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75 Cents an Hour to Advising the Dow Jones 100 · Mork Unfiltered

• speaker-0: twelve years old and my father passes. speaker-1: You're twelve years old, you're getting up and going to work at five o'clock in the morning. speaker-0: I I sent out a hundred resumes. Not one call. speaker-1: Let's switch to the elephant in the room. speaker-0: Which is artificial intelligence. Millions of dollars of of value that they're leaving on the table. speaker-1: Yeah. And then the AI is gonna tell you how wonderful you are and that your colleague is speaker-0: It always tells you what a great question. speaker-1: That was an amazing that was a good insight. What are what are companies getting wrong about investing in their people? Welcome back to Mork Unfiltered, folks. My guest today started working at the tender age of 12 years old. Factory floor, 5 o'clock in the morning, 75 cents an hour, feeding the line, packaging the finished product, going back and forth. From there, six years hauling boxes at UPS, then a utility company, and then one day helped start a company with 26 other people, which ends up becoming a public company a mere 11 months later. Today he runs Global Talent Strategy for a company that advises almost every name on the Dow Jones. Three decades there. And he has very specific advice on why 91% of companies have launched AI and almost none are getting what they paid for. This is a conversation about work ethic, resilience, and what AI cannot replace. This is Mork Unfiltered, and this is Harry Osley. Harry, welcome to the show. The factory floor. You're twelve years old. You're getting up and going to work at five o'clock in the morning. Take us back there. What put you in that situation? speaker-0: So, first of all, Patrick, thank you for having me on the show. It's a wonderful to be on the show. what put me in that situation? Unfortunately, my father is my parents are kicked out of Cuba. We come here, and I'm I'm 12 years old and my father passes. And my mom and my father both taught us resiliency and the and the ability to persevere. After a few months of mourning, several months of mourning, my father passes in March. So by June she had she had told us we had to go to work. And a family member who was very close to my father worked in a factory not far from here in a place called Hyalea. Yeah, sure. So not a lot of folks might know about Hyalea. I think you and I know about Hyalea. And and we were we were told to to go to work and and and you know and and to start making a living. It's where I really understood. the value of working and how to make a living. It also taught me even I mean, it was in in these in the it wasn't in these words, but I saw the the value of process, technology, and people. Yeah. Production line does that. So I was responsible for supplying the production line, glue sticks or glue tabs for the glue guns, staples for the the staple gun to to complete the the boxes at the end. I had to build the boxes at the end. So I had to supply the line and be fast enough to be back to package the boxes as as the they were we were building stereo equipment. Yeah. You know? And we were building it for a company called I don't believe they're around anymore, Julieta Electronics. I was building they were building stereo equipment, speakers and what have you. You got two speakers and stereo equipment. And I was responsible for putting that together. What it taught me was the value of working hard, of having to wake up every morning, of having to, you know, have my mom give me prov you know make me my lunch, how to how to heat my lunch and then how to bring a paycheck home, which I suspect was under thirty dollars. I never saw a paycheck for the first three or four summers that that I that I worked until I started working at at UPS. speaker-1: I mean you know, we take it for granted when our kids go to school that they have that kind of normal lifestyle, right? speaker-0: Yes. speaker-1: What do you think you lose when you don't get that as a kid? speaker-0: What you don't get, I suspect I don't know quite the answer to that question. Because I know what I did receive. Right. I don't know what I what I lost. Right. I think what I lost, quite frankly, was in in on a personal note was time with my father. Sure. I saw everybody else playing with their father. And my grandfather was there, my his father was you know, be b you know, kind of became kind of our guiding light. But my mother took up the reins and I don't know if I lost I lost that. I lost the interaction with my father to be able to be able to speak to him and and provide me guidance and that other other children my age had. but I got some of that guidance from from my mother. But I what I did get, Patrick, was the ability to be more empathetic about that. So when As a father, I've been more empathetic about that and guiding my son and my daughter through those things. So I I don't take that for granted. speaker-1: I I mean you learn a lot about resilience, right? You talked about that earlier, you know, having to having to get back over and over. You know, was there a particular event or moment that really shaped the resilience that you learned at at that early age? speaker-0: I would say yes, I would say seeing my mother do it. She was a housewife. Right. She did not know English. If you spoke to her in English, she she knew what you were saying. She could not speak English. There's this there was this you know, this wall that she had and she couldn't s speak it. But she knew everything she know that she knew what you were speaking. She could hear you converse and then and and then react to that. But seeing her come be a housewife and had limited education, she then started a daycare in our own home. And it started with one child, two children. It turned Patrick into thirty children. Wow. So she b went from a housewife to an entrepreneur. I later sold that business and and and did quite well with it. But to your question, what was that? Seeing her wake up every morning at five o'clock in the morning speaker-1: Became the model. speaker-0: that became the model. I lived it. It was in front of me. Mm-hmm. So to not be able to understand it or learn it, you didn't quite have a choice. speaker-1: How much of a driver does that become for a young person in terms of wanting to succeed and build a better life for yourself when you go through something like that? speaker-0: Huge. By the time I was sixteen years old and I found a job at UPS and I'd worked there for a number of years, a year of high school and a year and four years of college. By the time I started working at UPS where others were just starting to work, I knew the value of doll of a dollar. Right. I knew what it took to be on time. Right. I knew what it was to Patrick, I hate to say it, but I was just older. Yeah. I was sixteen, but I was twenty seven or seven. Now I don't know if why is beyond my years. I don't know if you but I had experience. I I did I I did have experience and and what that to your question, what that taught me is I knew that that you had to persevere through through things. My when my father first got here, he was from a very rich family who had a lot of the land around Guantanamo. He was raised on Gitmo, which is the base which is the base. So He came here with all these languages, started selling senior sewing machines door to door in Key West. That taught me perseverance. Yeah. My mom taught me resiliency. Right. You dealt something, it's you lament it, you you you you you gotta cry about it for a little bit, and then you gotta you gotta continue. speaker-1: There's always some there's always a challenge when you come from such a humble, tough beginning that because you do relatively well, your kids have it better. Right? speaker-0: It is. Right. speaker-1: Yes. So and so as a father, one of the things I'm always curious about in the in the in the case of stories like yours, is how do you then like what's your approach to parenting to make sure that your kids understand the value of money? speaker-0: I think that you have to tell them these stories. Yeah. I think it and and you and you have to do what we're doing today. What I what we're doing today is beyond the podcast. Yeah. What we're doing today is keeping their legacy alive. Exactly. Right? So I think that is very, very