Katie Bianchi

The best people who are going to tell you how to fix what's going on aren't necessarily the leaders and the managers who are so abstracted sometimes from the day to day.

The best people who are going to tell you how to fix what's going on aren't necessarily the leaders and the managers who are so abstracted sometimes from the day to day.

They are the folks you have in your organization that can actually understand the biggest problems that arise and look at the doom technology that's out there, create their own experiments, and then come to us and work with us to teach us how So then we can work together to figure out how to drive a scaled adoption of that motion throughout the entire team.

They are the folks you have in your organization that can actually understand the biggest problems that arise and look at the doom technology that's out there, create their own experiments, and then come to us and work with us to teach us how So then we can work together to figure out how to drive a scaled adoption of that motion throughout the entire team.

They are the folks you have in your organization that can actually understand the biggest problems that arise and look at the doom technology that's out there, create their own experiments, and then come to us and work with us to teach us how So then we can work together to figure out how to drive a scaled adoption of that motion throughout the entire team.

You know, there are green shoots of that as part of a culture. But I think we have to look to AI actually as a generational technology transformation that actually accelerated this. to be honest. And our CEO, he is a very involved visionary. And I think he recognized very early on that we had to do more learning than doing.

You know, there are green shoots of that as part of a culture. But I think we have to look to AI actually as a generational technology transformation that actually accelerated this. to be honest. And our CEO, he is a very involved visionary. And I think he recognized very early on that we had to do more learning than doing.

You know, there are green shoots of that as part of a culture. But I think we have to look to AI actually as a generational technology transformation that actually accelerated this. to be honest. And our CEO, he is a very involved visionary. And I think he recognized very early on that we had to do more learning than doing.

And the way to do that learning was to really step back, assume you don't know anything, and bring in all of the right people to actually help teach. And he created for the first 12 months, what we called an AI summit.

And the way to do that learning was to really step back, assume you don't know anything, and bring in all of the right people to actually help teach. And he created for the first 12 months, what we called an AI summit.

And the way to do that learning was to really step back, assume you don't know anything, and bring in all of the right people to actually help teach. And he created for the first 12 months, what we called an AI summit.

And every month, a hundred leaders across the company would get together, they would learn from what was happening outside, and then they would show and tell what they were doing in their specific space across their specific use case. And it was, Honestly, in my career, the first time I've ever seen innovation get executed in a way that actually...

And every month, a hundred leaders across the company would get together, they would learn from what was happening outside, and then they would show and tell what they were doing in their specific space across their specific use case. And it was, Honestly, in my career, the first time I've ever seen innovation get executed in a way that actually...

And every month, a hundred leaders across the company would get together, they would learn from what was happening outside, and then they would show and tell what they were doing in their specific space across their specific use case. And it was, Honestly, in my career, the first time I've ever seen innovation get executed in a way that actually...

sticks and is incredibly compelling because we all learn together, but different teams went down different paths to solve different problems. And he let that and wanted that to happen, that divergence to happen so we could learn as we went. And then because we were doing these every single month, over time, there was a very big convergence of

sticks and is incredibly compelling because we all learn together, but different teams went down different paths to solve different problems. And he let that and wanted that to happen, that divergence to happen so we could learn as we went. And then because we were doing these every single month, over time, there was a very big convergence of

sticks and is incredibly compelling because we all learn together, but different teams went down different paths to solve different problems. And he let that and wanted that to happen, that divergence to happen so we could learn as we went. And then because we were doing these every single month, over time, there was a very big convergence of

how we were going to execute this at a different degree of scale, common architecture, common metrics, common framework, and common solutioning, which then we slowed down for a while, but all of that investment helped us speed up. It was incredible. It was incredible.

how we were going to execute this at a different degree of scale, common architecture, common metrics, common framework, and common solutioning, which then we slowed down for a while, but all of that investment helped us speed up. It was incredible. It was incredible.

how we were going to execute this at a different degree of scale, common architecture, common metrics, common framework, and common solutioning, which then we slowed down for a while, but all of that investment helped us speed up. It was incredible. It was incredible.