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Tell me about your vision.

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Okay, so my vision, I'm in technology

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and my vision is really about technology.

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So technology is on an exponential growth path

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and that's what I really believe it's going.

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We see all these developments,

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but that's a development that's been going on

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since the 1940s, 50s of last century

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and it's going faster and faster developments.

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And I think AI is our next step.

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And what we will probably see is that

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that development is gonna go faster.

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And I think there's gonna be a bigger divide.

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So we have the number of people

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that actually understand that technology

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is probably decreasing.

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I mean, a lot of people can use AI,

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but the people that truly understand how it works

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is decreasing.

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And the impact that technology has

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on people's lives is increasing, right?

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So almost everybody these days uses AI.

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There's not a big difference between age groups.

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So even boomers use a lot of AI

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all the way down to the gen Z's, they all use AI.

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And I think that's a gap that we need to bridge.

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And I think technology and especially technology leaders

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play a really big role in that.

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I do think that that requires a step.

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So for people in technology,

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they're often really good at the tech side of it.

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Their social skills and their leadership skills

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often require development or growth.

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And I think this is the challenge.

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We need technical leaders in this society

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and in our businesses that have a very deep understanding

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of AI and technology on one side.

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And on the other hand,

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also have a very deep understanding of business,

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of people, of stakeholder management,

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of convincing people, of talking to people

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and solving business problems and even business finances.

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And I think that's the challenge that I see.

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And that's also why I do what I do.

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I coach tech leaders and I really coach them on this growth

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that they take the technical knowledge that they have

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and actually learn how to apply that in businesses,

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manage a team, manage stakeholders

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and help their businesses grow.

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Tell me more about the side when you mentioned

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that they need to know both the technological side

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and deep knowledge of technology

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and what do you mean exactly by that?

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And then the other side, the leadership side of it.

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Yes, so in technology, and I mean, we all know about AI,

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but there is so much more.

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And I can give you some examples.

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So I do a lot of, I'd say more simple technical work.

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So we do a lot of software development as well,

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like website development, app development.

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And sometimes I ask the question to a developer,

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can you explain to me how that all works?

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Like how a request goes from someone's phone

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all the way to a backend server

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and just tell me all the little steps in between.

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And a lot of developers understand

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how they build a web application,

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but they don't understand the underlying technology,

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how the internet works, how the routing works,

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how the app on the phone works,

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how JavaScript is executed.

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There's a lot of technical details there

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that even web developers often don't understand

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and can't explain.

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So I think it's really important for people in technology

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to not just understand the one part that they're working on,

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like the one AI model or the one web technology

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or the one application development model,

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but to really have a very deep understanding

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of the underlying layers as well.

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So that's for me the technology side.

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And people need to invest time and energy to learn that.

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That's one.

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And on the other side, people like that,

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especially the people that love technology,

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spend a lot of time behind the keyboards

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and not necessarily talking to people.

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At some point they will become a team lead

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or a senior developer or even a CTO or a CIO,

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and they suddenly require a very different skillset.

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They need to manage a team, they need to hire a team,

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they need to figure out how to make that team work together.

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That's on the internal side and on the other side,

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they need to, they have stakeholders.

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They suddenly have a head of sales

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that they need to speak to or head of products

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or a head of customer support.

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And they need to be able to manage all the stakeholders,

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to talk to them, to explain to them what technology can do,

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what it's capable of, and together,

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actually work together with them to solve business problems.

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So AI is a very nice set of tools,

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but it doesn't do anything on its own.

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You need to apply it to a business problem.

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So the technology person needs to understand

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those two sides, the technology,

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what kind of technology do, the business side of things.

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So what are the problems that sales is having

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and wants to solve or customer support or finance,

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and have a discussion, have a useful discussion

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with those sales leaders, the finance leaders,

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and the customer support leaders in that organization.

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And I think those are two very different skillsets

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and you need to grow both.

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I understand the second one very easily,

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but I'm having a hard time understanding

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what do you mean by the first one.

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So according to, I mean, I'm a software developer,

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by the way, if you didn't know that,

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I can develop websites and I'm on my path

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to becoming, learning more and more leadership skills.

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But if a software developer or a marketing guy

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or a website developer is really good at website,

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for him to get to know how the internet work,

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like how the networking part work,

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how will your data would transfer from packets

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to go to this router to that and that and that,

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and then go in the air and then go that way.

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For them to be expert in that field

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or even have consistent amount of knowledge in that,

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that will take years of experience.