important. That's number one. I think that number two, you you can't you know, every generation thinks that you know that the next generation is a little softer than they are. Yeah, yeah. speaker-1: So that's so true. speaker-0: Sure. I mean every generation. And then you know, you get into the sixties and that generation, you know, they're saying, you didn't go speaker-1: You guys didn't go through the war. We didn't. speaker-0: So there is some of that. So you have to be care you have to be I don't know if you have to be careful, but you have to understand that. You have to be a little empathetic, but you can't be so empathetic that you cuddle them. Yeah. Because you're not gonna be around there them ever every step of the way. They have to understand, especially raising children in Miami. Yeah. You have to be understanding that that life is in front of them and they you have what you have to do is prepare them to make the right decision. And My mother with her again, with without a father, without that guiding light, she was able to say there's right and the wrong. But right starts with with by getting up in the morning, making your bed. If you you had to make your bed, you had to yeah, it was like clockwork. It wasn't like a military regime or anything, but there was there's there was a certain sequence to everything. And and back to your question, seeing her do it was very important. My brother and I speak about this all the time. We speak about the fact that We did not we weren't angels. Right. But at the end of the day, we did not want to mess up because we didn't want to make her sad again. Right. That was like the biggest thing. Yeah. And when you speak about how do you approach your your children, the next generation, you you show I think you you have to show that of how you live every day. Yeah. You know? They they've seen me for a number of years travel, get on planes, leave on a Sunday night. Come back on a Thursday, work with all sorts of companies as as you mentioned in the in the introduction. they've seen me on stage, they see who I am as a everyday person. I think that's the guiding light that you have to speaker-1: You then go to UPS. What what was your biggest takeaway and how was all of a sudden working in a bigger, more sophisticated, you know, well known company different from what you'd experienced on the factory floor? How did that change you? speaker-0: It it changed me in a way that first of all it's very tough work. I wasn't loading if if people understand the the the model, there's these smaller trucks that the trucks that deliver your packages at the home. I wasn't pack I wasn't loading those. I was loading the eighteen wheelers. Big speaker-1: okay. speaker-0: box. The big the big the big guys, the big trailers. Yeah. And though and those big trailers I was loading two a night. Though I was going to Atlanta, so every on average, every truck had about three thousand packages. So six thousand packages a night. And and what it taught you was to again be resilient. Yeah. You start and I wasn't that I was al I've always been b was extremely skinny and I think I weighed a hundred and twenty five pounds when I was there. Same height, a hundred and twenty and and you lose like twenty percent the first couple of weeks. So you have to be resilient. you have to show up and and I then they hire you during the would hire you during the Christmas season. Right, of course. That's where all the big packages come or the the load comes in. And then and then either they let you go because you didn't have what it took, or they kept you. And I knew that. I knew that. So I worked extremely hard. I understood what what UPS taught me was like in the factory what taught me is you know the combination of supplying a line, the process work, the technology, whether the there was limited technology, but the technology and and obviously the people. What UPS taught me was the fact that you had to be resilient because the work never stopped. Right. It was wave after wave after wave. And so my the ability to be resilient was helpful there. And also taught me how to work within the team. Yeah. Because there's a there's a sorter, there's a team, the the next the next person next to you back then was the next guy next to you was was no not as busy, he would have to come in and jump in in in your truck and help you out. And then you would have to do the same thing for them. So it was a combination of of of teamwork and understanding that if if if you were if you should have and worked hard and were a a a team player, you can get through the night. speaker-1: And you did that for how long? Five years. speaker-0: Five years. Five One year of high school and f and four of college. speaker-1: Right, okay. So you were doing this while you were studying in college? speaker-0: Yes. speaker-1: Okay. And w what did you study? speaker-0: It was, you know, I I I was studying and I think I was really smart about what I studied. I was a finance major with a computer under minor. So certification in computers. So back then it was like cobalt programming and all that. And so I I I learned programming and I've and I say I learned programming, but I had an uncle who back when I was probably like fourteen or fifteen years old. I I gave me an old Commodore sixty four. speaker-1: I had one of those. my god, the brown machine? The like pale brown one? speaker-0: One? Well it it was it was just a keyboard. Yeah. And everything was in the keyboard and then you attached it to your TV speaker-1: Yeah, exactly. speaker-0: and you programmed. Yeah. And I learned how to program at fifteen or whatever it was. And I s and then when I when when I started University of Miami, I bought myself a Texas instrument programmable com calculator, programmed that. So I would get the class prepared and I had a I I had a I d I love technology. Yeah. And and with that so I said, Okay, I'm gonna study a business a business degree, finance with a minor in in computers and I th and I thought that combination was was really speaker-1: What was your logic for that? What wha why why study finance and and computers? speaker-0: Because I always said I th I always thought that that computers was gonna be like the future. Right. I always even at UPS when we were at UP when I was at UPS, I think it was my second or third year, they bought like a the first kind of like Apple. Mm-hmm. They didn't know what they're speaker-1: Yeah, the two well they added. speaker-0: yeah, and they were it was just sat there. I think I think they were plugging numbers in and you would see a number come in and another number come out, and I would said, Okay, this seems to be Like they something that can change the way these packages are gonna flow in the future. Mm-hmm. And I just ha had that insight. I I wanted to study computers, one because I liked it and and technology. I won once one because I liked it. And the other, I thought finance, you can always find the you can always find a a job in finance, which I was wrong because when I graduated unemployment was seven point two percent. Wow. speaker-1: I can't not ask you this question because it's so relevant. And I have a son who's 19. Yeah. And he decided not to go to college. You know, he's decided to try to do day trading. And he decided, look, I don't want to spend four years. I don't even know if college degree is going to be valuable in four years. Right. What's your take on that? What what would you advise young people today? speaker-0: College is not for everybody. Yeah. Because I've seen the the I've seen the opposite side of that where in my experience in the US, yeah, we had a we had a production line of getting you had to do it because everybody else was doing it. Yeah. I have a very successful number of friends, one a cousin who got a G D, started at a an air conditioning company, and is doing fabulous. Yep. Trade schools are for certain individuals and they should not be overlooked. Yeah. speaker-1: I I agree with you a hundred percent. speaker-0: Robert Baker, I think, is air an air airline mechanics school right down the street. Yeah. Phenomenal school. Yeah. Phenomenal. my uncle, who who passed away, passed away with a lot of property. A lot of money, Patrick. Never went to never went to school. was was aircraft a manager the manager of the of the crew that cleans the air. speaker-1: Yeah, I