Matt Price

Now what happens is people are putting it front and center.

Like, please ask us more questions.

Yeah, we can help you.

And once you start to see it as that engagement,

A lot more of the engagement then is less about break-fix and it's more about how can you do more for me, please, as a business, which become revenue basis.

So we're starting to see a number of our, we call them superhumans, the people involved shift from being automated break-fix role to being very specialist advisors or revenue advisors or retention helpers as well.

So the shift in that dynamic is changing significantly.

So yeah, lots of moving parts.

But when somebody moves into being, you know, have an AI role, they get fully retrained.

We make sure everybody is familiar with prompting and just really invest a lot in core AI skills so people feel comfortable with it.

And the interesting thing there is that

It gives them a viewpoint as to where they're special and what AI can't do.

Totally.

And it delivers confidence in their role in an AI future.

There's another unique aspect in the world of customer care as well.

A lot of the time, we just want our questions answered and we're happy if that's automated.

If it's an AI, we were just as happy to do a Google search before and find the answers and walk through it, self-sufficient.

But ultimately what

What the connection is between a business and the people they serve is ultimately relationship-based.

Ken Chenna, who was the chairman of American Express, the icon of customer service, used to say brands are a connection of two things.