Ryan Hanley

And my point is, with with some of the clients that I work with in that space, something that I have found eye opening as well as them is the ability to run multiple predictive models synchronously alongside each other.

So or asynchronously, sorry.

So so you could essentially say, okay, what if we tweak

What if we say 40 is the cutoff range for this top tier instead of 35?

What does that do?

What if we say people who only drive, whose commute is less than 15 miles instead of 20 miles, and you could literally, instead of having to deploy a team of actuaries who pull up a room full of chalkboards and start doing all these calculations...

you can play with all these different variables at one time and run out these scenarios years into the future.

And again, we're doing, as you said, predictive modeling, but think about it, guys.

Even in your smaller business, even like a bakery or a plumbing, a vertical, you can start to play with, hey,

What would it look like?

Here's what we're doing today.

What would it look like if I added two new estimators to my plumbing business, right?

If they were going after these guys and here, what could I predict?

And the model can give you all these scenarios so that you're not just guessing or using gut feeling.

Not that gut feeling isn't still there.

And I guess this is where my question is going.

It's like, if I can have 50 different scenarios laid out in front of me and I get all these numbers, at the end of the day,

it still feels like there is a gut decision at some point to know which ones to trust, which ones to give the most weight to, et cetera.

How are you, you know, advocating or consulting the people that you talk to around this balance or harmony between the gut feeling of a leader with experience and the information they're getting out of these predictive models in this case, not necessarily looking at analytics, but the predictive models that they're getting in from AI?

Yeah.