Jonny Adams

I'm five years away from exiting and going to retire. Yeah. Would I go for it? You know, would I would I cut headcount and use some type of really because that's what everyone's telling me is that AI is going to solve my efficiency problems. I don't know. I've been noodling on that one. And I guess that I don't know which way people would turn.

I'm five years away from exiting and going to retire. Yeah. Would I go for it? You know, would I would I cut headcount and use some type of really because that's what everyone's telling me is that AI is going to solve my efficiency problems. I don't know. I've been noodling on that one. And I guess that I don't know which way people would turn.

Does that need an AI model to just work?

Does that need an AI model to just work?

I'm really curious. And we've talked about AI, I say that as a general term, not today, but in every space that I can even think of. And what's beyond AI? And I know you think about that and talk about that a lot. But, you know, even past all of this, what's the next thing? Do you have an indication or a hypothesis around that? Is that a fair question to ask?

I'm really curious. And we've talked about AI, I say that as a general term, not today, but in every space that I can even think of. And what's beyond AI? And I know you think about that and talk about that a lot. But, you know, even past all of this, what's the next thing? Do you have an indication or a hypothesis around that? Is that a fair question to ask?

I don't need to fear anything. I can feel quite confident that we're going to be okay.

I don't need to fear anything. I can feel quite confident that we're going to be okay.

Yeah, I mean, I think I take your last point. I'm going to capture the opportunity, you know, and thank you for shooting today. Yeah, I feel a bit more calm in the circumstances. So thank you so much for sharing some great insights today.

Yeah, I mean, I think I take your last point. I'm going to capture the opportunity, you know, and thank you for shooting today. Yeah, I feel a bit more calm in the circumstances. So thank you so much for sharing some great insights today.

Really like this first principle. When we're thinking about leadership, who are you recruiting into that role? And do they have the capacity and the capability to be successful? Also thinking about that ability to role model. So that is leadership is everything is principle one.

Really like this first principle. When we're thinking about leadership, who are you recruiting into that role? And do they have the capacity and the capability to be successful? Also thinking about that ability to role model. So that is leadership is everything is principle one.

First of all, do you have data? Do you have quantitative data that can give you some insight? And we live in the world of overindulgence in information. That information needs to be valid. So let's check the validity of that. That is just one story. That's the important part of what we're saying here is people versus metrics.

First of all, do you have data? Do you have quantitative data that can give you some insight? And we live in the world of overindulgence in information. That information needs to be valid. So let's check the validity of that. That is just one story. That's the important part of what we're saying here is people versus metrics.

Once you look at the metrics, then what you want to be able to do is overlay the people, the quantitative stuff that you can see, right?

Once you look at the metrics, then what you want to be able to do is overlay the people, the quantitative stuff that you can see, right?

What operational rigor means to me, quite simple, is about discipline. You've got to be aware if you're a middle manager or a leader that some of the work that we do is monotonous. So be conscious around how you deal with monotony because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process.

What operational rigor means to me, quite simple, is about discipline. You've got to be aware if you're a middle manager or a leader that some of the work that we do is monotonous. So be conscious around how you deal with monotony because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process.

If your operational rigor is successful, your employee net promoter score should be fantastic. Your attrition in terms of the people being regrettable should reduce and ultimately productivity, i.e. revenue, should improve.

If your operational rigor is successful, your employee net promoter score should be fantastic. Your attrition in terms of the people being regrettable should reduce and ultimately productivity, i.e. revenue, should improve.