look, I mean, I you see it every day, you know. You see I agree. speaker-0: That for university not for everybody. speaker-1: I agree a hundred percent. I mean, I did it, I'm glad I did it. I needed more structure, you know, I wanted to learn, I was curious, right? I was blessed to have a family that could put me through it. You know, I didn't I didn't have it as tough as you did. I had some tough moments, but not as tough as that. Right. And then so you you graduate college and you go to FPN L. speaker-0: I don't just know. I I sent out a hundred resumes. Okay. speaker-1: You sent out a hundred resumes. speaker-0: And and I and I hate I'll say this on I'll say this in in public. Some of them had my my picture on. Okay. It it was speaker-1: I did that too, by the way. I thought it was a plus. speaker-0: But so did I. It was not a plus. Okay. Not one call. speaker-1: Not one. How did how did that make you feel? speaker-0: Well, it not good and but let's go back to the two words we've been talking about. You persevere and you're resilient, you come up with something else. You know, you touch yourself. speaker-1: What goes what goes through your head, Harry, when you are dealing with rejection after rejection after rejection? And what advice would you give a person? Because there are many people going through this right now. What advice would you give a person to build that resilience? Like what what kind of tools or tips or tricks did you use to kind of just get through that? speaker-0: You have to it's it's there's let me go let me let me go back a few years. The day after I woke up when they had told me my father passed was you get this thing in your stomach, it's so g you're so queasy. Yeah. It's like an emptiness. You just I can't describe it other than that. Yeah. And I woke up in my cousin's bedroom 'cause I didn't even we didn't even sleep at home. We went to my cousin's uncle's house or something. I s I woke up and I remember the day was beautiful, birds were chirping. And I was like, this is sick feeling. Well, when you go through, you know, this process of of trying to find a job and you feel like, my god, there you're you you don't have options. Yeah. That's not true. You haven't found the option. Right. And as my mother would say, you've got to be able to get up in the morning and and keep going. Yeah. So a to me, the that what worked for me was that I didn't stop at looking for options. So there was a company called Robber Half that I went to. Yeah. Did an in interview. They liked me. I mean I only had one suit. so so they liked me. And then I one suit and they said, No, we're gonna we're gonna keep you in mind. We think we can we can and and back then I think Patrick was a for our job a position in in programming, full ball programming somewhere. And then I as I got home my sister said, You know, you got to call from Somebody at at Florida Power Light. I said, okay. But I had forgotten that that a few days earlier I went to a company called Manpower. Yeah, yeah, sure. And said, I'll take any job. Yeah. Like contract job, any job. And they said, No, we do some some attempt to to full time, attempt to hire and we also have contracts with different companies that where we fill full time jobs. I said, Great. And apparently that I sent my resume into FPN Like No Thank God. All right. Because I've I mean I probably looked like I was twelve years old. I anyway, so so I I I I go great. I call back and they said, Can you come in for a r interview tomorrow? It didn't matter what I was doing tomorrow. Yeah. I was going to the interview. Yeah, exactly. So y back to your question. You've got to be able to get through the process, but you've got to make be extremely flexible. Yes. And not not say no to s a an option that you may think is not a good option. Like like when I went to Manpower, somebody would have probably said, Why are you going there? I mean, there's a lot of, you know, agencies that could place you and what have you can do this and no, I went to Manpower and they had this option. They they spoke about a a company that that that they were thinking about. I get the call. Yeah. I go to the interview. Patrick, I literally I'm doing the interview. And halfway through the interview, they go, Can you start tomorrow? Or next week or something. Like next week. Yeah. I say, Excuse me? I said, Yes. The answer is yes. Always yes. Yeah. So I I answered yes. And I didn't even ask them how much I was going to make. They told me. Yeah. And I said, Great, great, it is perfect. And I did all the paperwork. I started the I started the following week and and that's where I started my career. speaker-1: How important is it, you mentioned flexibility, right? But how important is humility in this process? speaker-0: Yeah, the y you you humility is extremely important. But I think the other thing that that that worked to my favor was confidence. Right. I was very confident. And there's a fine line between confidence and arrogance. Yeah, there is. So but but and I've by all means I've I've crossed that line in my life. Yeah. But you have to know when to stay on this side of the of the equation. But I think confidence sells. Yes. You can have I've always said Performance is a combination of two variables. Yeah. Will and skill. Yeah. You have the combination of those things. And that creates equals output or performance, however you want to do it. You've seen it, you've seen it where you have this tremendous athlete or or person, and they have all the skill in the world. Yeah. But the desire's not there. speaker-1: Desires or passions not there. speaker-0: passion's not there. And that comes across in an interview. Yeah. So confidence to me is very, very important. it's important in my in in in the role that I play today. And it's important when you're interviewing for jobs and it makes or breaks an interview. speaker-1: So, I mean, you you you clearly you had that confidence which had come from doing very hard things. And obviously working from age twelve, you know, you've been working for some time and things that you didn't necessarily love, but you were taking and learning things along the way. Correct. You get to F P N L. What was the biggest takeaway that you learned working in at F P N L? What was your big takeaway there? speaker-0: It's a great question. So there's so many things. I'm gonna talk about the top. When when I get to F P N L I I'm again blessed. Right. In as much as they go for the Deming Prize. They go for what? The Deming Prize. Okay. The Deming Prize is not well known today. Right. But the Deming Prize in those days was a quality quality certification process and a prize. You had to pay two million dollars to to a speaker-1: Okay. speaker-0: no company at at you know, outside of Japan had ever gone for the Deming Prize. Now you know the story of Deming. He was the he was the quality person who taught who taught in Japan, who taught Japan how to drive quality. Okay? I think MacArthur is the one who brought him over to the island. I believe. I I'm not sure if that's true, but I believe he brought him over. And then we brought him back to the States. Well the Deming Prize was a was a certification process in quality. speaker-1: Okay. speaker-0: And it took two or three years to you know from the time of application to see if you wanted and it had to be across the whole enterprise. Right. So from the from from the nuclear plants to the poles to the functional offices, the whole process had to permeate across the whole process, right? The the quality program had to permeate across the whole process. So at the age of twenty two, twenty-three, I'm presenting in front of a council of it's called a JUCE Council, the Japanese utility scientists. experts or something that. These are like twenty counselors. And you're s you're showing your your problem statement, you're showing your data, you're showing all these things. So it forced you to think, analyze. Yeah. And what really the biggest takeaway was even from an HR perspective, that technology was key. I could see it. It was the lever that was making everything better. Remember when I start, we had a PCs with two floppy disks. You speaker-1: Yeah, yeah. I remember that. I remember those. speaker-0: could see that technology was driving it. And everything FPN was ever FP for Power Light was a s extremely intelligent organization. Our chief