The Intersection of HR & IT: The AI Execution Gap

AI is no longer a future problem. It is already creating friction between teams that were never designed to share ownership.

In this episode of Shhh IT Happens, we explore the growing intersection of HR and IT with guest Jordan George, a fractional CHRO who works with fast-moving organizations to build scalable, people-first systems.

The conversation focuses on a major issue most businesses are facing but few are addressing directly: the execution gap in AI adoption.

Leaders are pushing for AI. Employees are experimenting with it. Somewhere in the middle, accountability, process, and governance fall apart.

We cover:

•  Why AI adoption is breaking down inside SMBs 
•  The risks of unstructured tool usage and data ownership 
•  How HR and IT responsibilities overlap more than most teams realize 
•  Why SOPs and KPIs matter before introducing automation 
•  The real role of training and why most companies get it wrong 

If your organization is rolling out AI tools without clear ownership or structure, this episode will help you avoid expensive mistakes.

Solve iT works with growing businesses to bring structure, security, and clarity to IT decisions.

This show is brought to you by:

• Solve IT Managed IT and Cybersecurity in Charlotte
• Sentry Technology Solutions in Orlando

Transcript

SPEAKER_00 0:00

Welcome everybody to Sh IT Happens, the podcast where we pull back the curtain on what's actually going on behind the scenes in IT and how to turn it into something that drives your business forward instead of quietly training it. I'm your host, Veronica Sands, and on the show, I sit down with Eddie Clark from SolveIT and John O'Weiler from Century Technology Solutions to talk about the IT decisions that don't make the headlines, but absolutely shape your security, your operations, and your bottom line. No tech jargon, no feared tactics, just real stories, a few hot takes, and the kind of insight you can actually use without needing a translator. So let's get into it. We've got our latest happenings this time around. Let's start with what's going on out there right now. John, what's the one thing an IT news business owner should actually be paying attention to this month?

SPEAKER_01 0:52

Man, what's really exciting me right now is honestly with some of the stuff that's coming out of Microsoft with Copilot and integrations more with Claude and how they're starting to introduce some multimodal things. What I mean by that is having different forms of input, but also where now you can have some agents that are using GPT and Claude's models in the same realm where like GPT can create something, but then Claude edit it edits it. I think it's gonna open up a lot of potential cost savings. If you've gone out and you've paid for subscriptions for ChatGPT and you paid for subscriptions for Claude, and you're using Copilot or you're using other things as well, I think you can consolidate a lot more down because things like Claude's co-work and stuff like that are now being released into Microsoft 365. And I think it's kind of exciting. And I think a lot of people that just don't understand co-pilot and what it is and the way it works compared to other AIs, I think this is really an area where if you're already in the Microsoft ecosystem, it makes a lot of sense to look into for the future.

SPEAKER_00 1:55

Yeah, absolutely. Sort of the mergers of you got your chat GPT in my copilot for whatever the case is, where they're just mixing and matching here. So that's a really good point. Eddie, what caught your eye this week?

SPEAKER_02 2:08

Well, let's see. So Cambodia caught my eye this week. There's an article released in US News and World Report that stated that their parliament unanimously passed an anti-scam center law with penalties of up to life in prison. That to me is, yeah, exactly. That is definitely a step in the right direction. I'd like to see more countries start taking steps like that. Cambodia has been a target for these scammers, and the rest of us have been targets as a result of that. So kudos to Cambodia, which by the way, if you ever get a chance to go to Great Bucket List place, I highly recommend it.

SPEAKER_00 2:45

Yeah, I agree. A lot of other places should be following suit. This isn't just something that affects one corner of the world, it affects all of us. So yeah, awesome call out. Thanks for that. All right, let's move on to our hot takes and cool fixes. All right, guys, this is where things get interesting this time around. So today we're digging into the intersection of IT and HR, which, whether people realize it or not, basically touches everything in a business. Our guest today is Jordan George from Senior Partner at HR Soul. Jordan George is a fractional CHRO, a winning, award-winning facilitator and conference speaker who helps fast moving companies fix how they lead without the ego, bureaucracy, and overthinking that often impedes real progress. For over 20 years, he's partnered with organizations ranging from Fortune 500s to early stage startups, building the talent strategies, leadership infrastructure, and team dynamics that turn reactive cultures into ones that actually scale. As senior partner at HR Soul, Jordan works directly with the founders and executives who want to build trust, attraction, and teams that are built to grow. His work has reached more than 15,000 people across multiple industries, leaving them better than he found them. They are better leaders, clear systems, and measurable shifts in how people work. Based in Orlando, Jordan holds a master's in human resource management from Rollins College and certifications from HRCI, HCI, and the Institute of Organizational Development. So, Jordan, welcome.

