Daniel Khachab

I don't think so because AI today, like even the best LLM, won't enable you to build something like Salesforce fairly quickly. There's so much code, so much customization in there. Even if it would, then you would have to maintain it. And suddenly you need engineering resources to maintain an internal tool as opposed to engineering resources like building useful stuff for customers.

But the people using it, I think maybe. And, you know, what Klana, I think, part ways with 700 people in customer care. And I think these are very, very tough and horrible conversations that are there to be had. And the same will help for us, really. We also automate a large part of our customer care, large part of our kind of more account management kind of work and replace it with AI.

But the people using it, I think maybe. And, you know, what Klana, I think, part ways with 700 people in customer care. And I think these are very, very tough and horrible conversations that are there to be had. And the same will help for us, really. We also automate a large part of our customer care, large part of our kind of more account management kind of work and replace it with AI.

But the people using it, I think maybe. And, you know, what Klana, I think, part ways with 700 people in customer care. And I think these are very, very tough and horrible conversations that are there to be had. And the same will help for us, really. We also automate a large part of our customer care, large part of our kind of more account management kind of work and replace it with AI.

How many people did you let go? Hundreds.

How many people did you let go? Hundreds.

How many people did you let go? Hundreds.

Yeah, I think first you got to stomach it, right? Because like you have to do it. You're a business and you operate within the rules of business and that thing is going to make you so much more cash efficient, particularly an unprofitable venture. It's so important. But then these conversations are a different animal, right?

Yeah, I think first you got to stomach it, right? Because like you have to do it. You're a business and you operate within the rules of business and that thing is going to make you so much more cash efficient, particularly an unprofitable venture. It's so important. But then these conversations are a different animal, right?

Yeah, I think first you got to stomach it, right? Because like you have to do it. You're a business and you operate within the rules of business and that thing is going to make you so much more cash efficient, particularly an unprofitable venture. It's so important. But then these conversations are a different animal, right?

Because you got to go to someone who's a fantastic person, who is eventually also like a fantastic performer, who's a high performer. And you got to sit down and you say, I'm really sorry. Essentially, I is taking your job. And that's a horrible conversation. And that conversation is obviously way different as in, hey, look, mate, there were certain goals. We gave you feedback.

Because you got to go to someone who's a fantastic person, who is eventually also like a fantastic performer, who's a high performer. And you got to sit down and you say, I'm really sorry. Essentially, I is taking your job. And that's a horrible conversation. And that conversation is obviously way different as in, hey, look, mate, there were certain goals. We gave you feedback.

Because you got to go to someone who's a fantastic person, who is eventually also like a fantastic performer, who's a high performer. And you got to sit down and you say, I'm really sorry. Essentially, I is taking your job. And that's a horrible conversation. And that conversation is obviously way different as in, hey, look, mate, there were certain goals. We gave you feedback.

You didn't meet it over months. It's a different animal. It hurts way more. Of course, then people understand it also more from a rational perspective. It's still crap for them, but you got to do it. How do they respond? I think oddly enough, most people understood it.

You didn't meet it over months. It's a different animal. It hurts way more. Of course, then people understand it also more from a rational perspective. It's still crap for them, but you got to do it. How do they respond? I think oddly enough, most people understood it.

You didn't meet it over months. It's a different animal. It hurts way more. Of course, then people understand it also more from a rational perspective. It's still crap for them, but you got to do it. How do they respond? I think oddly enough, most people understood it.

I mean, kind of once you as a company really embrace AI and everyone understands that it's important for you, I think the people will already start to have a sentiment. Maybe it's not panic. They will understand, hey, it's a matter of time.

I mean, kind of once you as a company really embrace AI and everyone understands that it's important for you, I think the people will already start to have a sentiment. Maybe it's not panic. They will understand, hey, it's a matter of time.

I mean, kind of once you as a company really embrace AI and everyone understands that it's important for you, I think the people will already start to have a sentiment. Maybe it's not panic. They will understand, hey, it's a matter of time.

A hundred percent. And I think, you know, our first responsibility actually is as our vision, like that's what we need to get that a mission, which is the reason why a company should exist in the first place. And we need to have every single decision that we make increase the probability of us achieving that mission. And sometimes it's an easy decision.