speaker-1: Exactly. speaker-0: HR officer The CEO, all very smart, all very, you know, kind of future thinking, forward thinking individuals, really understood the business. And what it taught me was the biggest takeaway, technology can drive better business and you can work smarter. And the whole deming price process was about root cause analysis. What's the problem? How do you dissect that problem? How do you attack the biggest 80% of the Pareto chart? So 80% of your problem are these things, attack those. Right. And then the twenty percent, don't worry about those, just attack the big one. And then that you know, that process has never left me. The combination of analysis, statistics, and then root cause analysis and leveraging technology to do so, that's what it b that's what it really tough. speaker-1: But it's interesting. So you you you took away a lot of learning from the point of view of you know technology and the impact technology can have on a business and and and the impact on on quality and how it can drive an organization. But then curiously enough, you end up, you know, three decades in the your current company, but you're on your current company as C H R O. Yes. How much of an impact did working at FPNL have on that? And what did you learn about managing people and culture from FPN? speaker-0: That's a a great question again. managing people and culture, that you have to have time in in in the HR world can be can bog you down very quickly. speaker-1: Yeah, yeah. speaker-0: You there's a lot of people issues, there's a lot of business issues. But what what it taught me was well, first of all, my role was kind of like an internal consultant. So I I was able to play in different sandboxes across HR. So I at FPN L. So I was able to learn. different aspects of the life cycle processing of HR, everything from recruiting and staffing through the offboarding process. Right. Right. Retirement offboarding process. So I was able to learn the entire gamut. And then speaker-1: Why why is that important? Why is getting exposure to a lot of different parts of a function like HR so important? Because so many people have a tendency to like they go into marketing and they're like, okay, I'm just gonna do digital marketing and ads. Right. Or I'm just gonna do social. Right. They go into HR and they're like, no, I'm gonna be a benefits person. Was that a conscious decision on your part to like be a generalist and be exposed to many different things? speaker-0: Yes, I was taught probably from my father that broadening your skills makes you makes you creates greater impact. Right. In whatever you do. Right. He didn't learn just Spanish. He could just stop there. He didn't just learn English. No, he learned French. He learned German. So he was and and I remember for a number of years, he was an a he was an avid reader. National Geographics would fill up this room and would just read and my brother's very much like that. He reads a lot, just comprehends a lot. Well, the the back to your question is the broader you become from a skill set perspective, the more the more impact you're gonna have and the more the more you're needed as especially in the world of construction. speaker-1: Yeah, exactly. speaker-0: Now, you know, you you can broaden across lines, but I think as you broaden across the function itself is very, very important. One of the keys in working with our new hires where I coach students as well and I coach people come up up and coming in the business world. I try to teach them the the the broaden their skill set. Right. See the the broader you become from a skill set perspective, the more attractive you're gonna be to the w to the company or to the to the client that you're speaker-1: Yeah. Yeah. And then also the broader you are from the point of view of your experience, how how much more attractive are you to a potential employer? Right. speaker-0: Huge huge because there are positions, Patrick, where you you want somebody who's one-dimensional. Right. You want them to know that. speaker-1: Yeah. I I don't want you doing marketing. I don't want you to speaker-0: But in the in in the enterprise world, in the functional world, the the more experience you have across different situations, the more impactful you're gonna be. But to to your earlier qu earlier question, that was attractive because to to my work at at at the hacker group and the the launching of the my the hacker group because I came from industry. speaker-1: Right. speaker-0: And I remember when we were first out, you said the first twenty six of about twenty six of us who started the organization and I I was blessed enough to meet Ted Fernandez who he's our CEO and he's a tremendous entrepreneur, great mind, very s a very strong friend of mine now. We've been working that as you said earlier, I I grew old when you said three decades. But yes, I've known him for three decades. And yes, speaker-1: Yeah. speaker-0: but but he was he he he liked that. He wanted somebody with a different perspective. And and we kind of kid about it now, but everybody who the other individuals that came from the company came all came from the same KPMG kind of organization. I'm not disparaging it, but they all had they all started with consulting. Right. And I always said, Well, I've done the work. I've speaker-1: Exactly. speaker-0: done this work. I've been in industry, I've done the work. And as an internal consultant, yeah, I wasn't as probably as good as they were in consulting, but I learned that quickly. That's easier to speaker-1: So so tell us about that, right? So you spend a bunch of time in FPL. Yes. What's the story on how you met these guys and how the twenty-six of you decide to start the hack it group? And you and you started off you started it seems with some advantage because you had some capital behind you as well. Right. Right. How did how did that happen? speaker-0: You know, I'm I'm I'm at F Florida Power Light and I'm an an entrepreneur at heart. Right. And I think that's really that's a DNA issue. speaker-1: When did you know that? Yeah. speaker-0: Working at Florida Power Light, I I did some I did I had my own company on the side and and I I I I was helping organizations kind of and I had a technology platform for accounting. Okay and stuff. So I knew that I wanted to to venture out and I and ha when did I know that? Probably five or six years into my career. I could just I could I I I had so much to give. Right. You know, even though FPNO kept me very, very busy, I I I knew that I wanted to do something else. And then a friend of mine, who I used to work with at FPN said, Well, this this one of the partners at KBMG, Ted Fernandez, is starting a a new company. And, you know, he said, You know, you should really listen to what he's trying to say. And and then he He called me Patrick and he and he put me in contact with another gentleman that that worked for for Ted and he said, You you know, why don't you two meet first and then he'll kinda introduce you to Ted Fernandez. So we met right here in Coral Gables. We we had as we like to say, a beverage and so we kind we worked each other. They said, you know, Ted's gonna be in town tomorrow, same place. Why don't you come meet him in have lunch with him. Ted and I met and you know, we had lunch, we had a great conversation. He drew something on the back of a napkin and I said, Yeah, that's exactly what I want to do. And and that's how we started. It was it was really that simple. speaker-1: Well. speaker-0: But again, let's go back to your one of your earlier questions. You never close the door. Right. You listen. It I I could have easily said, No, I'm not interested. I wanna go somewhere else. But I at least listen. to the to the conversation. Keep your options open. If I was if I as I do, I I I coach individuals, I just said keep your options open. Listen to somebody. There's speaker-1: Yeah. speaker-0: nothing wrong with spending a little bit of time and just listening. And and he was he, Dave Dungan, which is our chief operating officer, and a few others were the founders. They're the founders of the company. and then he then others such as myself, a few others who are now like very high in other other positions, other companies were, you know, helping them start the company. speaker-1: What's it like for a young person? 