0:00

So everything that we do, every

0:02

initiative that we take on, every

0:04

hackathon that we hold, every new

0:06

piece of emerging technology we investigate

0:08

and we partner with our business

0:10

folks to determine if that can

0:13

provide growth in any one of

0:15

those three ways or in multiple

0:17

of those three ways. Welcome to

0:19

Technovation. I'm your host Peter

0:21

High. I guess today is Tim

0:24

Dixon. Tim is the chief digital

0:26

and information officer of Regal Rexonord.

0:28

a leading industrial solutions company that

0:30

provides motors and power train products

0:32

and earns an excess of $6

0:34

billion annually. Tim has been in his

0:37

role for a little less than

0:39

a year and a half and

0:41

in that role he leads the organization's

0:43

digital and IT functions and is focused

0:45

on advancing real Rex Nord's global digital

0:48

capabilities, enhancing the company's e-commerce customer experience

0:50

while fostering an environment where both customers

0:52

and employees thrive. I look forward to

0:54

learning more about the above through this

0:56

conversation. Prior to his current post, Tim was the

0:59

Chief Information Officer of Generac Power Systems. Tim

1:01

Dixon, welcome back to Technovation. It's great to speak

1:03

with you today. Great to see you guys, Pierre. Thanks for

1:05

having me. My great pleasure. Well, let's begin with your company,

1:07

Regal Rexner. It's maybe not, I mean, a consequential company,

1:09

as I just noted, but maybe not, you know, in front of mind, for everyone

1:11

who would be listening. So why don't you fill in some gaps for those who

1:13

may, for those who may, especially those who may, especially those who may, especially those

1:15

who may know, who may know, who may, who may know, who may know, who

1:17

may, who may, who may know, who may, who may, who may, who may, who

1:19

may, who may, who may, who may, who may, who may, who may, who may,

1:22

who may, who may, who may, who may, know, who may, who may, who

1:24

may, Yeah, great company. So Regal Beloit

1:26

grew up in a town called Beloit,

1:29

Wisconsin, right across the border

1:31

from Illinois. And for 50

1:33

years acquired everything along the

1:36

lines of electric motors and

1:38

engines. We acquired GE's

1:40

engine business. We acquired

1:42

Emerson's motor business. So

1:44

Regal Beloit became a two

1:46

and a half billion dollar

1:48

electric motor engine company.

1:50

And in 2019, my boss, the CEO.

1:52

Join the company and 2021 convinced

1:54

the board to merge with the

1:57

next two largest players of

1:59

our particular. And in

2:01

20 to 21, right after COVID, we

2:03

worked with Rex Nord Industries in downtown

2:05

Milwaukee. And so we moved the headquarters

2:08

from Regal below to downtown Milwaukee. And

2:10

the company became known as Regal Rex

2:12

Nord, as you here today. And that

2:14

was about a four and a half

2:17

billion dollar company. And then right before

2:19

I joined at 2023, we merged with

2:21

a similar player in Europe and Asia

2:23

called Ultra. And so here we are

2:25

three years after that initial sort of

2:28

merger and, you know, six, six plus

2:30

billion dollar industrial manufacturing company up of

2:32

some wonderful tools that are used by

2:34

H-back providers, heat pumps, pool pumps, conveyor

2:37

belts, you know, things along the line

2:39

of industrial manufacturing and have gotten some

2:41

really cool products as have laid with

2:43

some recent acquisitions that bring us into

2:46

the microsurgery space with small little motors.

2:48

engines for autonomous surgery. And as of

2:50

late, we also announced a partnership at

2:52

the end of last year with Honeywell,

2:55

where we'll be co-developing EV-TOL air taxis

2:57

in some of the larger cities here

2:59

coming in a couple of years. So

3:01

from an electric motor company and little

3:04

old regal below, we're taking out some

3:06

big initiatives and trying to do some

3:08

cool things. Thank you so much for

3:10

that history and background. That's certainly a

3:13

fascinating space in which you occupy it.