SPEAKER_03 4:23

Thanks for having me. Excited to be here with you.

SPEAKER_00 4:25

Yeah, welcome.

SPEAKER_03 4:28

Thank you. Thank you.

SPEAKER_00 4:30

Jordan, thank you so much for taking the time to talk to us today. From your perspective, what's the thing that business leaders are getting wrong right now when it comes to IT and HR working together? Because they do work together, right?

SPEAKER_04 4:43

Yeah, absolutely. I mean, the best, some of the best partnerships I've ever had working in organizations, we're working really tightly with IT leaders. And I think there's we're moving further and further past this idea that there's groups that handle the systems and groups that handle the people and they can operate independently. We know that the best organizations function most effectively when those two teams are working closely together. To answer your question, I think it would be remiss and probably a little cliche at this stage to say it's AI, right? AI is the number one thing that in the companies that I'm working with, the groups that we're consulting with, continually comes up over and over and over and over again. And it's not just, you know, what to do, but a lot of the times it's the execution gap where we're hearing directives from senior leaders, we're seeing people begging for access at the lowest levels of the organization, but then in that gap in between of how do we actually operationalize that? How do we get people actually using these tools in a way that makes sense for them? Almost nobody has that working at scale. And I think that's a huge opportunity.

SPEAKER_01 5:53

Yeah.

SPEAKER_02 5:54

Interesting.

SPEAKER_01 5:56

Let me ask a follow-up question to that. And this is probably muddy in the water a lot, but how are agents that are like the autonomous agent side of it affecting your thing? The way Microsoft is building a lot of permissions and a lot of different other ecosystems, it almost acts like a human within the system and you're able to give it permission sets like a human. Is that well, you may not have come across, but is that like an HR thing or an IT thing on if that thing goes awry or not? Because if it was a human that went awry with those types of permissions, it would turn into an HR problem, not just an IT problem.

SPEAKER_04 6:28

Yeah.

SPEAKER_01 6:28

What are your thoughts there?

SPEAKER_04 6:30

There, I think there's a lot of concern about where does that risk even fall? And how do we even assign responsibility for that? Where does that actually live, right? So is that in the IT team or partner or consultant that helped build and develop that agent? Does that live with the individual who's responsible for directing and prompting that agent? And then, and of course, whatever output the agent creates, again, where is the responsibility fall in terms of assuming that what you're given is accurate, is valid, is good, and is what we want to carry forward. So there's just so much that that's really unclear for a lot of organizations right now, and even starting to comprehend what that could look like. There was one organization that I heard of, and I wish I could remember, maybe you guys will know, um, where they had actually merged the HR and IT teams under one shared leader. And the idea was that we're looking at the workforce holistically, both our human agents and our AI agents. I thought that was really fascinating. But it was a really large company, and it's not something that's been widely adopted. Yeah, there's so many that are just trying to figure out whether we use Chat GPT or Claude or Copilot or something else.

SPEAKER_02 7:44

Right. Yeah, there's so much to to there's so much overlap there. Policy, governance, compliance requirements between IT and HR. It's really astounding. So that makes sense to merge the two.

SPEAKER_01 7:57

See, I see it going a different way a lot. I see it rolling up into finance and like CFO side when managing risk and some things like that. So it's hard, but that's where I see it the most. I like the idea of being more in the HR side from IT perspective, because a lot of IT issues are HR issues, and a lot of HR issues end up being IT issues. Like when we recover email, the main reason I recover email is not because a hacker or something like that or some malicious thing happened. It's usually because there's an HR issue, a potential of someone touch somebody or whatever type thing. You know, like that's 90% of the time when I'm digging in systems for people like that or trying to figure out who was in the system when, it's because, well, were they actually working? They show they were clocked in. Can you tell us if they were actually in the system? It always seems to come back to HR issues more so than security issues.