'Cause you know, you were in your what, mid twenties, late twenties by then? speaker-0: by that time I was thirty I was thirty thirty four. speaker-1: Okay, so you're th okay, still still pretty young. Yes. Right. So what's it like for a person that age to all of a sudden be in an organization which starts from nothing and then within eleven months goes public? speaker-0: It's a great experience. It's almost like being on for those of you who like ro roller coasters, it's almost like being on a roller coaster. This is gonna be really exciting. I remember being with our chief operating officer David Dungan. we had we had landed a job in at Revlon. Right. So I'm doing all this work at Revellon by myself, you know. And and he's there as well. And we acquired we were known When we started the company we were known as Answer Think. We still hold that that brand. Right. And then AnswerThink acquires several firms, six firms. One of them is this small benchmarking company called the Hackett Group. Right. Out of Hudson, Ohio. Okay. Not a lot of people know where Hudson, Ohio is. It's a great little town. Yeah. And I went to go visit them and I think they were not gonna st I I think they were not gonna strip mall. And then had they had about a hundred benchmarks in in their database. And about 16 employees. And I went to go visit them and I s and and we could see the value of that that because the benchmark allows you to lift the covers off of companies and find out what they do well when they don't do so well. That and that data now starts to become intellectual property. speaker-1: Right. speaker-0: Over a number of years we we switched the company name and now the hacker group owns the the the Answer Thing brand. And Answer Thing is really known as an SAP implementation company. Right. But that being said, that that shift was so exhilarating because as you go through that process, you you quickly and you acquire six firms. You're you're acquiring firms with different cultures and different people and you're and you're you're assimilating all this as you're growing. Yeah. And then as I as I I said to that I was at Revlon and they said, well we're gonna go public next week. And I said, well can can I go to the Nasdaq floor. Absolutely. Come on over to the Nasdaq floor. So went to the NASDAQ floor. Patrick, I kid you not. There was like thirty companies in a row. It was like they were going one at those times they were going one after the other after. And it was exhilarating to be on the floor for a little bit. And I think it the whole thing lasted maybe four and a half minutes, five minutes. And it was very, very speaker-1: That's very that sounds very, very cool. And and so the interesting thing about your trajectory is, you know, you've now spent over thirty years at the same company. Yes. How do you continue to reinvent yourself to keep it interesting? speaker-0: One, you have to you you have to be resilient in this business because both from a personal perspective and from a business perspective. So if you think back thirty years, we went through it all. You speaker-1: Yeah, sure. speaker-0: know, we went through the dot com bubble, we went through Y two K, we went through the two thousand and seven crash, we went through the economic times of the of the kind of mid teens, and it even today. Right. speaker-1: Yeah. speaker-0: So as an organization, you have to be resilient. I think from as an organization we've been extremely resilient and we pivoted at the right times. I think from a personal perspective you also have to be resilient. speaker-1: Yeah. speaker-0: You know, it's it's not easy. You have, you know, millions of miles flying, millions of points in every every hotel program that there is. It means you use you've traveled a lot. You've been in front of a lot of different clients. I've I work with thousands of clients. I've worked with thousands of our employees. And it just means you have to be really really a little bit more resilient than than than others. it's not an easy it's not easy. I'm doing I'm I'm gonna be hopefully here soon doing a course helping one of the professors at the University of Miami on the art of consulting. Because students think you you know you're in first class as as consultants, you're in first class and you're having champagne and you're you're flying around this is beautiful. It's tougher than that. Yeah, it's true. It's much tougher. Much tougher. So the the the the ability to persevere through times where where your ideas might not be met with, you know, you you're doing all the right things, Patrick, but the client just doesn't want to move forward, they can't move forward, have you, those are tough times. speaker-1: What do you tell yourself in situations like that? speaker-0: You gotta dust yourself off. you gotta look at what my mother Dulce Maria Osle would do. Dust yourself off, wake up the next morning, keep speaker-1: Yeah, I always tell my son, you know, tomorrow's a new day. speaker-0: Mars any day, but you gotta you can't lament for too long. No we we the Ted and I have a conversation almost every Friday. We don't shy away when we make mistakes. We just speaker-1: Yeah. speaker-0: don't ponder for ever. We just say, Okay, we did made this mistake, you gotta go, you gotta go forward. Or this happened, gotta dust yourself off. Okay, let's keep going. speaker-1: How can you, from a CHRO perspective within an organization, how do how can you or can you teach resilience to people? How can you help people and give them tools or training or process to help them become more resilient? speaker-0: I think that's a tougher thing to do than than than it it seems. I I think there's a lot of or people who who want to teach resilience. Yeah. I think that comes down to will. And you really sometimes can't teach will. It's it's innate in individuals. And but it's also part of being around certain individuals. What life has taught me because of life's lessons, life happens and because of life's lessons, what it's taught me is You're around I mean me on a factory floor and seeing other people, I was making seventy-five cents an hour. Others were making two dollars an hour. These were not extremely well paying jobs. Yeah. And these people were tough. speaker-1: Yeah. speaker-0: So when you're around tough people, yeah, you get tough. But see that so I think it's around who do you surround yourself? speaker-1: Exactly. speaker-0: So the one lesson and the one thing I would tell people is surround yourself. I've also I've always been surrounded by I try to surround myself with people. Are smarter than me. Right. Right. Yeah. And I also try to surround myself around people who are harder working than me and learn from those things. And and sometimes it's you know it's there as you can see, and sometimes it's not. But surround yourself with people that help you achieve your goal. That's my one the the the the one advice I would give everyone. speaker-1: I think that's I think that's great advice. I think that's great advice. I think, you know, there's the old saying which is, you know, you're a product of the five people you spend the most time with. And and I tell people that all the time. It's like if you're you know, if your friends are all binging Netflix all weekend and playing Xbox, that is gonna be your destiny. That's what you speaker-0: That's a mexic. speaker-1: it's it's you just you have to put yourself in a situation where you're around people that are gonna motivate you and hopefully that you're gonna learn from as well. I I do a lot of public speaking. And and one of the topics lately with AI, which we're getting into now, is around resilience, is just like the number of people that are just fried and exhausted and burning out on this stuff. And people always ask me, well, can it be taught? Right. And I wrote a book on this, right? So I believe to some extent it can. Right. But I also believe, you know, and I'd be interested on your take on this. How much of it is also our willingness as individuals and as human beings to Put ourselves in very difficult situations where we might not succeed. speaker-0: I think that is key. I think but you have to have an environment where you're able to fail speaker-1: Right. speaker-0: and and speaker-1: Or it's okay to fail. It's okay to fail. Exactly. speaker-0: I mean it's okay to fail. Yeah. It's it's better said. Because at the end of the day, it's