Amy Farner

Thank you so much.

It's a pleasure to be here, Brian.

It's a great question, Brian, and I really feel like my career is kind of like the island of misfit toys.

I've moved around a lot and worked in a series of different roles, but I really feel like the thing that connects those roles is that across the last 25 years, I have a real passion for helping HR professionals and practitioners use the latest tools and technology to really elevate their craft.

And so back in the early 2000s, when I was with CEB, I was helping to think about what are some of the innovative tools and technologies we can use to drive better employee engagement.

At the time, we were really focused on retention, by the way, the dot com boom.

But, you know, that was really a really an exciting opportunity to shape how HR could affect the employee experience very early in the evolution of that particular concept.

Similarly, I remember back in the day when we were trying to figure out how do we unlock all of the data that we have in transactional systems and use that to help us drive better decision-making for the organization and really create a more strategic approach to how we're solving people problems.

We were able to do that in revolutionary ways using Cognos cubes delivered over the internet in early days when...

That was a little painful and slow.

Now, of course, we're at the forefront of the AI revolution.

And we're really thinking about how do we continue to use these new tools to push forward how we're able to strategically manage our people and solve our people problems in service to the business strategy and goals.

So that's really kind of what I've been passionate about.

And it's really been exciting to see how the different technologies have enabled different facets of that journey.

I think it's really interesting the journey that we've been on at the Josh Burson Company with Galileo and the journey that I think all of us have been on in the last couple of years as we've navigated the AI revolution.

So when we first started experimenting with AI in our organization, taking a step back, we've always been an insights company.

So we found we were sitting on a pile of really powerful insights that we knew were helping organizations, but we weren't able to scale that.

So when we first started experimenting with Galileo, we thought, hey, we're solving this problem.

We can now surface these insights at scale for so many more organizations, for so many more professionals within those organizations.

We're democratizing access to insights.