Banking on Digital Growth
Banking on Digital Growth

Episode · 3 months ago

222) #ExponentialInsights: Keeping Up in Transformation with AI as Your Teammate

ABOUT THIS EPISODE

Practical AI application will be the future of financial brands and fintech. By automating the mundane, sales teams will be able to give clients the human element they deserve.

Evan Ryan, founder and CEO of Teammate AI, joins the show to talk about his book AI as Your Teammate and the potential for AI as an assistant.

AI application can do wonders for your company’s bottom line - and the barrier for entry is much lower than you may think.

Join us as we discuss:

- Why AI has the potential for boundless leverage (4:40)

- The practical use case for AI in banking and fintech (16:00)

- How Evan used AI as an assistant when writing his book (25:24)

Check out these resources we mentioned during the podcast:

- Teammate AI

- AI as Your Teammate

- evan@teammateai.com

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify, or here.

We can allow the computer to be a great employee or a great assistant for you as you do your job, and then you can be even more of a hero to your customers or to your employer, or to your team or to your employees, or whoever it might be. You're listening to banking on digital growth with James Robert Lay, a podcast that empowers financial brand, marketing, sales and leadership teams to maximize their digital growth potential by generating ten times more loans and deposits. Today's episode is part of the exponential insight series, where James Robert Lay interviews the industry's top marketing, sales and FINTECH leaders, sharing practical wisdom to exponentially elevate you and your team. Let's get into the show. Greetings in Hello, I am James Robert Lay, and welcome to episode to twenty two of the banking on digital growth podcast. Today's episode is part of the exponential insight series and I'm excited to welcome Evan Ryan to the show. Evan is the founder of teammate Ai, who is helping organizations scale their businesses using artificial intelligence, and over the past five years, Ryan has helped hundreds of businesses save millions of hours using AI, and everything from small task two very complex, multi day processes. Evan is also the author of AI. As your teammate, electrify growth without increasing payroll, which is exactly what we're going to be talking about today, so that together we can demystify the complexities of Ai for you, the dear listeners, and transform that complexity into simplicity so that you can identify opportunities at your Fintech or your financial brand to maximize your future digital growth potential. Welcome to the show, Evan. It is so good to share time with you today. Buddy, thanks for having me. I'm really excited. Before we get into talking about your book, Ai, as your teammate, what's good for you right now, personally or professionally? It's always your pick to get started. Well, what's not? I'm traveling the world right now as a digital nomad with my lovely girlfriend Um. We're both still running our companies, so we're still working our jobs, but we're right now. I'm taking this call from Zagreb, Croatia. A few weeks ago I was in Barcelona for the month. I've spent a month in Italy and I'll be going to Turkey and then off to France and Switzerland, all sorts of fun places. Um, but I guess it's it's really what's not and on the professional side, I think we're shipping great products. My team is shipping great products right now and I just love, Love, love working with them. Um, just actually the other day we shipped the product that's made a massive impact for for one of our customers. I'm excited to talk about it. But Um, yeah, I think everything is pretty much going well. Yeah, it's so important, I think right now, with all of the okay infusion and the chaos and the conflict that is we perceive is going on, how critical. And maybe we'll just start here and we'll get into the book, because I've got some thinking on this. Maybe the most important technology to master in the age of AI, as I'm calling it, is the technology that sits between your ears, um, because it's like how you perceive what's going on the world around you and the the need to to find clarity, because the lack of clarity, I think, makes people feel very uncomfortable with the idea of AI. It's so big, it's so massive. Where do we even begin? With that. You wrote the book on it. What's your take on that? There? You know, there's enough chaos in the world right now, and it doesn't matter if you're listening to this in in ten years. There's enough chaos in the world right now. They're always will be to kind of satisfy our need for chaos.