SPEAKER_04 8:47

Well, and when there's a termination, the first team that's gonna know outside of HR is gonna be IT to shut off access to systems and make sure that we protect ourselves from that point. So, I mean, that I've dealt with that just uh a couple of weeks ago with an organization, right? Where my first point of contact after getting a notice that someone's gonna be terminated was to the IT director. So there is an opportunity for some overlap there for sure. Whether they belong under the same reporting structure, you'll probably have HR purists that will tell you no way, they want to report directly to the CEO. To your point, John, a lot of times it does get lumped in with the CFO or with legal, with general counsel, that sort of a thing. But I think regardless, the opportunity for these two groups to be working very closely together, hand in hand, you know, partnering in terms of sharing what they're working on and where the opportunities are, is has probably never been a bigger opportunity than there is right now.

SPEAKER_02 9:41

I'd like to circle back to something you mentioned about the execution gap, or I guess you could say adoption gap of AI technology and business. But you also mentioned that you're seeing a lot of directives coming down from on high within your clients. And I'm curious about the nature of those and how that might relate to this execution gap. Did you speak a little bit to that?

SPEAKER_04 10:06

Yeah. I think it's really interesting, Eddie, is that in the beginning, right, when we were first seeing tools like ChatGPT, for example, starting to become more widely adopted because they were so easy for people to get their hands on without needing any kind of enterprise license or kind of corporate architecture behind it. You were actually seeing that this was one of the few technology changes that was being driven bottom up. You know, that doesn't happen very often in organizations. Usually it's someone signs a contract at the highest level, and then everybody else has got to get on board. And I've worked in change management for over a decade. You know, getting people to want to adopt the new system, even if it's better in every foreseeable way, is often one of the biggest challenges. But this was different because you have people that are doing the work saying, this could help, this can make things easier for me. Now, what I've started to see over the last maybe six to nine months is that it is coming more top-down. And there's more of that directive of, you know, we need to be using these AI tools. We need to be finding efficiencies. We need to be figuring out ways where we can adopt this. And I think part of that is because it has become such a natural part of the conversation in conference circles and CEO groups, where people can no longer deny that this is not just a fad. This is not just kind of a passing interest. This is something that could fundamentally change the way that we work. The problem is what I see a lot of CEOs do is say something along the lines of, I want you to use this tool. We'll pay for the tool, we'll pay for any tool that you want. Contact IT today and have them set up an account for you. Go. And that does a couple of things, you know, obviously ready for aim. Very much fire aim. Yeah. Yeah, very much so. And so it's not enough to just give people permission. You have to set them up for success. Because even if you're telling them, use this tool, I want you to use it, carve out time during your week to figure out ways that you can use it. The gap between that and okay, how do I actually use it? What do I actually use it for? Where am I going to get the best return on investment in terms of my time and training these tools and these systems is a huge gap. Another one that I saw that I just thought was mind-blowing was an organization that told everybody that they could put whatever they wanted on their corporate cards. So it doesn't matter what tool you want to use, go ahead and buy it, start testing, start playing around with it. Not having an enterprise account, of course, means that when these people leave the organization, sure, I can shut off their corporate cards so that we're not paying for it anymore. But where does all that data live? And who gets to walk away with that? And one more example, and then I'll pause for your thoughts because I'm really curious what you're seeing on your side of things, is I had someone recently that left an organization and part of their severance, they wanted to keep their model, basically, that they had that they worked on. They wanted to take all of their history, anything that wasn't personal or sensitive, they wanted to take with them. So there's just all of these interesting nuances that are popping up. And I think HR teams and leadership teams, by and large, don't know even where to start with this stuff.

