Daniel Khachab

There's two scenarios that are going to happen. First scenario is someone is going to come, going to replicate our technology, do maybe things in a better way, create more user value, and it's going to disrupt us. Scenario two is actually us doing that, us disrupting ourselves and hopefully also our competition and so on. One of our core values is always play offense.

And so we got to play offense also on that. And we actually have to be that driver. I think that's one. The second thing is, if it's true that company building is going to change so fundamentally because so much value is coming out of the API, then it's also true that there's a lot of skills to be learned and for every single role within a company.

And so we got to play offense also on that. And we actually have to be that driver. I think that's one. The second thing is, if it's true that company building is going to change so fundamentally because so much value is coming out of the API, then it's also true that there's a lot of skills to be learned and for every single role within a company.

And so we got to play offense also on that. And we actually have to be that driver. I think that's one. The second thing is, if it's true that company building is going to change so fundamentally because so much value is coming out of the API, then it's also true that there's a lot of skills to be learned and for every single role within a company.

And so we might not know how the future is going to look like, but the best way to position us for the future is to learn how to build with AI. on every single part of the organization. So essentially, we are in a race to upskill our teams.

And so we might not know how the future is going to look like, but the best way to position us for the future is to learn how to build with AI. on every single part of the organization. So essentially, we are in a race to upskill our teams.

And so we might not know how the future is going to look like, but the best way to position us for the future is to learn how to build with AI. on every single part of the organization. So essentially, we are in a race to upskill our teams.

And more so, I told our team at some point, you know, if you were to leave Choco tomorrow and you would not have the skills on how to build a FAI, then your skillset would be obsolete. So it's also our responsibility as an employer to give our employees the opportunity to learn the most relevant skills of the century.

And more so, I told our team at some point, you know, if you were to leave Choco tomorrow and you would not have the skills on how to build a FAI, then your skillset would be obsolete. So it's also our responsibility as an employer to give our employees the opportunity to learn the most relevant skills of the century.

And more so, I told our team at some point, you know, if you were to leave Choco tomorrow and you would not have the skills on how to build a FAI, then your skillset would be obsolete. So it's also our responsibility as an employer to give our employees the opportunity to learn the most relevant skills of the century.

Yeah, 100%. I don't think all of the mode is gone, but I think a significant mode is gone. Like we've still built technology for up to seven years. And that holds many companies that might have built tech for five years, 10, 15, 20, doesn't matter. And so it's just part of their mode. And that part might vanish.

Yeah, 100%. I don't think all of the mode is gone, but I think a significant mode is gone. Like we've still built technology for up to seven years. And that holds many companies that might have built tech for five years, 10, 15, 20, doesn't matter. And so it's just part of their mode. And that part might vanish.

Yeah, 100%. I don't think all of the mode is gone, but I think a significant mode is gone. Like we've still built technology for up to seven years. And that holds many companies that might have built tech for five years, 10, 15, 20, doesn't matter. And so it's just part of their mode. And that part might vanish.

And there might still other be modes and we got to focus on those more for the future, but that might still be gone very quickly. And so I think it's important to recognize that many jobs will change fundamentally in what these people do every single day.

And there might still other be modes and we got to focus on those more for the future, but that might still be gone very quickly. And so I think it's important to recognize that many jobs will change fundamentally in what these people do every single day.

And there might still other be modes and we got to focus on those more for the future, but that might still be gone very quickly. And so I think it's important to recognize that many jobs will change fundamentally in what these people do every single day.

I think one of the easiest examples to describe is probably a product design. Previously, you might have had a UI that was very rich, and let's say you wanted to do payroll, and then you click.

I think one of the easiest examples to describe is probably a product design. Previously, you might have had a UI that was very rich, and let's say you wanted to do payroll, and then you click.

I think one of the easiest examples to describe is probably a product design. Previously, you might have had a UI that was very rich, and let's say you wanted to do payroll, and then you click.

You have a search bar, and you search for the right employee, and then you click into that employee, and then you maybe check how much bonus should they get, and then you create this PDF, and then you send this PDF to your tax advisor, and then maybe to your bank to essentially pay out the money. And so in the future, that just might be a prompt. Please do payroll.