I think as it pertains to Ai, you know, the most difficult part is defining it and understanding what it is and what it is not. So I think where anxiety and where hesitation comes in with AI is in not knowing what it is or what it could be, and so I think, yes, the best thing to master is to master your mind. Um, but defining AI is a great start and in kind of overcoming the possible fear. And we just define it as data with a task. So what that means is that we're taking something that is currently being done by you, but it's on your computer screen, and we're saying, well, why does it have to be done by you? Why can't it just be done by the computer? Well, what would that leave for you? So let's go through the what if. So if you take the stuff that you do on your computer and you just allow the computer to do that. Well, what does that leave you doing? Well, it leaves you doing things that are creative, at leas you doing things that have never been done before. It leaves you using your imagination, it leaves you communicating and creating personal connections. Right, it leaves you doing these things that are, I think, the real reason that we get out of bed in the morning. Um, it allows you to not be spending so much time doing boring things like moving data from excel into power point, right. And I think that, right there is so important to q in on, because if you think this idea of the doing, and in my second book, banking on change that I'm writing, I write about the four seasons for exponential growth, there's a season to learn, there's a season to think, there's a season to do, there's a season to review. Where I see so many people get trapped, though, is in the doing of the work, and we even attach ourselves to that doing. But now enter AI, the age of Ai, and, as you write about in the book, Ai Is Boundless Leverage. And so you know, I think we rolled this back to provide some first and foremost, clarity. Let's define what this is from your worldview, because, as you write about in the book part one. It's important to understand AI and its potential beyond these two letters artificial intelligence. What's the story behind the story? Yeah, yeah, so uh, when I was a senior in college, it was so yet another time with plenty of chaos. It was right before election and I went to a conference and they had the number one ranked AI researcher in the world and they actually ranked uh speak about what you could do with ai back in and at the time he had a company that could better diagnose cancer from like CT scans and Mr Eyes than a team of board certified doctors. I thought, well, you know, if that's what you can do now, what are you going to be able to do in thirty years, or forty years or fifty years? And for me personally, I don't like doing boring stuff. So for me, like I try to live my life as interesting as I possibly can. I don't like doing things that are monotonous and I don't like doing the same thing twice. And so I thought, well, you know, could you use AI to just get rid of all the boring stuff in your life? And if you do that, then either you have more boring stuff or new boring stuff that you've created or you're just left with only interesting stuff. That sounds great. Now that's just what we try to help other people see. Is that the stuff that you do during the day, the stuff that you do that you don't even think about the fact that you're doing. You just do it because you got to do it and that's how you were taught to do it when you were in onboarding, when you're in school or when you're training or whatever it might be.

That doesn't actually have to be the case. We can allow the computer to be a great employee or a great assistant for you as you do your job, and then you can be even more of a hero to your customers or to your employer or to your team or to your employees or whoever it might be. So that's that's really where we focus. It's not about this big, complicated, you know, self driving cars or the facebook algorithm or the twitter algorithm or how many twitter bots are there versus how many aren't there. It's not about that stuff. It's about can I do less boring stuff and more interesting stuff and lead a more enjoyable life and lead a life it's more fulfilling? I appreciate the title of the book. First and foremost, AI is your teammate, electrified growth, with without increasing your payroll. And I'm really inspired by the works, of the writings of izzy Sharp, who was the founder of the Four Seasons Hotel. He frequently spoke about the need to systematize the predictable so that we can humanize the exceptional. Or, in your case, let's just do more interesting work and let the AI, the computer, take on the mundane, the boring, the repeatable. wrote, if you will. I want to get your take on this. Common misconceptions that people have about having ai as a teammate. If, if, if there are the things that you hear that you just disagree with, what would a few of those be? Off The top of your mind? The easiest one is that it's very expensive. It does not have to be very expensive. If you're doing something really complicated, maybe it is. If you are trying to do self driving cars, then yes, AI is going to be very expensive, but if you're trying to take your latest stripe transactions and you're trying to put them into quickbooks, it's not very expensive. If you're trying to like populate insurance documents, because you run a multifamily office and have them be prepared to all you have to do is review them, but you don't have to have that team number right them. That's not very creative and it's not very expensive. So that's the first thing. Is is not expensive at all. The second is that a lot of people think that in order to use ai you have to be a developer or you have to hire a development team. Even worse, I don't know very many people. I run a software company, but my favorite thing to do is is ask people, you know, when's the last time that you readed your website, right, and they'll tell me it was a year ago or two years ago, three years ago. And then I asked you, how did that go like? Was It an enjoyable experience for you, or or was it over budget and behind schedule and it was a pain to deal with and all these kinds of things, and and almost universally people say, oh, well, like it was that and I didn't really enjoy it Um and I think a lot of that comes down to having the wrong people on the but so they can't imagine bringing in a development team. They're not technical right, they're not running a software organization. So they don't want to bring in their own technical team. But you don't even need coders to do it. You can do this stuff without having a single bit of code, Um and you can start using Ai, I mean for free in minutes. Low Code, no code, dragon drop right. I can drop their AI platforms now that are like ten or twenty dollars a month that will use ai to write all of your marketing copy for you. And I think that's an important note through through this context of using AI and really viewing ai as a teammate Um, because this is a thought experiment. It's it's what what can maybe? What are one, two or three things that we can look at within our own organization, and I would say dive deeper within your own department, whether that be marketing or cells or operations or HR, because I think that's where the complexity comes back in. We...

