Azeem Azhar

You can do what you need to do.

Maybe you go and talk to Maria.

Maybe there are things you need to come and talk to me about.

But that's not most companies.

And I was thinking that probably a lot of token budgets are actually owned by the IT department and not by the line of business.

That is a bit of a problem, right?

If you think of tokens as an IT function, you're effectively saying that one class of cognition, that is manufactured intelligence, is owned by IT, which has traditionally been a cost centre.

And that's the wrong place for it to sit.

And it makes me think about Moderna, the biotech company, that last year put its AI resourcing and its HR resourcing under the same C-suite leader, recognising that these were essentially tokens

a portfolio of capabilities that needed to have one single line.

Back at EV, the conversation we have, well, I can share one with you.

I had a discussion with Hannah, who's one of our researchers.

She worked on the brilliant, brilliant solar super cycle piece we put out a couple of weeks ago.

And I said, look, you can quintuple the amount of tokens you're using.

Just quintuple that AI budget.

And if you really need to go much above that, come back and check, but it'll probably be OK.

What's implicit, of course, in our values is that we're kind of sensible about when we use these things.

We don't throw everything out to the most advanced, most expensive model.

But you don't limit your capacity or what you could achieve by having an arbitrary budget that's set somewhere else.

So Jensen says this much better than I do.