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And it's gonna be, to me, more like,

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it's like jack of all trades and master of none

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kind of situation.

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So help me explain what do you mean by that and why.

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So if you're, and if you're a software developer,

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I think it's still okay that you know the one scale,

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the one trade, right, to be able to front end developer,

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to have all the knowledge on Reactor Next or whatever,

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or to be a backend developer and be a Python developer

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or a JavaScript developer.

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I think it's fine if you're still at that point.

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Although even there, you get to discussions like,

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how do I make sure that my app performs?

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You get to things like CDNs and do you understand

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what a CDN, like a content delivery network,

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what that is and how that works.

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So you already start to get into like,

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how does the internet work?

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What is a CDN and how do I optimize my delivery?

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So that is actually fast.

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And that's, I mean, that's the first scale.

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If you're working as a CTO and you're trying to address

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business problems, you need to have an understanding

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of what's available out there.

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So what are the tools that are out there?

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What are the available options that we have out there?

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I mean, you're going to talk to a sales person

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and that sales person doesn't understand technology.

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All that they understand is their sales process,

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their customers, and those customers may be all

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across the world and they have a sales problem,

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perhaps that they wanna solve.

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I think it's then up to the CTO to say,

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that's interesting.

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There are different solutions that we can talk about.

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We can talk about a Salesforce or another CRM solution

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and we can talk about a front end and a backend

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and we can do a custom build or we can do off the shelf

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that we can customize it.

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There are so many different options

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that that business has to choose from.

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It's the role of the CTO to help the business

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make those decisions.

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To be able to do that, you need quite a broad set

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of knowledge because that sales, the next person is financed

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or customer supports or the supply chain or the delivery.

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So a CTO needs to have those discussions

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and bridge that gap.

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And I think that's why he also needs that other side,

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that deep understanding of what's available out there.

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And of course he can reach out.

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I mean, no CTO can know everything,

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but still let's say we talk about sales,

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he needs to have a basic understanding of what's out there.

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He also needs to have a network

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with somebody that may understand Salesforce

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or HubSpot or some of the other CRMs out there.

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And I think that that's the role of the CTO.

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So your program is designed for CTOs

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to develop in their leadership skills

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and their knowledge and technological skills.

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So they're able to perform their CTO duties well.

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Yes, absolutely.

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My program focuses more on the leadership skills

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because I think most of the CTOs that I've seen

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and that I've worked with really have already

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five, 10, 15 years of experience

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and I have broadened their technical knowledge already.

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I do always, I mean, everybody that I work with,

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I try to motivate and inspire to just continue

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to tinker with new stuff, to try new stuff out

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and just continue to play with the technology.

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And I really focus on that other part,

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the leadership skills.

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Yeah, so developing a vision.

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And I think that's why I also love this podcast.

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I mean, CTOs need to have a vision

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how technology can help their business

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and help the business grow and solve business problems.

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Being bold, being bold in their business.

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So not just waiting for somebody to come over to them

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and ask a question, but actually being bold

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and approaching other people in the business

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and together working on solving those problems,

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those business problems.

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And really being that technology vision for the company.

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Thank you for sharing that.

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I'm now more intrigued.

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This is not a common niche to be in, Mark.

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It's a very unique and a very different

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but I've heard before.

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So where did this come from?

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Like, how did you end up in this field

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and how did the process of training CTOs?

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So I'm a techie by heart.

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So I started, I've been in technology for 30 years

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and I started my career in infrastructure.

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I'm not a software developer.

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I'm an infrastructure engineer by trade.

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And that's how I started my career.

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Unix, Windows, DBA, accrued into architecture,

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project management and into senior leadership roles.

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So I've grown from being that hardcore techie

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that spends like 40 hours, 50 hours, 60 hours a week

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behind their PC and then even on the weekends

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tinkering with stuff into a senior leadership role

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where I led large teams, global international teams.

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And over the years, I've learned so much

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about the leadership skill.

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And I've had coaches myself, I've had coaches over the year

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that were either given to me by my employer

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and even now I still pay for my own coach

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because I think it's incredibly valuable

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to have somebody that helps you,

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that coaches you along the way.

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I've had my own coaching training

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and that actually came from the fact

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that I was in a leadership role

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and always people would come up to me and say,

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Mark, I've had this feedback from my manager.

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What should I do about that?

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Or Mark, I'm thinking about changing jobs.

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Can you help me?

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Can you advise me?

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And what should I do next?

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And out of my job, those are actually the discussions

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that I really loved having.