...think of AI at a broad organizational scope and we try to like fit this into the organization, but maybe if we brought it down to a team level or or even smaller, an individual level. There was an article on the financial brand that noted a recommendation was looking to hire external ai talent, but I say it's not just a talent. It's really identifying the business opportunities in the use cases, first and foremost, because we're talking so much about people, but we don't have a place to put these people yet to learn, a problem to solve. I am I mistaken with this. Well, let's go back to to your four seasons. Yours were learned and then think and then do, and then reflect. And where people want to start as they want to start by doing. They're like, okay, let's do it, and then the next thing that happens is they say what do we do? And then it's like well, well, how can we use AI? And now then they and so they kind of back their way into the four seasons. I think, at least that's what our experiences Um but ai is it's a high level strategic viewpoint for C C suite executives, but it's something that the lowest levels of the employee of the Organization can be implementing. Yeah, exactly, and I think that they go to a conference or they read a white paper and then they get all excited about the potential. They bring that back into the team. The team doesn't see what they see. So now it's really it's a it's a communication challenge, but I like going deeper within the organization, from from the top level to the team, from the team to the individual. One of my experiences of of working with financial brands of the last twenty years is to create frameworks to simplify very complex ideas. And in your book you You have an AI success formula. That might provide some clarity here. What's what's the formula for Ai Success? Yeah, so it starts with just understanding what you do in a day or in a week or in a month and writing that down, even quarterly still. I've not been doing this for quarters Um even quarterly still, I write down the things that I do and I'm shocked at how much busy work I'm doing, at how much I could be automating, as I mean, it's just it's never ending. It's never ending the opportunities to automate stuff. So it starts by just understanding this is what I do in a day and then kind of creating a score around it, like so score that activity from a skill of one to five, where one means I absolutely hate it, I never want to do it again. It actually makes me angry, and five me I love it. I wake up in the morning looking forward to doing this and it gives me a fulfillment. Start with the stuff that ranks as a one. Yea proprobably started the stuff that ranks as a one and takes the most time. Yep. And then from there. You don't necessarily have to be the person who automates stuff. You can hire people to automate things or you can use a tool like Zapp ear or like Microsoft power automate or I F T T T or whatever you might want to use. But start with the stuff that you hate, because nobody likes to automate fun stuff. Everybody likes to automate boring stuff. And then, and then you can automate the new boring stuff as that comes up. But I think it's the easiest way for the low level employees to feel like they're getting something out of it and the C suite to do change management. Digital growth is a journey from good to great, but sometimes this journey can feel confusing, frustrating and overwhelming. The good news...