3:15

It's a fascinating new areas that you've

3:17

got into as well. Absolutely yours. I

3:19

wanted to ask you, I mentioned a

3:21

little bit during the intro about your

3:24

role, but I wanted to have you

3:26

kind of double click on it a

3:28

bit. What is your role as CDIO

3:30

entail? Yeah, so first CDIO in the

3:33

history of the company. They had a

3:35

CIO previously, but not a CDIO. My

3:37

boss and the board felt that it

3:39

was important to determine if digital technologies

3:42

can be used to drive growth at

3:44

a 50 plus year old industrial manufacturing

3:46

company. And so obviously I have in

3:48

my role the I the IT organization

3:51

which I had previously managed at Generac

3:53

I have that in my background. but

3:55

build out of a brand new digital

3:57

strategy, build out of a brand new

4:00

definition of digital for this industrial manufacturing

4:02

company, build out of a brand new

4:04

team and a capability mindset to prove

4:06

that digital can drive growth for the

4:08

company, which we're absolutely trying to do.

4:11

Well, it sounds, I mean, I want

4:13

to linger on that point a bit

4:15

longer, because I know from our past

4:17

conversations, industrial manufacturing is not a high

4:20

growth business organically speaking. And so this

4:22

commitment to... go in a different direction,

4:24

but to establish an additional direction to

4:26

the ones that already has is consequential.

4:29

And it sounds like there was a

4:31

lot of buy-in and from the CEO,

4:33

the executive team, in making sure that

4:35

this was a role that had some

4:38

teeth and an ability to make some

4:40

change. Talk a bit about the company

4:42

you found, you know, a little bit

4:44

shy of a year and a half

4:47

ago and some of the progress you've

4:49

been making in that direction. Yeah, so

4:51

the very first thing I did, and

4:53

once again, list in this space and

4:56

these roles, you take lots of coaching

4:58

and a lot of advice. Sometimes it's

5:00

better to be lucky than good in

5:02

that regard. So I've been fortunate to

5:04

have a lot of good coaches and

5:07

mentors along the way who've been CDIOs.

5:09

And so there was a couple of

5:11

different messages that they gave to me.

5:13

The very first thing that they said

5:16

is you're being brought in to drive

5:18

digital growth for the company, you need

5:20

someone to lead the IT portion, you

5:22

know, the traditional. IT organizations. So one

5:25

of the first things that I did

5:27

was promote the fellow in the organization

5:29

to run. He's now the VP of

5:31

corporate IT. And he takes care mostly

5:34

of an infrastructure, ERP, enterprise applications, the

5:36

things that I owned at my previous

5:38

company. And so now that I put

5:40

him in place and he leads that

5:43

part of the organization, I could put

5:45

a lot of my effort and energy

5:47

and time into the D side, the

5:49

digital side. The build out of the

5:52

team, the alignment around the strategy. the

5:54

prioritization and funding of the programs that

5:56

we're going to pick and choose, the

5:58

ones that will provide this growth. So

6:00

that was a very good bit of

6:03

coaching advice I received that I definitely

6:05

put in. play. The second thing that

6:07

I heard was if you're going into

6:09

an organization that didn't have digital in

6:12

their remit before you have to define

6:14

what digital means for regal record and

6:16

so a year ago or so at

6:18

our leadership conference I took the opportunity

6:21

to the entire organization to define digital

6:23

for the organization and digital for me

6:25

basically is what we do and why

6:27

we do it. So if you think

6:30

on the left hand slide left hand

6:32

side We try to engage in emerging

6:34

technologies, emerging digital technologies, IOT, cloud, e-commerce,

6:36

AI, generative AI, now agented AI, can

6:39

any of these emerging digital technologies drive

6:41

growth in any one of the following

6:43

ways that bring business value to the

6:45

organization? Can these digital technologies allow us

6:47

to get bigger market share and wallet

6:50

share for our existing distributors and customers?

6:52

Can digital technologies allow us to pursue

6:54

new customers in new markets and new

6:56

regions that we hadn't traditionally been there

6:59

before? Or can digital technologies just make

7:01

it easier to do business with Regal

7:03

Wrexord, thus some additional business in some

7:05

way shape or form will come down

7:08

the path later on if it's just

7:10

easy to do business with us in

7:12

some way shape or form? So everything

7:14

that we do, every initiative that we

7:17

take on, every hackathon that we hold.