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So people that want to take

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or are thinking about those kinds of decisions

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or those kinds of challenges with their career

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don't know where to go next

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and are really looking for some outside support,

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somebody to brainstorm with, somebody to bounce ideas off

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and to have that discussion like, what can I do next

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and how do I get there?

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And that's the part that I started loving more and more

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and that's why I started my training as a coach.

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And that's how I rolled into this.

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Thank you for sharing that.

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And what would you say, Mark, is the why of what you do?

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The why of what I do, if I boil it down to one thing,

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I think technology is amazing, but with technology,

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we often forget about the human being side of it.

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So we, and I see this all the time, right?

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We use AI because we can then deflect customer inquiries.

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So we don't actually have to talk to our customers anymore.

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We can use AI to talk to our customers

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or, and those kinds of things.

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And that's really where I, what I want to stand for

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is that we put the human at the center of everything,

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even in technology, even in big companies

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like OpenAI and Google.

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I mean, it's all about the people

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and the people that work there

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and the people that work on these amazing models.

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The same on the people that use it.

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It really is about the people that use the technology.

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And that's the most important part to me.

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What would you say is,

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with AI coming into the technological space

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and growing so fast, is a concern using that?

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I think there's a lot of concerns,

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and especially when we started hitting an AGI model.

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I don't know if you've ever read the book,

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Singularity by Ray Kurzweil.

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It's a very interesting book,

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and it talks about what happens when AI gets

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to the point where AI can actually improve itself

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and develop itself.

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And it's a very interesting thing,

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if and when that happens,

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but I think that's still quite a bit out.

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I think for now, the concern is that it's moving so fast

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that people are really struggling to keep up.

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So the number of people that are keeping up

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with what happens every day,

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the new models that come out,

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the advancements in the models, all the changes,

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that number of people is shrinking.

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And I think that that's the biggest concern that I have,

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is that we're leaving a lot of people behind in this,

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because technology is going so fast

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that people can't keep up.

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And I think that really is my biggest concern.

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And what would you say that if someone wants to combat that,

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what would they do?

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How do they keep up with it?

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Yeah, so, and that's an interesting question.

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So first of all, I think that there's,

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and this is not a nice thing to say,

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but in my experience,

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there are two types of people that I've worked with.

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There's people that really just love working from nine to five

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and at five, they go home

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and they're basically ready for the weekend

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and they start to do other stuff.

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They don't spend time in technology tinkering

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with what happens and what comes out.

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They don't read the news, they don't stay up to date,

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they don't listen to tech podcasts,

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they don't do any of that.

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They just are okay with their job

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and doing the job as well as they can.

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And that's okay,

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but technology is really going faster and faster.

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And I think the other set of people

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is the people that really love tinkering

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and playing with their stuff

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and that have their hobby projects

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and they just download a new AI model from hugging face,

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deploy it and see if they can get it to work.

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And I think really we need to get more people

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to that second space.

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People that really tinker with stuff,

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people that try stuff out

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and people that keep themselves up to date.

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I think that's one.

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And I think the other one is

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how do we get everyone else along on the journey?

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And I think that that's a really hard and challenging one.

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I think, I hope that over time AI becomes simpler,

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but the technology is so incredibly complex

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that it's really difficult to use correctly right now.

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And I think we see all these trainings online

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and we see all these courses online,

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but still I think we're leaving a lot of people behind.

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I don't have a perfect answer for that one.

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No, that's fine.

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It was just, I came up with that question.

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I went off the script.

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But if, do you believe that if more people are not trained

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and they don't take time to use AI to their advantage

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or learn these technologies to their best,

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that for some way or the other,

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they would be replaced by the same AI?

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I think maybe replaced by AI is not the same word,

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but at some point their skills,

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their knowledge become obsolete.

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And I think that's the bigger risk if you're in technology

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and you can already see how fast all the,

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you're a software developer,

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how fast all the coding models go.

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So how fast a year ago we had hardly any models

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that could properly code software.

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And we've come to right now

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where we have a lot of different tools like Cursor,

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that are really very good at developing software.

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And that's been a year.

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So you can't imagine what can happen

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in another two or three or four years

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and where these models get to.

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If you're a front end developer,

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I would really spend time making sure

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that I stay up to date with all these models.

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So I know what's going on and I have a skillset

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that is still usable in 26, 27, 28.

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If I just focus right now on my front end skills

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and getting better at it,

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I'm not sure that that's how long

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you're gonna be able to do that.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions

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as these episodes continue to move forward.

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This is gonna get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show

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and thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.

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Thank you.