...is you don't have to take this journey alone, because now you can join a community of growth minded marketing and sales leaders from financial brands and fin techs who are all learning, collaborating and growing together. VISIT DIGITAL GROWTH DOT com slash insider to learn more about how you can join the digital growth insider community to maximize your future digital growth potential. Now back to the show. Yes, because you're involving the entire organization through a transformation experience, and that's one of the biggest reasons we look at digital transformation initiatives having a failure rate, and this has been confirmed by all the bigs, BCG, mackenzy, assenter. Doesn't matter. It's the patterns of the same, the problems that technology, the problems the people who are having to implement the technology and they resist that change. And so you're involving them. And I like your daily practice of, you know, inventory ing all of your activities because that allows for some pattern matching. And then we have a very similar exercise because you kind of go through and is this distracting me? Can I delegate and elevate this, or should I just delete this altogether because it's not creating any value? And I've been doing this because it's the way that it's always been done. Um, when when you look at particularly through the Lens of of banking and the risk aversion and slow adoption. What are some roadblocks do you feel that could be holding leadership back? And then I want to circle back to one specific tool. I don't know, it's getting a little tactical here, um, but it's it's something that I think is interesting would be very helpful to talk through as a practical use case going forward. Let's talk roadblocks. First, the biggest roadblock that I find in in finance, in banking and largely just in industry is what if the AI does the wrong thing? M They're kind of like there are a couple of angles to go at it. The first is when a human does the wrong thing, then you can either reprimand the human or fire them or or whatever, but how do you fire an AI? The second is when a human does the wrong thing, the human like can fix it and when the AI does the wrong thing that it might be more difficult to fix. Or maybe it happens and it happens at a greater scale. The wrong thing happens ten thousand times instead of once. Right. My question is actually I'll tell you a story and then I asked the question. So, when facebook was starting to scale really big Mark Zuckerberg was asked, you know, what's the difference between like running an organization full of all these people and being in your dorm room, and he said the biggest difference is that computers do what you tell exactly what you tell them to do, every single time without fail, and humans don't. And so my question is is, what if you could free your humans up while getting even better reliability? So what if you could lower your error rate inside of your world, inside of Your Bank, inside of your documentation, your paperwork you're logging, whatever it might be, and you can get better output out of your employees? Or and you could increase your employee satisfaction and you lower your employees turnover. As you're talking through this, you've used a couple of what if statements and and and my my developer days are coming back, and that's why I want to circle back. You've used some and or statements and you mentioned I F T T T um. If that, then this. Let's roll...

...this back and make this really, really practical for someone listening who they might be thinking about Ai. The conversation is happening at a boardroom level, maybe at a team level, but it's still I don't really get it. I don't really see the practicality of it. I mean, I think this is a really easy use case in almost everyday life, even personally. Number One, what is I F T t t t t t or Zappier or power automate? They're all competitors. They will largely do the same thing. Um, it's a platform that connects different pieces of software together. That's it. So it connects stripe with excel or or Google sheets with paypal to use financial examples, or excel to outlook. So when something happens in an excel document, send me an email or send me a slack message. Yeah, those kinds of things. I think the easiest way to kind of get an intro, especially at financial intro to ai at financial institutions, at banks in particular, is not to try to do an organizational overhaul. We like there is no hill at a for a bank to storm. That is we are going to go take on AI and we're gonna be the most digitally enabled company out there right. That is not the thing to do, I think. If you're trying to have a long lasting AI impact inside of your organization, what I would say is I would challenge just a few of the young people inside of Your Organization that are technologically savvy, and I would say first, write down everything that you do in today and then, second, use one of these tools like I f t t t or Zapp here to try to automate a couple of your workflows. Just just do it for you and and those people if they can automate those workflows. You know you can, like they get longer lunches because they get in the same amount of stuff done, or there's some sort of incentive there. But start with the young people that are already technologically savvy and allow them to automate aspects of their day. If it's something that they really enjoy, if they're finding a lot of value out of it, then the word can spread or they can become the people that are helping other people automate things. It's not something where you're gonna say this is the North Star and that's where we're going it. It really is kind of a grassroots campaign inside of banks. As you were talking through this, you know, and I think about those four seasons for exponential growth. Learn, think do review. There's so much learning opportunity here to first and foremost see things differently than how we saw things before, because when you see things differently than how you saw them before, you what you think differently, and this is a fantastic exercise to create awareness into what those opportunities might be. And then, like you said, there's no hill to storm. Pilot program small winds, incremental steps. Progress is greater than perfection. But there's also opportunities for collaboration here. Um, and you know Dan Sullivan, who's connected us together through strategic coach. He has such a great simple model. When you're going through a lot of these thought exercises, the complexity arises. When how are we going to do this? No, who, who do we need to collaborate with to make said reality possible? And if all creation begins in the mind, that's the whole thought exercise here. I don't know, we're getting super philosophical, but I like going into the space. Who does that have to be a person anymore? Who could be a platform? And that...