SPEAKER_02 13:12

Yes, that's exactly right. And we're seeing a lot of that too. And you know, we're living through this like anyone else. We're just a little closer to the technology than most. One thing that that we've started within our company is a just an idea board. What are some of the process problems or issues or challenges that we face internally without any thought as to technology or whether it can or can't do it, but and helping to identify where we might be able to leverage a tool or three to accomplish a task and to get that off of somebody's plate. So something along those lines, I think, will help identify, you know, what can be done, but then conferring with a company, a partner, or a vendor that will that understands the ecosystem that's out there and what is even possible will help you begin to identify a budget to accomplish a thing. But starting with the end in mind, I think is the primary thing. You've got to have a goal, a smart goal, preferably, one that's achievable and measurable and all of that. So that this is really just another set of tools. It's another, but they're a raising school. So you just have to be careful on how you approach it. But yeah, I'm just curious how detailed some of these directives are that are coming down, and if you're seeing or can core correlate successful implementations to a more detailed directive.

SPEAKER_04 14:43

Yeah, most of the ones that that I see in here are pretty loosey-goosey. It's I support you in this. And look, and a lot of these leaders have the best intentions, right? Right. You know, they're willing to put money in the budget for it. They are willing to even carve out time in people's weeks to say, hey, set aside an hour and use that just for exploring how you can use these tools more effectively. But to your point, I think a big issue is that the teams that are getting the most value are not just acquiring new tools, they are redesigning work around the tools that are available. And it goes to something that I say a lot with clients, which is don't tell me what you want me to do. Tell me what you want to accomplish. And then we can talk about what are your paths to accomplishing that. But if you come in and say, well, I want you to use AI to XYZ, it's a much more difficult learning curve and implementation plan than saying we want to achieve XYZ. What are the options that we have to making that a reality?

SPEAKER_01 15:46

So I agree with that. I think one of the biggest problems I see is you have these, and again, we I work with the second stage middle market company, the say 5 million to 50 million or something like that a year company. So not huge, but these leaders, they go to these conferences, like you said, and they see somebody who's a lot larger than them in the industry that's done this crazy AI thing and they're speaking on stage for an hour, and then they come back like we want to do that internally. And what they don't understand is that they don't have the same structure. I find out they don't have the same SOPs, KPIs, stuff like that. And so, like, take a company like Walmart or McDonald's or something, like a man, a general manager of a Walmart, I don't know how many of them there are in the United States, but it's got to be thousands, right? Um, the way they're compensated, their KPIs that they're measured by, the SOPs they follow are all very structured. Walmart wants to make a change. They make one or two small changes, they test it out, and then they replicate it across all of those people, right? And so the company's idea would they see a company like that do something cool, then they come back and they're like, oh, well, we want to do this. It's like, okay, well, you have three managers, all of them wearing different hats, none of them do the same things, and they're not structured very well. Your S there's no real KPIs to measure this, and it's it's really hard to do that. The other example I see too is like, okay, I want to do something with my sales team. You walk into the sales team, there's five, ten people sitting there, and you say, Hey, how do y'all do this? And while they're all there doing a process, the way they're doing the process is slightly different, and the process isn't standardized. And you go, how do you automate that? How do you have an AI bot make decisions about that if there's not one right way, if all of y'all are doing it slightly different? Like, what how do you see that happening? Do you see any companies starting with their SOPs and KPIs, or are they just completely bypassing it? Or how do you think that all fits in?

SPEAKER_04 17:37

So I serve a very similar kind of market that you do, right? And so it is these smaller, middle market businesses, not big, big enterprise companies. And same as you said, a lot of times they'll come to me and say, we saw so-and-so did this, we want to do the same thing. Extends beyond AI. That happens all over the place when companies started pulling people back in-house, you know, on-site, moving away from remote post-COVID, the same thing happened. Well, Amazon's doing it, well, Meta's doing it. Well, and like you're not any of those companies, right? No offense, but you're not there. And so what works for one is not necessarily gonna work for another. And I think, John, to your point, that's the same thing that we're seeing here. It's great to get inspired and to get ideas and to just kind of be aware of what's happening in the marketplace, but recognizing what that means for you is gonna be something completely different. And so oftentimes when I'm working with clients, you know, from a change management perspective, one of the first things that I'm looking at is again, how are you using the tools that you have today? Before we go and implement something new, how are you using the tools that you already have at your disposal? And when I say tools, I mean I'm going as simple as the operating system.