I think Steve Jobs was had a had a convers with had a speech around this is when he took over when he came back and took over Apple, he said no to almost every idea that was on the table. And he says it's not that that these ideas weren't good. They're just not good for what we speaker-1: Exactly. Exactly. speaker-0: and there's there's this one idea that's gonna be great. Yeah. But these other fifty are no is you have to be able to get through those things. As to me, that's so important, Patrick. speaker-1: Absolutely. Absolutely. Extreme amount of focus. Yes. And then doing big things and knowing that okay, if we fail, right, that's okay as long as we really learn from it. Right. And apply that to the next speaker-0: Exactly right. If you learn from that situation, which is part of the whole, you know, quality program is it's okay, you fail. Yeah. But let's take the lessons and let's put that into the next one. And and that helps you gain that muscle that you need to get better over Absolutely. speaker-1: Absolutely. speaker-0: And you know, I do a lot of physical training and in physical training it's okay to fail. I have a we have a trainer that that says, you know, you you're not as good as you think you are until you fail. You got to fail. And and it doesn't mean that the the the weight comes off the rack. It means it means it means you couldn't lift it. Yeah. And that's okay. You understand now what that limit is. Now it's not let's try to break that limit and try to do other things that get there. But learn from that. I think you have to be able to do that. And my mother was very good about okay, you failed. And and you know, in sports you you you fail a lot, but she will say, Okay, you failed. Okay, what'd you learn? Okay, let's go. speaker-1: Exactly. Exactly. Absolutely agree. Absolutely agree. So on that note, let's switch to the elephant in the room, speaker-0: Which is speaker-1: artificial intelligence. Yes. Right. So, you know, and you mentioned this when I think when you and I first met. Yes. You talked about how like, you know, whatever it is, ninety one percent of companies are have implemented some form of this, and very few of them are seeing the results. So we're clearly seeing a significant amount of failure. What's going on? What are you seeing? speaker-0: One, I think the organizations are that that are failing are seeing this as a technology play. speaker-1: Yeah, exactly. speaker-0: This is a talent. speaker-1: Right. Love that. speaker-0: Because at the end of the day, you can break down work and and there's a there's a manpower or or or talent component to to to output and then there's the what what I'll call kind of the digital labor component to it. speaker-1: Output transcript: speaker-0: That digital labor in today's world is AI. If organizations see it as digital labor and they view it as something that enhances the productivity of the individual and this is the the most significant piece, they invest in that individual to develop them develop them to utilize that digital labor correctly, speaker-1: Please. speaker-0: then you're gonna get the return on investment. The issue is that as many organizations have done with any technology in the past, whether that's you know, laptops, PCs, right? They just kind of slam it in and say, okay, yeah, speaker-1: Figure it out. speaker-0: figure it out. You're gonna you're gonna you're gonna do really well, it doesn't work. We we're finding that organizations are probably leaving somewhere between ten to five percent of capacity value on the table. And by that I mean let's just say you go through our our numbers at the hacking group say that in overall, overall, kind of average average, you're getting somewhere between a thirty eight to forty five percent capacity increase when you implement AI correctly across a function. Right. May make it finance, make it payroll, make it HR, what procurement in aver average average. If you take that forty percent and you apply it to your annual payroll and you take that capacity, that capacity increase, the those organizations that are not developing their their workforce correctly speaker-1: Yeah. speaker-0: in AI are leaving five to ten percent of that. It's crazy costing millions and it's not costing millions, millions of dollars of of value that they're leaving on the table. Yeah. So my my analogy on this is remember we used we used to kind of walk around here and walk around here and and go from house to house or building the building and there were roofers up there, right? Sure. Thirty years ago. speaker-1: Yeah, yeah. speaker-0: And you had a roofer up there, you had a bag of nails, right? And on his on his work belt, he had a hammer and he was he was laying out the plywood The roof. Along comes the pneumatic gun. speaker-1: yeah. Exactly. Yeah. speaker-0: Big difference. Did they just give the pneumatic gun to the roof and say, go at it? speaker-1: Yeah no. they try though. speaker-0: No, they you have to develop that individual, the utilize it. Actually, those roofs now are stronger than ever. speaker-1: Yeah. speaker-0: They're they're they're they're more resilient to hurricanes and weather and what have you. But you had to you had to develop that individual the right way, to use that pneumatic gun the right way. Because if you don't, then you have all sorts of issues, risks. compensation workers' comp issues. Yeah. You have a bunch of risks that are associated with that. So the analogy of of that kind of puts it in perspective because that's what's happening today. We're we're taking the pneumatic gun, we're giving it to people and say, okay, have it, you know, do the best you can. speaker-1: But it sounds it sounds like so you have two components to AI, right? Well, like the first component is the obvious one, which is like, well, okay, we need to teach our workforce how to use Claude, right? We need to teach people how to use Copilot or Chat GPT or whatever, right? The basic training, how to prompt. Exactly. Right. But then the other component that I find nobody's talking about unless they work in HR, right. or unless they're extremely people savvy, which you know, you see some CEOs who really get this is that You know, what I learned at Google is that one of the reasons why we were so innovative is because you had psychological safety. Yes. You had this idea that if you've screwed up, yeah, you were not gonna be like kicked out of the company the next day. Right. You were you're gonna go through your OKRs, you're gonna have a difficult conversation, you were gonna think about the things that failed. Right. You were operating in a system where it was okay to fail as long as you were out there trying and learning and hopefully not making the same mistake again. Right. So what are what are companies getting wrong? about investing in their people. speaker-0: well one, as a as a country, as a country, we typically don't increase training when economic times are bad. Yeah. That's just speaker-1: Well, show me one country that does. Japan. Japan does? speaker-0: Japan does. Japan increases training training speaker-1: That's fine. speaker-0: dollars when when it doesn't. But I would tell you that overall, I think going to to you specifically to your question, Patrick, is in in H in HR itself, HR is typically very conservative. Right. Has al has always been very conservative with their data, what have you that's that's one that's one aspect of it. But the ability to to leverage this technology goes way beyond HR. It goes into every one of the functions, right? It goes in into every one of them. But at the end of the day, it's the technology and the platforms that are coming out are permeating across the organization while we sleep. speaker-1: Yeah, it's crazy. speaker-0: It's everything. Your phone, everything, everything. It th the latest updates are all coming up with new AI. And it's not just about how to prompt something better. In today's world, you can create an agent for yourself. But if that If what you're creating, right, is is something that you don't know how to leverage because you don't understand the the art of telling a story with data. That was just one of the one of the skill sets that we find extremely important. We look at the leading companies, they know they have certain skill sets in in in AI. And that's one of them. How how to storytelling with