...is a big transformation of thinking, I believe, for a lot of leaders in the financial services space. But if we can make that one small shift envision, then the exponentiality begins to slowly open up. And what's your take? On that, the idea of putting the WHO before the how in solving some of these, I would say smaller problems. are ways to optimize, optimize something that we're already doing to make it even that much better. I think, I think that you're you're right on the money there. I would say that let's go back, go back again to the four seasons. So learn, think, do and then grow. Well, it's very easy to say how do I learn or where do I go to learn, versus who do I need to learn? So you by implementing this, this type of a methodology where you take the couple of young tech savvy people inside of your organization. They're learning, but they're also learning how it could be broader, spread throughout the bank, throughout the institution, and then once they like, you can almost treat them as like little mini internal consultants, and then once they present that to you, then you can think about, well, what are the ways to help spread this out inside of the organization, to incentivize people properly to that they're starting to use this? What are the ways that we can see the benefits here or what are the priorities for something like this? But it starts with, not how do I learn or where do I learn? It starts with WHO needs to learn. I think you can correct me on this. And then you know you're spot on with your thinking. They're learning their thinking, they're doing and then they take it to you so that you can learn. Think, and yeah, yeah, and that's the whole thing. Is like the way that I'm thinking about this when, when, when writing banking on change, is, instead of trying to transform at an organizational level, then shove that transformation down to the team and then from the team to the individual, where there's gonna be a lot of inherent resistance. You start at the individual, then work to the team, then work to the organ and it's the it's this kind of, you know, ancient wisdom of sometimes you're the teacher, sometimes you're the student. Either way, there's always gonna be a lesson to learn here. I want to come back to, you know, another very practical application when it when it came to your own experience of writing the book. Um, I I think this is such a Meta perspective, but you used ai to write a book about Ai. You literally and figuratively used ai as your teammate in this process. What's the story there. Yeah, so dance all of them. For the CO founder of strategy coach is a great quote. He said the author and the Typer of the book do not have to be the same person. And when I was sitting down to to write the book, what I did not want to have happened was I did not want to stare at blank cursors like in a word document and you know, Click, click, click, and you know where do you start? So instead I made a rough outline and then I had six or seven people interview me for two hours each about that outline and they basically just say what do you want to say, or what do you mean, or can you tell me a little bit more about this? And we used ai to transcribe all that. Then what I did was I copied and I pasted it into the word document, the transcriptions, and now, instead of being the author of the Typer, I was the author and the editor. Then we went through twelve rounds of edits. All that took place, including twelve rounds of edits, in six weeks and it was off to the publisher, wow, and I was still running the organization at the...