7:19

every new piece of emerging technology we

7:21

investigate and we partner with our business

7:23

folks to determine if that can provide

7:26

growth in any one of those three

7:28

ways or in multiple of those three

7:30

ways and so that's kind of the

7:32

mission that was a fairly easy alignment

7:35

exercise with that definition people kind of

7:37

get it you kind of look at

7:39

it so yeah that's what that's really

7:41

what we're up to and ultimately it's

7:43

it's up to me and my team

7:46

to prove that out. You

7:48

mentioned that you you promoted somebody

7:50

who was already with the organization

7:52

It sounds like you've built also

7:54

some additional weight in heft in

7:56

the digital side of the business

7:58

Talk a bit about the combination

8:00

of providing and growth opportunities for

8:02

people that were there prior to

8:04

your rival, along with bringing in

8:06

new talents to help you achieve

8:08

the vision that you created. Yeah,

8:10

so I'll just describe my organization

8:12

briefly. So I have that BP

8:14

of corporate IT running the eye

8:16

of the title. I have the

8:18

C cell. So I'm in charge

8:20

of cybersecurity and C cell runs

8:22

an awesome cybersecurity team. I have,

8:24

I brought in the only person

8:26

I actually hired from the outside.

8:28

I brought in a senior director

8:30

of enterprise PMO. there wasn't a

8:32

PMO function in the organization prior

8:34

to joining. And if I'm the

8:36

guy that's bringing in all the

8:38

ideas and quantifying them and prioritizing

8:40

with the business, I had to

8:42

bring this person in who had

8:44

a framework and a methodology to

8:46

bring a demand intake process and

8:48

allow us to to business case

8:50

and ROI and prioritize those initiatives

8:52

with our business partners. So that

8:54

was a muscle that we didn't

8:56

have that's been also for me.

8:58

And then we've got the digital

9:00

side of the organization. I've got

9:02

a director that runs BI and

9:04

AI, AI being new to his

9:06

remit. He was running BI previously.

9:08

I have a director of e-commerce

9:10

and web design, and I also

9:12

have a director of generative AI,

9:14

which a lot of folks don't

9:16

actually have in their organization. So

9:18

I feel fortunate that a person

9:21

I can look to, who's staying

9:23

on top of all the changes

9:25

with generative AI. There are certainly

9:27

a lot of changes going on.

9:29

with generative AI. I'm very lucky

9:31

to have a world-class IT development

9:33

organization in India in Hyderabad and

9:35

that team has been awesome from

9:37

an upskilling perspective. We also had

9:39

a hackathon in India in the

9:41

April time frame. We referred to

9:43

it as our generative AI hackathons,

9:45

a lot of the things that

9:47

hope to talk about here with

9:49

you today, actually came out of

9:51

that hackathon in person in India.

9:53

I would just say I'm very

9:55

thankful for the strategic vendor partners

9:57

that I've brought with me to

9:59

regal. Are they bought into my

10:01

vision? They worked with me before

10:03

most of them. So they know

10:05

my style. They know what I'm

10:07

up to. They know I'm looking

10:09

for big changes and kind of

10:11

game changing ideas. And they have

10:13

upskilled my team on my behalf.

10:15

They've offered free training of various

10:17

different types, self-paced, instructor-led, etc. And

10:19

so let's just say we've brought

10:21

in 10 to 12 new sets

10:23

of technology, new platforms since I've

10:25

been here. A lot of that

10:27

has been through the partnership. of

10:29

those strategic vendor partners. They will

10:31

eventually win business from me if

10:33

they show they're willing to invest

10:35

in my team and in the

10:37

future for the law of home.