AI data. how how to position governance and risk. Things that are very, very important. are not being are are not being taught at the at the at the forefront. They're the investment in employees is so important because the work isn't a continuous. So remember that whole will and skill? You speaker-1: Yeah, yeah. speaker-0: you have an individual here who's hesitant. Now they have a little angst because they this thing called but speaker-1: AI. Yeah, they're worried, yeah. speaker-0: the because the skill that they have is not there. So organizations are doing themselves a disservice. You go back to the return on investment It's because you have you still have this this angst on the employee side. You have to be able to energize that employee by saying, We understand. We're gonna invest in you. speaker-1: Yeah. Yeah. speaker-0: We're gonna make you better. We're gonna help you w understand how to work that pneumatic gun and how to do it safely and we're and we're gonna do it on a continuous basis. Then that angst goes away, then you get the return on investment. speaker-1: For sure. speaker-0: Because look, I I Very, very conservative numbers, five, ten percent of capacity increase, which I think is higher. I actually think it's higher, but and this is coming from the World Forum, not from us. This you're leaving a tremendous amount of value on the table. So when you ask the question, why aren't there returns there? Because it they're because organizations are are are seeing it as a technology play. They you know the whole hype curve. Yeah. They they bought into the let's put it in the right, speaker-1: They bought until I have exactly exactly right. speaker-0: whether whatever. Whatever platform you chose to use, what they didn't do is look back at their workforce and say, We got a gap. We have a gap. And the gap has to be it yeah, but it's like you're going into in into into a role, you wanna know if the individual has a skill set, right? You wanna know if they can do that job, right? But that just not a static view, that's a continuous view. Well, the the the the gold standard of jobs, speaker-1: Yeah. speaker-0: Patrick, is gonna change. speaker-1: Absolutely. speaker-0: What you're doing today is not gonna be good enough. speaker-1: Absolutely. speaker-0: It's gonna go up to here. So if there's a gap between here and there, then how do you fill that gap? Well you have to you have to train and develop that individual to shore up that gap because because that is going to change. speaker-1: But how much of it is also due to a lack of leadership development? it's all. Right? It's because speaker-0: It's a lot of the leadership that's speaker-1: because at the end of the day, as leaders, right, the role of a leader is what? It's to influence people towards the pursuit of a common goal. Right. And through that, it you know, leaders have to have different skills, which you know because you've been a leader for a long time, right? It's all about giving people feedback, managing your one on ones, being empathetic, actively listening, creating psychological safety. Right. Are we doing enough To develop our leaders for them to create the conditions of adoption of these speaker-0: I I think the key word you just mentioned was adoption. Because you you do have you do have leaders speaking about it. Yes. You do have leaders saying this phenomenon of AI is is is permeating, it's gonna continue, we're gonna take advantage of it. They're doing they're saying all those things. What's not happening is at the next two levels, it permeating and being and having it being a it's something that's adopted across the organization. Yeah. Because it's not a one and done. Exactly. This is something that has to be repeated. I didn't learn how to become resilient or persevere because I saw my mom do it once. Or I didn't see the the the at at UPS that you know it you went through it one time and you loaded a truck one time. No, it was over and over. You have to permeate that message over and over. And that culture of of of driving change and adoption. really comes not only about speaking about it, but having wins in a certain situation. And organizations have taken the logical leap of undertaking projects thinking there's a return on investment, but not really doing the hard work around where those dollars are speaker-1: Exactly. Because it's, you know, I I don't the number of organizations that I've here that I've heard and I've talked to that say, yeah, you know, we've we've gotten all these copilot licensed, we're implementing AIs, you know, we want to be forward thinking, we want to be innovative. Right. And then I asked them, okay, well, what's what's your leadership development plan, or how much are you investing in leadership development plan? And they don't really have a plan. Or they're like, Well, you know, we can't really measure the ROI on that, so we're not doing it. speaker-0: That that's but that's that's been the issue with with leadership development and development as a whole forever. speaker-1: Forever. speaker-0: Since day one. That's not going to change. Forever. But what you can do, and what we're helping companies do, is understand at a work step level, take any process recruiting staff, break that down into work steps, understand what platform you're using. You might be using Workday, you might be using Oracle ACM, you might be using UKG, whatever that is. And we can tell you at that work step. Whether that technology has AI in that work step. And it and if if it does it, if that next version or two is gonna be address or addressing that work step with AI. If it's not, then we recommend certain AI, whether that's RPA, whether that's Gen AI, whether it's intelligent reporting, at that work step, and then say, This is what's gonna cost you. Right. Here's the return on investment if you do that, because there's gonna be a capacity. a capacity increase. speaker-1: Yeah. speaker-0: In with that capacity increase, we also tell them you have to take these individuals and and make sure that we address the AI capabilities that they have. So now we're now now we're not only giving them the capacity increase because it's great that you have more time, but what do you do with that time? Absolutely you have to be able to you utilize it wisely. So now we're helping them show up that capability of the skill sets of the in those individuals. That's how you get a Full return on investment. Look, at the end of the day, companies have to start at the work. Right. You have to decompose the work. Right. Once you understand the work and you understand the talent that's going to do the work, then and you surround that with AI, now you have something. But you have to fundamentally understand that return on investment also means investing in people. Right. So you get the most out of that. So speaker-1: If I'm understanding you correctly, the correct approach for an organization that's trying to drive adoption is not only to do to invest in the technology itself, not only to invest in the training of its people, but it's also to invest in developing people's soft skills and leadership skills for people to adopt this technology. That's correct. And that's that what people are missing? speaker-0: That's what people are missing. I think I think overall and and they miss it because that's where some of the hard work speaker-1: Yeah, that's r that that's giving feedback to people, managing conflict. I mean, this is why people hate managing other people. Yes. Right? Yes. speaker-0: Like it's it's where the tough work is at. It speaker-1: It is. speaker-0: it's it's on an individual basis, it's cre is giving feedback. We don't have these skills, we're gonna help you. But imagine, imagine. It's when it's it's like when well let me go back to my FPL days. When I started, I was I I felt like they were investing in me. We're going through this this deming price. Right. They were teaching me. Right. I I I saw it, it was in front of me. I could see them wanting me to get better over time. And that made me try to drive more. Exactly. And I think and in and at the end of the day, it's about that investment in people, that investment in leadership training, but having these discussions that make people want to do better and be better. That it's and by the way, not everybody's gonna be in that same role. Now some b some people