Robert Peston

Yes.

So there is a strong groundswell among employees to want to learn these tools.

There is a fear as well on the other side that if they don't learn the tools, would they be disintermediated, would they not have jobs?

Instead what we're seeing is that AI is really augmenting people and making them more efficient and better able to do some of their jobs.

I'll give you a great example.

So one of our portfolio companies works in the airline industry.

They sell security and training software to large airlines.

There are more than 7,000 incidents that are tracked a day, types of incidents that are tracked a day, whether an airplane is on the ground, in the air, on takeoff, on landing, taxiing.

And these are connected across thousands of airports every day.

There is analysts who collect that information.

It's an LLM problem in the making.

Yes.

I mean, there's nothing better than a very large language model to be able to analyze all of this information and to really help those analysts provide the critical insights that keep aircraft in the air, keep passengers safe, and basically keep revenue flowing.

So those analysts actually now feel like heroes, whereas before they were...

Spanning hours, but also behind the times, three weeks, four weeks, before sometimes they got the data and were able to produce the insight.

So in some ways, AI is really augmenting and helping them upscale and making them the heroes of the situation.

And that's really about organic growth there.

I think of the expertise that you have learned over your career when it comes to inorganic as well.

And some of the acquisitions that have been made of your portfolio companies into bigger companies.

But how much are you seeing that AI is a talent acquisition strategy?