Bernard Slowey

We're blazing a trail. We're creating these new opportunities. There's opportunities for existing people on my team are getting more deeper into it. It might create new roles for them. So it's kind of cool to be honest with you on some of these roles that are opening up.

Yeah, and I think your point is, I feel in a lot of situations, they augment the human. You know, I was just on a call earlier today. I have a team, a video production team. So we have a Salesforce support YouTube channel. It's an amazing use, like the second fastest growing YouTube channel in Salesforce.

Yeah, and I think your point is, I feel in a lot of situations, they augment the human. You know, I was just on a call earlier today. I have a team, a video production team. So we have a Salesforce support YouTube channel. It's an amazing use, like the second fastest growing YouTube channel in Salesforce.

Yeah, and I think your point is, I feel in a lot of situations, they augment the human. You know, I was just on a call earlier today. I have a team, a video production team. So we have a Salesforce support YouTube channel. It's an amazing use, like the second fastest growing YouTube channel in Salesforce.

And we have a lot of things happening in Salesforce, which shows you like how much it's grown. But they were talking to me now about how they're using AI for their video scripts. You know, and something that would have normally taken, you know, hours and days is now taking minutes, you know, so it's not that it's replacing their role.

And we have a lot of things happening in Salesforce, which shows you like how much it's grown. But they were talking to me now about how they're using AI for their video scripts. You know, and something that would have normally taken, you know, hours and days is now taking minutes, you know, so it's not that it's replacing their role.

And we have a lot of things happening in Salesforce, which shows you like how much it's grown. But they were talking to me now about how they're using AI for their video scripts. You know, and something that would have normally taken, you know, hours and days is now taking minutes, you know, so it's not that it's replacing their role.

It's allowing us to go faster and to implement more videos at a more, you know, quicker timeframe. And so that's great because it means we're getting more out there for customers to self-serve on. So I think you'll see more examples like that, where it's like, it's augmenting my job. It's allowing me to be more efficient at my job.

It's allowing us to go faster and to implement more videos at a more, you know, quicker timeframe. And so that's great because it means we're getting more out there for customers to self-serve on. So I think you'll see more examples like that, where it's like, it's augmenting my job. It's allowing me to be more efficient at my job.

It's allowing us to go faster and to implement more videos at a more, you know, quicker timeframe. And so that's great because it means we're getting more out there for customers to self-serve on. So I think you'll see more examples like that, where it's like, it's augmenting my job. It's allowing me to be more efficient at my job.

I love this question, but I'm going to steal this question and I'm going to use it with people when I'm interviewing them, because I think you'll see how our brain thinks. I had to think about this a lot, by the way. So kudos to you. You had me kind of like, oh, my God, what will I say to this one? The thing I landed on is like, I don't think data is everything.

I love this question, but I'm going to steal this question and I'm going to use it with people when I'm interviewing them, because I think you'll see how our brain thinks. I had to think about this a lot, by the way. So kudos to you. You had me kind of like, oh, my God, what will I say to this one? The thing I landed on is like, I don't think data is everything.

I love this question, but I'm going to steal this question and I'm going to use it with people when I'm interviewing them, because I think you'll see how our brain thinks. I had to think about this a lot, by the way. So kudos to you. You had me kind of like, oh, my God, what will I say to this one? The thing I landed on is like, I don't think data is everything.

And I think a lot of leaders in marketing, support, whatever it is, they just live in data. Now, I live in data. I look at data all the time. But sometimes I think the best decision goes against what data tells you. And so, like, I always push my team is just because our data is telling us something like, is that really what's happening?

And I think a lot of leaders in marketing, support, whatever it is, they just live in data. Now, I live in data. I look at data all the time. But sometimes I think the best decision goes against what data tells you. And so, like, I always push my team is just because our data is telling us something like, is that really what's happening?

And I think a lot of leaders in marketing, support, whatever it is, they just live in data. Now, I live in data. I look at data all the time. But sometimes I think the best decision goes against what data tells you. And so, like, I always push my team is just because our data is telling us something like, is that really what's happening?

It doesn't often tell you the why and the why someone chose to do something, the why they made that decision, the why they went that way. And so I challenge people. Of course, you should have data. Data is foundational to everything you do. I live in scorecards and metrics, but I really challenge people. Sometimes it's about going with your good instinct.

It doesn't often tell you the why and the why someone chose to do something, the why they made that decision, the why they went that way. And so I challenge people. Of course, you should have data. Data is foundational to everything you do. I live in scorecards and metrics, but I really challenge people. Sometimes it's about going with your good instinct.

It doesn't often tell you the why and the why someone chose to do something, the why they made that decision, the why they went that way. And so I challenge people. Of course, you should have data. Data is foundational to everything you do. I live in scorecards and metrics, but I really challenge people. Sometimes it's about going with your good instinct.

you know, and saying, hey, no, I think this is the right idea. I've been doing this for a long time. I'm going to go against the data and I'm going to try to do something myself.