Ed Marks

And then ultimately you made it to the best industry there is into health care.

So tell us about like that transition and some of the things that you've done in health care.

I followed you.

Yeah, no, I like that a lot.

And you've been very blessed and fortunate because of all this great experience and your leadership to have many board roles and you continue to do so.

Some of the companies would be like GE, Doximity, Common Spirit.

Can you share one or two key lessons?

Because, you know, a lot of people aspire to eventually, right, in their career, take a board role and give back in that way.

Are there one or two key lessons that you've learned from some of these board roles?

You've already described your background so well.

I think many people know you already.

I mean, all this experience, right, as in the legal profession, sort of as a diplomat, as a operator.

And as a board member, it's just a wide variety, but you're also very technical.

And we didn't talk yet about some of the leadership that you've had in more technical roles.

So I want to sort of pivot towards healthcare specifically and technology and talk a little bit about AI.

So share with us, you're still in the game, totally.

Aren't you like on the faculty and teaching AI?

What are some of the things you think about with that?

And then maybe we'll pivot to application in healthcare.

What about any thoughts like on healthcare where you think AI might be disruptive or from a board perspective, what sort of things do you think about?