10:39

And so it's been a partnership

10:41

with both them and my team

10:43

and the team has really done

10:45

a great job upskilling. I would

10:47

probably say that more, I guess

10:49

more than I originally anticipated, have

10:51

taken on these new skill sets

10:53

and have moved into newer roles

10:55

as a result of that new

10:57

scout skill set gain. through that

10:59

self-paced training. So that is awesome

11:01

to see when you have somebody

11:03

who may have been, you know,

11:05

an SAP data analyst or QA

11:07

tester before that now has been

11:09

some sort of RPA function or

11:11

a genetic AI function or role

11:13

or some sort of leadership role

11:15

leading one of those newer initiatives

11:17

for us. Yeah, fascinating. I appreciate

11:19

that overview and certainly paints a

11:21

good picture as to the changes

11:23

you made. Let's... linger a little

11:25

longer on the point you made

11:27

about the generative AI hackathon that

11:29

you had in India. I would

11:31

love first of all to understand

11:33

why India and not like at

11:35

headquarters or near headquarters for example

11:37

and then of course would love

11:39

to understand kind of the methods

11:41

you use and very importantly the

11:43

fruit of that labor what's what's

11:45

come of it if you wouldn't

11:47

mind. Yeah absolutely so we had

11:49

two hackathons this year one was

11:51

in the US that in Chicago

11:53

my Chicago office and one was

11:55

in India. The reason why we

11:57

chose both is to have an

11:59

in-person event at each of our

12:01

larger locations. And so I have

12:03

a digital team in Chicago and

12:05

I have a digital team in

12:07

India. I have my corporate IT

12:09

team that's here and headquartered in

12:11

Milwaukee with my business partners. but

12:13

I wanted to go where the

12:15

work work would eventually have been

12:17

done as a result of the

12:19

ideas that we created coming out

12:21

of each of those events. And

12:23

so, you know, you want to

12:25

really imagine how much just even

12:27

a year ago, generative AI would

12:29

have taken off. In the January

12:32

hack, we created our first generative

12:34

AI prototype of a Gen AI

12:36

chat bot that now sits out

12:38

on our website called Rexi. It

12:40

has been a huge game changer

12:42

for us to do those things

12:44

that I mentioned before. via the

12:46

additional share of wealth from existing

12:48

customers, pursue new customers and new

12:50

markets who might come to the

12:52

website and want to interact through

12:54

a chat, as opposed to traditional,

12:56

you know, search means or make

12:58

it easier to do business with

13:00

us. You'll be able to purchase

13:02

through a rec see and not

13:04

even have to go to our

13:06

authentic website in the future. So

13:08

that's an example, something that came

13:10

out of hackathon and that now

13:12

is driving huge business value for

13:14

us. From the generative AI perspective

13:16

and in India, I would say

13:18

that we went nuts with bots

13:20

with bots. And anyone who knows

13:22

generative AI knows that you put

13:24

sort of a bot interface on

13:26

top of an LLLM that goes,

13:28

it connects with random different data

13:30

sources, and you have an interaction

13:32

of some sort with that, with

13:34

that application, with that data source,

13:36

with that, with that bot. And

13:38

so we had engineering bots that

13:40

we developed, we had an HR

13:42

bot that we developed, we had

13:44

a service now bot that we

13:46

developed, and so in essence, try

13:48

to determine if you could put

13:50

a. a bot interface, a chat

13:52

bot interface on top of some

13:54

of these legacy applications and drive

13:56

new value, new productivity, time to

13:58

market, speed, morale, with not having

14:00

to integrate on that having to

14:02

interface with the legacy app, have

14:04

to interface via a chat bot

14:06

interface which is more interactive. more

14:08

content, even more videos and things

14:10

of that nature. And so we

14:12

proved that that is the case.

14:14

And what we ended up doing

14:16

as a result is consolidating all

14:18

those applications under one interface internally.

14:20

and we now refer to that

14:22

as RRX GPT, that is the,

14:24

that is the bot interface to

14:26

any internal inquiry of any sort

14:28

inside the company, whether that inquiry

14:30

is to an application or that

14:32

inquiry is to the corporate internet,

14:34

our benefits organization, our DEI programs,

14:36

that that data source comes from

14:38

internal and any employee. new or

14:40

current can use that interface to

14:42

find answers to commonly ask questions.

14:44

So five or 600 people a

14:46

day use this across the organization.

14:48

And for something that would have

14:50

been, let me ping the HR

14:52

person to answer that question. Let

14:54

me ping the engineering lead to

14:56

answer that question. Let me ping

14:58

the engineering lead to answer that

15:00

question. You go to RRXGPT. Ask

15:02

the question you get answer back.