...time wow, and I have a lot of connection to that because, you know, writing one book, working on a second book, we're leveraging AI as well. From the transcription perspective, there's there's a there's a speed there um same thing, like this podcast. This podcast is going to go and get transcribed by ai for literally pennies Um compared to what it would take to for someone to do the full transcription, and then that goes off to a writer. But I'm even looking for other ways to leverage all of the content that we create with Ai. So, for example, then you can reverse engineer an article and then turn that into video content. I mean there's so once again, the the the ideas. That's it. It's just it's what do you want to do? What do you want to do like like really create a V and I think that's why vision casting is so critical. And coming back to those four season for exponential growth, break free from the doing at least once every ninety days to just stop and pause so that you can review what you've done, learn about those experiences and what's what's the kind of the one or two key insights, and then just take time to think about what you want to do, to do even better going forward, and then really consider the WHO before the how and that ai can be your teammate and and there's collaboration opportunities. You know, it's it's it's really abundant. All not no. You know you've you've been collaborating with Bill Bloom on an initiative here within the financial services space, Diane money. Bill and I have had some great conversation on the podcast about the journey so far. How has that experience been from Your Lens, because it is a collaborative effort here. I think, just like there's a lot of confusion and there's a lot of hesitancy around Ai, I think there's also a lot of confusion and a lot of hesitancy in the minds of lots of people all over the world, especially as inflation is is rising. Hopefully turning over, but inflation is rising, as costs are going up, as it seems like there might be more chaos than usual. And how do I handle my personal finances? And the mission of Diane Money is to put your financial life on autopilot. So, you know, really using ai to say this is how you need to live your financial life in order to achieve your goals. I think what's been interesting for me in the collaboration is seeing how the legacy industry works and seeing, oh my gosh, like there are so many ways that the legacy industry could could modernize, not just to create more value for their customers, but to capture more value that's been lost. Um, like one of the big things is is like all the data that could be collected. I mean it is stunning to me, as I learned more and more about the data that could be collected, that it's not being collected and then, on top of that, the data that is being created. I heard a story. This is not part of the financial industry, but it's similar. In the financial industry. I heard a story there was an airline that was valued at ten billion dollars. They took all of their data and they put it in a separate company. They had that they had that separate company valued and that company was valued at forty billion dollars, which means that the airline operates as operates airplanes as a way to collect data. I told I heard that story from Selee, mismail and H and I think you know that's airlines. What about finance? And so I think it's just and very interesting to see how slowly the legacy organizations...

...move. I think what that means if I'm a banker and I'm listening to this right now, bottom of the first inning, top of the second inning with Ai Um like, still so, so early. The hype is still super real there. But, but, I mean there's such an enormous competitive advantage that can be gained by using this and by using your team to create an even more human connection with your clients or in new initiatives or to expand your territory. That's a great point about your team, not just ai as your teammate, but also learning together, thinking together as a team, because we understand when we can go back a hundred of years to the writings of Napoleon Hill and the idea of the mastermind, and we're I mean, that's why I'm getting so much literally energy from this conversation today, because, you know, our minds are sinking up here. We're creating. We're literally creating together. This happened so many times on this podcast and you could have a hundred ideas, but it's just that one idea to leverage that next potential exponential leap as an individual, as a team, as an organization as we start to wrap up here, I want to bring it all back down really, really small, really really tight, because let's talk about next steps to establish a habit of thinking about ai as your teammate. What is one small, simple step that they can commit to today to begin to establish that habit going forward on their own journey of growth? I think, just to provide one clarifying point, Um, what you and what your listeners are looking for is practical ai today. Yes, and like the fastest way to never readdress ai again is to dive into the research or to dive into academia or in the lower level of workings of how Ai Works. Like that is not the place to start. The place to start is to read about who else is using AI and how are they using it. So what are the ways that people are automating things? Like look at the case studies for a company called Ui path Ui path um builds a suite of software solutions for automation and for AI. Look at their case studies and start to understand, you know, how is everybody else using this, and then you can start to think, you can start to Orient your mind around it. Their use cases probably aren't going to be the same as yours. But if you're somebody who's looking to automate your accounts, receivables and whatever form that could be, a R is a r and so you can apply that knowledge to to your organization, to Your Business Processes, to whatever your receivables model might be. So I would definitely, definitely, definitely start there and just read up who else is doing this, how are they doing this, how are they implementing it, I mean, and then discussing it with your team. You know, what are the ways that we could use this properly, and thinking about incentives for your team to be using it. Um. I think that that's really where you want to start, and then let who's take care of the implementation. I can't help but see some type of an AI summit or cohort come together with this to where it runs on a ninety day model, Um. So over the period of ninety days, as an individual, you are learning, reading,...