SPEAKER_02 18:50

Get a grip aspirational goals, you know, those trade shows are great. Right.

SPEAKER_04 18:56

Let's talk about how we store files first. Like let's just figure that out, right? And what percentage of those are on someone's desktop versus a shared environment, you know, those types of things. I think that's where, to your point, there is so much opportunity in just helping people understand their readiness to adopt any new tool, but in this context, AI, is in looking at where are they at today and where do they have gaps today and where do we shore some of those things up? Because a lot of the times this push for AI adoption, which really does require a collaborative effort between HR and IT and operations and other areas to implement successfully, is really not being owned or led by either of those functions.

SPEAKER_03 19:41

Right.

SPEAKER_04 19:41

It's individuals that are just trying to figure it out. And uh, if you're building on a shaky foundation, it's only gonna make things harder further on down the road.

SPEAKER_02 19:51

Big house of cards. Absolutely.

SPEAKER_01 19:54

So I'd like to go back to one other thing you talked about, the training gap. You know, how many companies, like, yeah, they say they give you an hour or so a week or whatever to figure it out, but how many companies are bringing in formalized training? Or are they looking at ways to do some what I'm gonna call AI literacy, where you bring in basic AI prompting skills and training across the board versus just have at it do what you can? Like, are you seeing structure around that at all?

SPEAKER_04 20:18

I've I've seen more, I've seen an uptick in it, which is promising, right? And and this is coming from some of my background is in training and development. I started out doing operations training and sales training, and then I've been doing leadership development for the last 15, 20 years. And I think training is always one of those things that is the easiest to dismiss. I've had leaders tell me before, well, if we hire the right people, we don't need to train them. And I'm and I'm thinking to myself, okay, sure, right? But when it comes to AI, I'm starting to see a little bit more openness to the idea of bringing in experts. What I'm finding is that they are struggling with getting someone to come in who can speak at the level of the people that they are training, right? So either it's so broad that again, it kind of runs into the same issue of here's all these things that you can do with AI, isn't that so cool? And people walk away going, wow, that was really interesting. I still don't understand how to apply it, you know, outside of maybe some general prompting to my day-to-day, or they get way too in the weeds and it gets really overly complicated, and people are kind of turned off by that as well. So I think there is absolutely an opportunity for those that are exploring that and for those that are offering that to do a little bit more discovery up front to say interesting.

SPEAKER_02 21:39

I remember back in the day when I worked at Apple Computer, you know, we uh we used to love the fact that you could pull a Mac out of the box, set it on a desk, plug it in, turn it on, and it would teach you how to use it. Yeah. If we have something like that in AI, I think all the various uses of I think people would just skip it.

SPEAKER_00 21:56

If get it, people actually read me later.

unknown 22:00

Yeah.

SPEAKER_02 22:00

Maybe later, maybe later. Yeah. If it were not interactive, I would say you're probably right. Or at least they'd turn the speed up 1.5. Right. But but something like that where we've got a set of skills that it's going to actually teach you how to use and guide you through it, I think would be a big help towards that adoption. But I don't I haven't seen anything like that yet.

SPEAKER_04 22:24

Yeah, I've seen people adopting more like ready-made solutions, right? So it's essentially things they could or could be developed in-house, but they're going and buying it off the shelf because they've already tailored it around, for example, char law, you know, or employment law, maybe as an example. So there's people that are kind of more interested in those types of things because they, well, this is already built for what I need it to do. So I'm going to buy it myself. Now, is it the best? Is it the most efficient? Is it trained on my own materials? Is it something we could do ourselves? Could I get it for cheaper? Those are all questions to be answered. But I think that is part of this issue, is that everything, everything has an AI label attached to it right now, right? It doesn't matter what you're talking about. Everything is suddenly AI powered, AI enabled. So I think it's the cheesecake factory menu effect where it's like there's so many options and there's so many things to look at. I don't even know how to begin or where to start. And so people are, I think, really desperately looking for someone to come in and say, here's what you need to do first.