15:04

It's late. And so the productivity

15:06

games have been huge as a

15:08

result of that. So Rexi, generative

15:10

AI, generative AI externally, customer. RxGPT

15:12

internal facing, internal inquiries, internal politics.

15:14

Very, very interesting. And may I

15:16

ask, in behind the scenes, are

15:18

Rexi and RRX, are they driven

15:20

by similar technology or are they

15:22

just completely distinct? There are different

15:24

sets of technology. If you imagine

15:26

a year ago when we were

15:28

having these hackathons, there was a

15:30

lot of discovery going on. There

15:32

was a lot of people trying

15:34

to figure out which platforms were

15:36

going to be here longer term,

15:38

which platforms were here to stay.

15:40

And so in order to get

15:43

educated, we ended up taking a

15:45

bet, if you will, on two

15:47

new vendor partners that hadn't even

15:49

existed before in this space. But

15:51

as a result of them wanting

15:53

to do business with me, them

15:55

wanting to train my teams here

15:57

in the US and India, we

15:59

took a chance and those that

16:01

paid off, but they were purpose-built

16:03

applications for those two. specific use

16:05

cases. Now as we look forward

16:07

in the future and we see

16:09

a lot of consolidation going out

16:11

a lot of these these generative

16:13

AI platforms are going to have

16:15

to play well with other partners

16:17

and other data sources and other

16:19

tools were rethinking that strategy and

16:21

what I would refer to. as

16:23

generative AI 2.0, which is really

16:25

just the second year into the

16:27

journey of geni. And sounds like

16:29

remarkable adoption. You mentioned 500 to

16:31

600 people internally using it on

16:33

a daily basis, for example. Can

16:35

you talk a bit about the

16:37

pathway to educating the team on

16:39

how best to use it or

16:41

how arduous that was, if at

16:43

all? Yeah, so another best practice

16:45

from another mentor, all of these

16:47

new. digital technologies, and we also

16:49

require them to watch. not necessarily

16:51

pass a test, but watch a

16:53

video. And once the video has

16:55

been completed, they will have learned

16:57

how to interact with this new

16:59

tool, this new capability, then we

17:01

give them access to it. And

17:03

so that is just kind of

17:05

a more of a methodical approach

17:07

to make sure they know what

17:09

they're doing, they're educated on powerful

17:11

aspects of the tool, and they

17:13

use it to become more productive

17:15

as a result. Yeah, fascinating. I

17:17

mentioned at the outset, the passion

17:19

you have. in driving improvements in

17:21

the company's e-commerce customer experience. And

17:23

I have to imagine some of

17:25

that is driven through Rexey, for

17:27

example, but wanted to cover that

17:29

topic a bit more specifically to

17:31

understand whether what you and the

17:33

team are working on from an

17:35

e-commerce customer experience perspective. Yeah, so

17:37

ultimately, as the Chief Digital Information

17:39

Officer, I own the face to

17:41

our customers, which is the website,

17:43

and I did not feel that

17:45

that was the face of to

17:47

the customers that I wanted going

17:49

forward. So one of my first

17:51

initiatives. after I joined was a

17:53

complete redesign of the Regal Rexard.com

17:55

home pitch. That is the entry.

17:57

If you know anything about Regal

17:59

Rexner. we have acquired a number

18:01

of product brands and we try

18:03

to showcase those brands through an

18:05

experience that initially gets instantiated and

18:07

initiated through entering into the website.

