um, uh, nonchalant or overly positive or, you know, those types of things with it. Maybe I need to be more real in regards to around it, and sometimes that's different for different people. If you think about, as a leader, you learn to talk to different, you know, a individual that's more analytical, an individual that's more directive, you know, someone who's more amiable. You change your language in that regard. And so can that provide insight to me as well, so I can better communicate with these different individuals, with this? So I talk about that human dynamic a lot. But even as an individual contribu-tributor, how can I communicate to my leadership, more efficiently so they can better understand their goals, their values, their opportunities with what I'm trying to convey with them? And so all of those dynamics is all available in the inbox, this behavioral record, in this space.

Sam 23:33

Okay. And I, and I think that's-- A-and, I mean,

David Dean 23:35

And I, and

Sam 23:39

in, garbage out, and you replace that with behavior in, behavior out. Is that kind of what you mean? Is, is

David Dean 23:45

I think that's, and you tell me if I'm wrong, but

Sam 23:51

artificial intelligence on that

David Dean 23:52

it's

Sam 23:53

or on that-- those, those details?

David Dean 23:55

Yeah. So, because, because from the documented system, that doesn't factor... That, that factors in controlled steps that everyone expects everyone to do. And, and for the most part, for a lot of things, they do that, but it doesn't capture the hidden steps, the hidden dynamics, the hidden conversations that need to happen in order for that step to flourish. So, if we can have AI truly understand human and organizational dynamics as an input, AI will only, Can work better for us to understand that. But that also provides, bias influence because, and I talk about this a lot in the book, is definitions. Definitions are a critical, key, important aspect because my definition of something When it comes to any kind of dynamic and the definition of another individual may be completely different, even though we're talking about the same thing with it. So that bias comes into play to those definitions. So it's important to kind of-- when you start this avenue, you have to accept that there's gonna be a bias. So if you can get agreed upon shared definition around when you're introducing human dynamics into, an AI business process and use these human dynamics, there's that kind of a mutual agreement, and so then that can better enhance how AI can provide value to you is that you have additional context. Is it gonna be perfect? Absolutely not, you know, with it. But if you design AI in such a way where you account for that, where you account for the human element of the things that we do well as humans as a part of this and design a solution that way or design a business process that way, it's just gonna be that m- that better... You're gonna have m- a much longer and, and faster advantage on capitalizing on AI for your organization or for yourself.

Sam 25:45

Okay. So, so I, I mean, know we've been talking a lot about your book, and I wanna make sure that we make this crystal clear for our listeners here. when you, when you wrote the book, what was the-- who was the audience that you're really writing for? Who do you-- who should read your book?

David Dean 26:01

so I was going for like the non-technical business leader, because a lot is changing. AI is... All kinds of stuff is coming out. There's a lot of stuff being advertised, a lot of opportunities, a lot of, successes and concerns around that. And, you know, the, the non-technical business user to a certain extent is being thrown into this. And, when I was, last year and as I was working with, different business, leaders, they were concerned-- There's a lot of conc- I don't know what this means. I, I, I just-- I don't understand how this is gonna plug in. I understand from a technical opportunity, but I don't understand h- what is changing on how my workplace is changing. I'm scared, I'm concerned. I, I don't know where to get started. I don't know the way to think. And, with that, I felt like there wasn't enough message in the workplace dynamics being written there. And so what I wanted to have is a real conversation with business leaders and individual contributors out there saying, This is what this means. This is, this is why you are important. This is why you are valued as a human. This is AI entering the workplace. This is ultimately what it means. This is why you still matter. This is why-- where AI is gonna help. This is how it's going to emerge, and this is how cha- what change really looks like for an organization and for yourself." That was kind of the ultimate goal is, you know, there, there are solutions relating to all the dynamics about this, but I think the very first thing is you have to recognize that you have a, a challenge and a problem in this dynamic first, and you need to recognize what that problem is and those dynamics are before you can actually truly take action. And that's really where the state of mind I'm trying to create for everyone and make it real. So I refer to myself as a business AI realist because I wanna make it real for everyone, before they start diving into this journey.

Sam 28:01

Great. Well, thank you, David. Now, I know that you

David Dean 28:04

Great. Well, thank you. I know that you shared a few free versions of your book.

Sam 28:06

of your book with me. Is, is it, available now for leaders to purchase right now?

David Dean 28:11

Is, is it available now for purchase somewhere? Yeah, absolutely. It's a- available on all major retailers, you know, Amazon, Barnes Nobles, across, all the digital platforms out there. So that's all accessible, with it and, yeah. And so, I'm working on getting an audiobook version, of this, here soon, but, but it's ready for print as well as e-book. Great. Well, thank you

Sam 28:31

Great. Well, thank you so much. So David, I know that,

David Dean 28:34

so much. So that,

Sam 28:35

I want listeners really to walk away with,

David Dean 28:37

I know that this is really well received and your personal background. But

Sam 28:41

is not--

David Dean 28:42

with AI,

Sam 28:43

gap

David Dean 28:43

it's immensely valuable to help them describe what actually happens.

Sam 28:49

everybody

David Dean 28:49

It's just

Sam 28:50

the,

David Dean 28:50

not letting anybody know that the gap is there

Sam 28:55

with

David Dean 28:55

because we can't, you know, understand it effectively until we solve,

Sam 29:01

thank you for bringing that, to our leaders today. appreciate it.

David Dean 29:06

the issue. So thank you for bringing that, here today. I appreciate it. Yeah, absolutely. And what I would like to leave, off of with, to everyone out there is, a lot of people don't get a chance to hear a thank you. So I wanna say thank you to all, all the working people in the world. We appreciate everything that you do and everything that you provide. You matter, and you will still matter even fifty years from now in this AI changing world. Keep at it and keep providing the services that you provide, and thank you.

Sam 29:33

Great. Well, thank you so much, David. That's, that's sweet.

David Dean 29:35

Great. Well, thank you so much, David. That's great. So, so once again, for those,

Sam 29:40

An

David Dean 29:40

there in the physical tie-up

Sam 29:42

And

David Dean 29:42

and then talking to you. And so if this conversation has,

Sam 29:46

about AI inside your

David Dean 29:48

the way

Sam 29:49

I'd

David Dean 29:49

that you think about AI and what it means to you,

Sam 29:52

Strategy

David Dean 29:53

then make sure

Sam 29:54

out

David Dean 29:54

that you follow up with that as well.

Sam 29:56

And then most

David Dean 29:57

And

Sam 29:58

share

David Dean 29:58

then most importantly,

Sam 30:00

who

David Dean 30:00

share this episode with your neighbors and your friends and your family and your boss and your boss's boss and whoever you know. And then come back and have the, the podcast here and comment and like and all that stuff like that.

Sam 30:16

Reeve,

David Dean 30:16

But

Sam 30:17

I

David Dean 30:17

again, much thanks and thank you for

Sam 30:20

the People

David Dean 30:20

being here. And until next time, this is Chad saying peace out.