Sasan Goodarzi

And that's taken about six months longer than what we thought. And so that's an element of an example of where you get surprised, where you assume it's going to take a six-month period to do something, but it takes a year. And we sort of bake that into our thinking that we're going to be wrong in certain instances.

There are things that's okay to be wrong in, and there are things that's not okay to be wrong in. So the areas where it's not okay to be wrong is the assumption that you can actually build a data bridge and a data pipe between the platforms. If you're wrong about that, that blows up the whole premise of what you thought you could do in what time frame.

There are things that's okay to be wrong in, and there are things that's not okay to be wrong in. So the areas where it's not okay to be wrong is the assumption that you can actually build a data bridge and a data pipe between the platforms. If you're wrong about that, that blows up the whole premise of what you thought you could do in what time frame.

There are things that's okay to be wrong in, and there are things that's not okay to be wrong in. So the areas where it's not okay to be wrong is the assumption that you can actually build a data bridge and a data pipe between the platforms. If you're wrong about that, that blows up the whole premise of what you thought you could do in what time frame.

Now, the great news is, knock on wood, we've proved that out across our acquisitions. The things that is okay to get wrong and most of the time you're not going to get perfectly right is, how long is it going to take to do something?

Now, the great news is, knock on wood, we've proved that out across our acquisitions. The things that is okay to get wrong and most of the time you're not going to get perfectly right is, how long is it going to take to do something?

Now, the great news is, knock on wood, we've proved that out across our acquisitions. The things that is okay to get wrong and most of the time you're not going to get perfectly right is, how long is it going to take to do something?

The example I just articulated earlier in the case of transforming one of the acquisitions to be entirely Cloud-based, it's taking about six months longer than what we thought. that's okay because it's just an element of time versus an element of doability.

The example I just articulated earlier in the case of transforming one of the acquisitions to be entirely Cloud-based, it's taking about six months longer than what we thought. that's okay because it's just an element of time versus an element of doability.

The example I just articulated earlier in the case of transforming one of the acquisitions to be entirely Cloud-based, it's taking about six months longer than what we thought. that's okay because it's just an element of time versus an element of doability.

We do have those conversations. First of all, I had the pleasure of being our CIO for a couple of years, and I was deeply involved in shifting the company from all of our own data centers to shifting the company at that time to AWS. So I worked very closely with the Amazon team and Andy to really drive their road back, but get us prepared to go to the Cloud.

We do have those conversations. First of all, I had the pleasure of being our CIO for a couple of years, and I was deeply involved in shifting the company from all of our own data centers to shifting the company at that time to AWS. So I worked very closely with the Amazon team and Andy to really drive their road back, but get us prepared to go to the Cloud.

We do have those conversations. First of all, I had the pleasure of being our CIO for a couple of years, and I was deeply involved in shifting the company from all of our own data centers to shifting the company at that time to AWS. So I worked very closely with the Amazon team and Andy to really drive their road back, but get us prepared to go to the Cloud.

One of the reasons I started there is one of the decisions that we made very early on is to build our capabilities, our apps, and the way we built Cloud-ready apps was so we would never get married to or stuck only with one platform. We wanted the interoperability.

One of the reasons I started there is one of the decisions that we made very early on is to build our capabilities, our apps, and the way we built Cloud-ready apps was so we would never get married to or stuck only with one platform. We wanted the interoperability.

One of the reasons I started there is one of the decisions that we made very early on is to build our capabilities, our apps, and the way we built Cloud-ready apps was so we would never get married to or stuck only with one platform. We wanted the interoperability.

And we actually like the fact that we're on multiple clouds because, and with the age of AI, we've built our own large language models, but we also experiment using about nine, 10 other large language models externally. And I actually think that's very healthy to understand

And we actually like the fact that we're on multiple clouds because, and with the age of AI, we've built our own large language models, but we also experiment using about nine, 10 other large language models externally. And I actually think that's very healthy to understand

And we actually like the fact that we're on multiple clouds because, and with the age of AI, we've built our own large language models, but we also experiment using about nine, 10 other large language models externally. And I actually think that's very healthy to understand

what works and what situation, what doesn't work, and multiple clouds in this case, multiple LLMs is actually quite healthy because you learn faster, you pivot faster. But we have these conversations all the time. We believe, and I would just tell you that probably the most heated debate that we had five years ago when I stepped into this role with my staff was whether or not we would bet on AI.