18:09

So the Regal Rex North brand

18:11

is the brand of the company,

18:13

the brand with the mission and

18:15

vision that you just described who

18:17

we are as a company, our

18:19

values, and we want to make

18:21

that loud and clear. But once

18:23

you identify that you would like

18:25

to search for our products, learn

18:27

more about our solutions. As an

18:29

example, take on Rexine and get

18:31

some images and videos and then

18:33

learn more about our products, then

18:35

we take you down a path

18:37

as personalized and specific to you

18:39

as a customer. And so I

18:41

knew with that vision that a

18:43

redesign of the website just had

18:45

to take place. We came out

18:47

with a new mission division statement

18:49

last year, so there was a

18:52

great opportunity to showcase that on

18:54

the website. We came out with

18:56

a number of different announcements. We

18:58

had an investor day this year

19:00

that was showcased very heavily on

19:02

the website. We came out with

19:04

some new products that obviously we

19:06

showcase. So as a part of

19:08

that initiative, a brand new content

19:10

management system was purchased as a

19:12

result that we've deployed and a

19:14

brand new e-commerce platform because ultimately

19:16

we load our customers to purchase

19:18

our products up to they learned

19:20

how great they are. Just two

19:22

more new platforms that help the

19:24

customer experience be better. Two new

19:26

platforms that help the business sort

19:28

of run the experience and manage

19:30

the experience and personalize the experience

19:32

a little bit better than before.

19:34

But ultimately, I think I said

19:36

these tools were purchased, the experience

19:38

was redesigned as a result of

19:40

ultimately proving the good drive growth

19:42

per company. It's striking,

19:44

Tim, again I mentioned at the outset,

19:46

you've been in role for just a

19:48

bit more than a year, and it's

19:50

remarkable to think about the change that

19:53

you've enacted in a year's time and

19:55

the improvements and the demonstrated progress that

19:57

you're describing. Can you talk a bit

19:59

about, were there any pleasant surprises along

20:01

the way that this? organization could in

20:03

fact digest all of this this change

20:05

and the improvements you and your team

20:07

are driving. Yeah so I would say

20:10

probably the the nicest surprise that you

20:12

know with with AI and generative AI

20:14

that you have to have your data

20:16

in order it's got to be connected

20:18

and consolidating and cleansed segmented if you

20:20

will and so when I joined I

20:22

had been a user of a Microsoft

20:24

Azure customer prior had a little bit

20:26

of knowledge of snowflake but when I

20:29

had joined I inherited a snowflake architecture

20:31

and platform of which the data journey

20:33

had already begun and so the team

20:35

had actually decided that with all of

20:37

these acquisitions that we had done in

20:39

the past it was probably makes sense

20:41

to integrate all the company's data into

20:43

one data platform and they were doing

20:46

that for integration. purposes. And when I

20:48

joined, I saw the work that had

20:50

been doing, I immediately thought, what a

20:52

perfect foundation, consistent consolidated global data platform

20:54

for AI and generative AI. So kind

20:56

of once again, sometimes better be lucky

20:58

than good, I believe we have been

21:00

able to do so much from both

21:03

an AI, you know, predictive modeling perspective

21:05

and a generative AI perspective, and soon

21:07

to be a gentic AI perspective, as

21:09

a result of the hard work the

21:11

team has done to clean, data, which

21:13

is a tough, rigorous, sometimes painful, sometimes

21:15

manual job. So they put the hard

21:17

work in and now we're reaping the

21:20

benefits of that hard work as well.

21:22

Well, that's really great. It's good to

21:24

give credit where credits do as well

21:26

there. We're having this conversation, Tim, relatively

21:28

early in 2025. And as you look

21:30

to the year ahead or maybe even

21:32

beyond the year ahead, what are some

21:34

other areas topics trends that excite you?

21:37

Yeah, so I there's a lot going

21:39

on up there that you could probably

21:41

tell and people can get distracted and

21:43

people could take on too much if

21:45

you don't have the right process and

21:47

methodology and model to kind of stay

21:49

on top of the technology, evaluate the

21:51

ones that you think could move the

21:54

needle and then actually bring them in

21:56

and deploy them and get the value.

21:58

So I love that entire life cycle.