SPEAKER_02 23:30

Yeah.

SPEAKER_04 23:31

But they just don't know what they don't know sometimes.

SPEAKER_02 23:33

Yeah. And I'm seeing, or I'm seeing, I'm not necessarily experiencing this with my team, but uh, but I'm hearing about it in clients and with some peers about the concept of work slop.

SPEAKER_03 23:47

Yeah.

SPEAKER_02 23:48

If you heard of that, if you've heard of AI Slop, right? Now there's work slop. Sure. And where somebody's kind of doing the bare minimum with their AI tool, and then it gets passed over to somebody else who actually has to go through it and do all of the human human parts of it. And then, of course, the I forget what the concept is called. It's like a brain drain that you're offloading your cognitive skills to an AI, and suddenly you have no cognitive skills muscle any longer.

SPEAKER_04 24:15

I've absolutely seen and heard both of those things from very different lenses and angles, but it seems to be pervasive. So I've got some friends who are teachers, public school teachers, university instructors, and they have been decrying this whole thing for a while. And it's interesting because there's one part of me, that the trainer in me that says, Well, that means you need to change how you are assessing student performance, right? If what you did isn't working anymore because people are just using AI to write papers, well, guess what? It's time to change how you assess performance. But I also get it, that's easier said than done. A lot of these processes and systems are so institutionalized. People have been training the same things the same way for decades. So it's, you know, not always easy. But I am definitely seeing that as the case where people you you can almost tell with immediate effect whether an email has been written by AI, or at least in many cases. Right. And and it's so at what point does your brain switch off as the recipient of that to go, I'm not reading this. This is just AI nonsense. In reality, it could be pretty useful information that somebody is sharing with you.

SPEAKER_01 25:20

I think it's already happening. You see that on LinkedIn and stuff where like there's a lot of comments I go through. It's like, I am nope, that's definitely AI. I just kind of skip through it or whatever. Yep.

unknown 25:29

Yeah.

SPEAKER_04 25:29

And on the recruiting front, if you listeners who are looking for jobs or they're hiring for jobs, you've probably experienced this. I can tell you, we do quite a bit of search. The number of resumes that I receive that are very, very, very clearly relying heavily on AI has, I mean, it's obviously skyrocketed, but it has just continued to increase and increase, increase. On one hand, if using AI helps you position yourself more professionally, more effectively, or if you're someone who maybe writing is not your forte and that helps you put your thoughts and your communication into something that works more effectively, great. On the other hand, I've seen so many people that literally just take the job description and their resume, throw them into an LLM and say, make this match. And then you get on the phone with them to have a conversation and they can't speak to what it is that they did because they didn't actually do that work. So I always caution people the way I think about LLMs a lot of the times is it's an over-eater intern that wants to please you, it wants to make you happy, it wants to it wants to give you what you want it to give you, but you gotta verify because it doesn't necessarily know the context or the history or the expertise that you bring to the table. You've really got to make sure that you're giving it a good thorough second check.

SPEAKER_02 26:46

The buck still stops with you.

SPEAKER_00 26:48

Absolutely. Exactly. So Jordan, and then I just want to bring this all together here because I think a lot of what you're saying as far as when we're talking about IT and HR working together, is that some of the biggest problems is that they're not, right? So it's IT going, no, no, that's HR, and it's HR going, no, no, that's IT. Especially when you're talking about the integration of AI, it's I'm gonna just put it like this everyone's problem, right? It's going to be integrated into the DNA of IT, it already is, HR, it's getting there, finance, management, sales, especially. So when you're talking about something that is just a an actual on a cellular level part of your business, you have to understand it. It can generate a picture of your dog riding a scooter wearing an astronaut helmet, but it may not necessarily be the right tool for the job when you're talking about looking at resumes or letting someone go or hiring or anything like that. So I just want to kind of put a bow on our conversation here in regards to this. Does is that the long and the short of it? What other, what other thoughts, closing thoughts, arguments, or feelings do you have on the two working as one?

