Tom Gardner

This is what people are not quite understanding.

But of course, I don't want to say that too much because it's becoming more and more real and we're seeing transformations in company cultures.

But I don't think what people fully realize is that companies with 2,800 employees may be able to be replaced by companies with 108 employees.

In order for a...

existing technology business to get there, I mean, how do you get from having 2,800 employees, let's just say down to 400 employees, who are all AI native, all advanced AI coders, totally bought in, not even questioning, not even like, oh, I use AI and it came back and it gave me the wrong computation, gave me the wrong answers, like, okay, good, you're supposed to go back and keep working.

so that it gets it right for you.

You're using a tool, you're trying to shape that tool to work for you.

You don't just give up after you put a one line prompt and it doesn't give you the right response.

So I think what we want to see in companies is that they are bringing in teams of people who have expertise

with advanced new technologies and that they're letting them lead.

And that's so hard to do.

We got such great advice from outside tech advisors at The Motley Fool who essentially said, you know, when you hit a big transformation like this, just go back and read Only the Paranoid Survived by Andy Grove.

The leaders of today at your company, they're not likely to be the leaders of tomorrow unless they go to sleep and wake up the next day and they're like, I am all in on this.

I'm only gonna work through this.

I'm not gonna try and incrementalize my way forward.

I'm all in fully on it.

It just becomes too difficult

to stage your transition in a workplace when there are newcomers into the market that are only using those tools.

We saw it at Time Magazine.

We saw it at Businessweek Magazine.