22:00

Like I love that entire end-to-end life

22:02

cycle, if you will, of discovery, business

22:04

partnership, idea generation, you know, proof of

22:06

concept prototyping, deployment, and then obviously. getting

22:08

the value in the best conversations that

22:10

I have with my boss and my

22:13

peers are when we show the value

22:15

has been attained or achieved in some

22:17

way shape or form that wouldn't have

22:19

happened otherwise if we didn't follow along

22:21

in this methodology in model. So I

22:23

look forward to taking that same model

22:25

to new heights with with a gentic

22:27

AI as an example. We've had a

22:30

few that have come through this this

22:32

intake process, this prioritization process. that are

22:34

really going to do wonders for both

22:36

customer service reps and sales agents. I

22:38

think you know enough about a gentic

22:40

where that can automate a lot of

22:42

customer interaction for you and hopefully allow

22:44

your salesmakers to sell and do what

22:47

they do best or allow your customer

22:49

service people to service your customers a

22:51

little bit more than what they may

22:53

have done before because they were not

22:55

spending it and they were spending a

22:57

lot of time on tactical and simple

22:59

little inquiries. Things of that nature. So

23:01

I'm excited about that. But ultimately I'm

23:04

excited about sort of putting a bow

23:06

on 2024 and showing that all the

23:08

initiatives that we kicked up are now

23:10

delivering the value showing the the KPIs

23:12

the metrics you know the dashboards the

23:14

orders The things that ultimately result in

23:16

what was a you know fun? 2024,

23:18

but also a foundational year for driving

23:21

growth for this business, which is why

23:23

I was brought here. Yeah, fantastic Tim

23:25

I wonder before I let you go

23:27

to see if there's anything you've recently

23:29

read, watched, and or listened that you'd

23:31

recommend to others, Tim. Yeah, two recent

23:33

books that I read. Last year I

23:35

read the AI playbook by Eric Siegel

23:38

and that there's a concept in that

23:40

book called BizzML and basically it's starting

23:42

with the business case starting with the

23:44

business value business outcome before you do

23:46

any of the modeling work. Get aligned

23:48

with your business partners with your team.

23:50

about the value that that that model

23:52

is going to generate the insights that

23:55

are going to generate that value before

23:57

doing any of the technical work and

23:59

he's got a framework awesome framework in

24:01

there that that uses to to model

24:03

that that process out. So the AI

24:05

playbook by Eric Siegel, Eric's also speaking

24:07

at my Silver Fest Tech event this

24:09

summer in Milwaukee so great to have

24:11

and this word of our key notes.

24:14

The second book is called the AI

24:16

savvy leader. And that's a little bit

24:18

of a different book because that kind

24:20

of talks about things that leaders do

24:22

in the AI space that help their

24:24

teams, help their teams in their leaders

24:26

organization, know that they have their leaders

24:28

support, know that they have the backing,

24:31

know that they actually are aware and

24:33

knowledgeable about what the technology does so

24:35

I can speak and communicate about it.

24:37

in a business sense to a business

24:39

leader. And so it kind of takes,

24:41

you know, sort of I just call

24:43

it a next generation AI leader, if

24:45

you will, that is doing all the

24:48

things to communicate to peers and partners

24:50

and leaders and folks in their organization

24:52

that shows they know their stuff, they

24:54

know where this space is, they know

24:56

where it's going, and they know what

24:58

it could bring to the organization, and

25:00

they're outwardly communicating on a regular basis,

25:02

always trying to draw up that support.

25:05

and open transparency and keeping the entire

25:07

organization at the same level in terms

25:09

of education and event awareness. And so

25:11

the AI savvy leader is the second

25:13

book that I read recently. Great recommendations.

25:15

David Dukramer, the author of the. The

25:17

one is a one

25:19

is a past technique, yes, as well.

25:22

So well. good suggestions. You'll see

25:24

a post on see a

25:26

post on that

25:28

here soon. very, very good, Tim.

25:30

Well, hey, Tim, thank very

25:32

good, Tim. Well, hey,

25:34

Tim, thank you

25:36

so much for taking

25:39

time with me.

25:41

Thanks for sharing a

25:43

bit about the

25:45

remarkable journey that as

25:47

I mentioned in

25:49

just a bit more

25:51

than a year's

25:53

time has produced some

25:55

remarkable results and

25:58

looking forward to remaining

26:00

abreast of the

26:02

many results and improvements

26:04

to come as

26:06

well. to Thank you

26:08

so much you so much again

26:10

and always grateful for

26:12

your time. time. And thank

26:15

you, Peter, and then

26:17

thanks to your

26:19

team. I think you

26:21

were involved in the

26:23

early days days of a

26:25

lot of that

26:27

digital definition and strategy

26:29

partnering with medicine was with a

26:32

big a big part

26:34

of getting started here.

26:36

So appreciate the the partnership.

26:38

Thank you, Tim,

26:40

I appreciate that. that.