are going to make the cut, some people are not going to make the cut. But you go through that process. But that's really where the tough work is at. So what do companies do? They don't do it and then they speaker-1: And then they wonder why it's speaker-0: They wonder why it's not there. speaker-1: that's fascinating. Last last question before we go to our lightning round of questions, right? I'm constant time. Yeah. I had Dr. David Rock on the show. I don't know if you know David, you know, best selling author. He's about to publish a new book coming out on the seventeenth, which is which I'm very excited about. And he said something that absolutely blew my mind. and I want to get your take on it. What potentially is the impact of AI on people's ability to lead? Like how is AI influencing leadership for better or for worse when it comes to leadership as a skill? speaker-0: I I think it's gonna have tremendous impact on leadership. Right. I think the bef before, when I was in college, right, or when I was starting off, you had to read a lot of books. You had speaker-1: Yeah. my God, I read like every leadership book I could find. speaker-0: And so the so the turnaround time and the ability as a professional to get better is right in front of you and it's it's much more it's much quicker. Yeah. So you can utilize AI to simulate situations, you can utilize AI to to ask it the opposite. Right. I d there's a f there's a client of ours who who told me, Harry, I use AI to figure out what I'm not doing right. It's a great question. And I think I said, Wow, now speaker-1: That's a good question. Yeah. What am I What am I missing? speaker-0: Like that. What am I what am I what what what is one of the greatest traits? I'm I'm gonna take us off track a little bit, but what is what are the greatest traits of the greatest leaders I've ever seen? It's paranoia. It's it's that speaker-1: Exactly. More curiosity. speaker-0: curiosity. You can say you could say curiosity. Which is the opposite because paranoia has a has a negative has a negative connotation negative connotation to it, but curiosity, it's like it's like what am I not doing? Yeah. What am I not doing right? And I think that's that's part of it. And and when I think about To your to your point about good or or bad, I think I think it's gonna have a lot more positive impact. Yeah. Because you can prep better, you can as an individual, you can lead better, you can say, What am I not what am I missing when I have this strategic plan that I'm putting together? And it can say, you know, here are four things you spoke about, but you missed these other three. Okay. It would have taken me months to read and figure that out in in in When I was coming up up through college, I sound like a thousand years old at this point. But but speaker-1: Both a thousand years old. speaker-0: my my point my point being is it's right at your fingertips. Now now you have this phenomenal technology and platform that allows you to get better quicker. So my my point is eighty percent of it can be very, very positive. Yeah. It can help big help you become a better leader and drive get greater leadership in an organization for sure. speaker-1: I think it's I would agree with you. I think there's there's a positive side to AI, which I think is hugely helpful. Yes. But you know, what I've learned, and I think you've seen this too, we have all seen it, is garbage in, garbage out. True. Right. It is basically down to how well you're prompting it. Right. And so what I worry about is particularly younger people who are inexperienced leaders who do not have the training will go in and they'll be like, okay, here's the 50 Slack messages of my conversation with my colleague at another team. tell me how I can negotiate to get what I want. Right and then the AI is gonna tell you how wonderful you are and that your colleague is a schmuck. Right. Right. It it's not gonna tell you, hey, you know, based on what I know about you, you know, did you ask this question? Have you considered this approach? Right, you know, have you used this framework for giving feedback? So that's what I worry about is I think there's a generation of people that are going in and they're sharing all their problems, you know, with their colleagues, and instead of solving the problem with a colleague, they're trying to get AI to solve it and AI doesn't have the context. Dr. David Rock was very critical about that. He he's worried that too many people, because of many people's innate kind of lack of will, going back to your point, there's not enough curiosity or drive for people to really use the tools properly to solve the the problem. And they refuse sometimes to see that they are actually the source of the problem. Right. And AI is not going to tell you that you are. It's never going to tell you. speaker-0: There never it's not it it always tells you what a great question. speaker-1: That was an amazing question. That was a good insight. Thank you. Great email. Great, great. Anyway. speaker-0: I do believe that the downside of it is that personal creativity is waning when you use AI too much. Yes. So sometimes I think the the the the impact, the negative impact would be that your personal touch, your innate understanding of the issue doesn't come across because you're relying on that wizard of oz behind the curtain called AI but to tell you everything. The reality is you should listen to it, but you should put your own spin on things. And and I and I also speak about that to to the individuals I coach and and and to clients I I work with. Because at the end of the day, your your DNA, your creativity is what's gonna make I think a different speaker-1: I agree. I agree a hundred percent. You know, I had a friend of mine, Jose Ramos, who's a researcher at MIT. We were at the volcano summit in Guatemala a few, a few months ago, a few weeks ago, and before my keynote, he was giving another keynote on the impact of artificial intelligence on our thinking. And he was he was showing scans of the of the human brain. And the scary thing is that the more we use these technologies, the more these neural pathways that we have for the skills that we have start to atrophy. It's like it's like Exercise. Right. It's like the less you exercise, the weaker you get. Right, right. And the same thing is happening with our skills. So if I am delegating all my email writing to AI I the speaker-0: Interesting. speaker-1: moment that I don't have access to Claude one day and I have to write an email, it becomes a painful process. Yes. Whereas it used to be easy. Easy. Right. So that worries me again. But anyway, subject for another conversation. We'll have to have you back. Good. lightning round of questions is very simple, Harry. three quick questions, three quick answers. You know, this is like a staple for everybody on our show. So are you ready for the first question? Yes. All right. Question number one of our lightning round is Yeah, if you could have one superpower, what would you choose? speaker-0: Superpower is to go back in time. speaker-1: Okay. Question number two. You can have dinner with anybody in history, alive or dead. Who would it be? Jesus. Wow, I get that one a lot actually. And question number three, if you had to give some advice for a young person today looking for a career of meaning and purpose, what would you tell that person? speaker-0: Focus on what brings you joy. speaker-1: Focus on what brings you joy. Harry, thank you so much. Thank you for sharing your story. Thank you for the amazing story that you have. I mean, I think your story is is a testament to what's possible coming from an extremely difficult situation. It's the classic, like Rack's Rich's story. I think people love that. I think we need a lot more of that. You know, we are going through a phase now of incredible and immense change in the world and in this country. Yeah. the country is gonna have and is gonna need more entrepreneurs. Yes. I think, you know, people like you and your story and your willingness to share this is an inspiration to others. Thank you. So thanks for being on the show, folks. if you learned anything on this episode, if this episode was helpful, don't forget to hit the subscribe button, like us, leave us a comment or a question for Harry or myself, and we will see you on the next episode of Morgan Filters. Thanks again.