SPEAKER_04 28:01

I think you said it. I mean, working together uh has never been more important than it is right now. I'm a big, big, big advocate for HR being a business partner first with an with an HR expertise cap on, then siling themselves in this hypothetical mindset of well, I'm just HR and I just do the HR thing. Both IT and HR have to be thinking about the broader needs of the business and what the business is trying to accomplish and collectively together bringing their expertise to say what's the best pathway for achieving that. Right now we're seeing some early wins on the HR side with things like town acquisition, recruiting automation, self-service delivery, but it's all still really essentially the transactional parts of the HR work that AI is starting to assist with. The areas where adoption is slower, or anything around judgment and nuance. So you labeled a couple, but things like performance management, employee feedback. I mean, my real hope and dream is that AI and these other tools that we're talking about start to remove some of the administrative burden that managers carry to free managers up to do more of the things that managers should be doing, which is coaching and developing and feedback and helping their team grow, because that is still not something AI can do. And I don't think it is going to replace that part of the people side of the business in the foreseeable future.

SPEAKER_00 29:28

Agreed. Completely agreed. The there's still we're still in charge here, right? The us, you know, organ bags are still the ones running the show, or at least we should be. And so the left hand still has to talk to the right. So that's an awesome takeaway, Jordan. Thank you so much for your time and your insight on all of this. I really hope to see you soon and again here because I think it sounds like we just scratched the surface as far as what's coming up. And inevitably the news is going to give us a lot more to talk about down the road.

SPEAKER_04 29:57

Absolutely. Well, thanks so much for having me. It's been a pleasure to be here.

SPEAKER_00 30:01

Take care. All right, guys. Well, let's lighten up a little bit. We got our tools, the tech, and things we're actually using these days. So, John, what do you have for us this month?

SPEAKER_01 30:16

I already said it about the Microsoft co-pilot and the way they're bringing in cloud co-work and some stuff like that. That's really where all I'm focused at right now.

SPEAKER_02 30:24

I've got something. I've got something really cool. Hey, Eddie, what's your pick? So I've become really dependent on my AI note takers and for online meetings. And I've always been struggling now with how insufficient my own notes are. So when I'm sitting in an in-person meeting, of course, I can record it using my phone, but that's just cumbersome. I've found this little tool. This is not a product endorsement, it's just something I'm trying out. I'm really kind of digging it these days. It's called Pocket, and it's just a little credit card size little box that's a high-resolution recorder, and it will transpose your notes and give you insights and integrate things. And anyway, I'm just kicking the tires on it. It's pretty cool, and I really like it. And I'm getting it for my sales team.

SPEAKER_00 31:11

Awesome. I would love that because the implication is that I can also have it in my back pocket when I'm arguing with my husband.

SPEAKER_02 31:18

You can.

SPEAKER_00 31:18

So we can go to the scoreboard on that one. I see this is what AI needs to be used for skateboarding dogs and rubbing it in your partner's face. I appreciate the heck out of you for that one. So thank you on behalf of all of us at the Solve It Team. Right.

SPEAKER_01 31:32

Um so I guess am I the only one that's gonna question the legality of that of being like, oh, are you you know, do you have to tell people you're recording them when you're arguing with your husband in your back pocket?

SPEAKER_02 31:43

It depends on whether or not you're a two-party state and you tend to use it for legal purposes. There you go.

SPEAKER_01 31:48

I'm just gonna get a shirt that says I'm recording on it.

SPEAKER_02 31:55

Yep.

SPEAKER_00 31:55

You know what, frankly, that may just remove a lot of the obstacles that folks face. Behavior does change when people think that others are listening. So frankly, that would be a that would probably be a cheaper option. So thank you for that as well, John. Appreciate you. All right, that is a wrap on this episode of Shh IT Happens. Here's the thing: most IT problems don't start with a big dramatic failure. They start with small decisions, small gaps, things that feel harmless at the time. Until they're not. The goal of this show is to help you catch those moments earlier, ask better questions, and actually use the technology as something that supports your growth, not something you're constantly reacting to. If something from today hit a little too close to home for you, that's usually your site to take a second look. And if you want help with that, you can reach out to Eddie Clark or John O'Weiler, and we can help you get started. Thanks for listening. We'll see you next time.