...hearing, but, more importantly, you're also doing some thinking, reflective writing, really kind of distilling down like the patterns. That's like that's the core essence of all of this. It's pattern matching, because if you can distill down the patterns and and I'm a big believer by and I had a keynote about this a couple of years ago, go look outside to grow inside. I think the more that we look outside of the industry, the more that we can gain inspiration of what we can do within the industry. So you learn and think as an individual and then you come together as as a cohort um every quarter and you block out a day and the first half of the day what you learn. But you distill it down to maybe one or two, no more than three, key insights. And then, out of these three key insights, here's one practical application, because I am agree with you. It's the practicality here. It's like, okay, here's the practical application. And then maybe you have, you know, five or seven people in this cohort and more than ten, and everyone's presenting in the morning and then you up vote it in the afternoon, like now let's like let's prioritize here. What's Real, what's, you know, maybe not so real, and then we get to our top three and then out of that, okay, we're gonna pick one or three, no more than three, to begin to pilot over the next quarter and then we're gonna come back and repeat this process. I don't know if you're talking through this right here. It's like something's developing in my mind to make this reality, for to make it a practical reality instead of just all of this theory and academia I think so many people get stuck in. I think that this is worth a further conversation. Yeah, we're actually seeing a huge need for something like this as well right now. It's really interesting to say, you know, I read your book, it was so good. Where do I get started, you know, or how do I get started? And it's like, well, you know, how do you how do you want to do it? Um and, I think I think bringing it into people's offices or bringing into people's work lives and saying, you know, this is what works for a lot of people, but let's talk about what works for you, is a really interesting way of going about it and it's definitely worth another conversation because I think there's so much across the line we can we can learn so much from others, Um and. I think we, particularly when we get into a leadership position, it's like we think we have to know at all, Um and that just can no longer be the case in the age of AI. Transformation is happening too quickly. Um, right, and I'll tell you. This was a couple of years ago, but I had a we had a problem inside of our organization. It was a big problem, and I went to my team. I said, like, I run the AI company and once my team I said, like, how are we going to solve this, like who do we need to hire or solve this? My team comes back two days later. They said, we think that we found an ai that could do this for us. That AI has saved us. It's thirty dollars a month. It has saved us a hundred thirty dollars a year. And so, you know, having that kind of having that kind of a discussion surrounding I have this problem or I have this need, or this is a thing that we really need to be reliable. How can we do that? That kind of thing pays for itself and it pays for the investment of the time, it pays for the change management immediately, because now I sleep well every night knowing that that ai is working for me. I think even it's deeper than that. Um, and I think about this through the Lens of financial services, whether you're you're in marketing or cells or ops or technology, or it doesn't matter what, where you're at. But it's something to consider as we wrap up this conversation and a question to take forward. How many millions or even...

...billions of dollars are you losing because you just don't see something, because you just can't see it, because you just don't know? And that's okay. That's where I believe learning and growing and thinking together helps us see things different, to think different, but it's also important that we feel different too, because otherwise the future becomes the predictable past. That the desire to actually turn that insight into action has to be greater than the desire to remain the same. But when we reach that tipping point to apply that knowledge, to view ai as a teammate, that is where we can act upon that knowledge to do even better, to stop losing those millions or billions of dollars. Evan, this has been a fantastic conversation. Someone wants to continue the discussion with you. What is the best way for them to reach out and say hello? Number One and number two, where can they get a copy of the book? Email me Evan at teammate AI DOT com. I will actually get it, um. I do have an AI that works in my inbox file. Will actually get your email, Um, and you can get a copy of the book ai as your teammate on Amazon or anywhere where you get books. Get the book. Connect with Evan, learn from Evan, grow with Evan. This has been a lot of fun. Evan, thank you so much for joining me for another episode of banking on digital growth. Thanks for having me. I really enjoyed it as always, and until next time, be well, do good and make your bed. Thank you for listening to another episode of banking on digital growth with James Robert Lay. To get even more practical and proven insights, along with coaching and guidance, visit digital growth dot com slash insider to join a community of growth minded marketing and sales leaders from financial brands and fin techs. Until next time, be well and do good. I have say a bay in the F.

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