Latest / 10X AI with Julius Neil / Why Smart CEOs Are Using AI More and Trusting It Less

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Why Smart CEOs Are Using AI More and Trusting It Less · 10X AI with Julius Neil

• Barry Moline: because AI is so cool, it's like, whoa, it just wrote that it's such a mistake. It's a huge mistake. I think of AI as a junior analyst. We as as humans Can very easily just give up our judgment to the AI Julius Neil Buenconsejo: Good day everyone, I'm here with Barry Moline He is the CEO of BJM, And he has 29 years of experience in energy utilities. And I would like him to introduce himself to our viewers and list rest right now. Barry, can you introduce yourself and then give them a background about your career Barry Moline: Sure. Thanks, Julius. It's great to be with you and I'm looking forward to the conversation. BJM Solutions is the name of the company. It's solutions. We provide solutions. Julius Neil Buenconsejo: Mm-hmm. Barry Moline: And yeah, I I was a twenty I was a CEO for twenty-nine years in the electric utility business, working with publicly owned electric utilities in the United States and and Canada. and my you know, my background is is in advocacy and bringing people to our side. That's kind of what CEOs do. We identify ideas and And positions and say, hey, here's why this is a good idea. Let's r all run over here. I would say one of the cornerstones of my of my career is that I've always had an open mind to new ideas. It's not that I moved around trying to chase every new shiny penny, because there are a lot of ideas that are out there saying, this is the latest trend, and this is the latest trend. It's evaluating all the trends and seeing what's appropriate for you know what's happening in your world, you know, in our world was was electric and water utilities. And but I always had an open mind for that, always had a growth mindset for looking for new ideas and and tried to share that with with my staff, my colleagues, so that we you know, we wouldn't always be on the cutting edge, but we at least being on, you know, we or should say we weren't on the bleeding edge, you know, where there's higher risk, but we would be on the, you know, the the faster moving edge of of looking for positive change, things that would make us more effective. So in my work today, now that I've I've left that CEO world and and I work in I speak at conferences and and do training. Topics are leadership and teamwork. I talk on influence and persuasion. And I and I also talk about AI and the future of leadership. So that's the tie in to Julius Neil Buenconsejo: Okay. Barry Moline: AI. Julius Neil Buenconsejo: Okay. Okay. So you have written about something I think becoming one of the great leadership contradictions of the AI era. So most CEOs now are using AI more, but trusting it less. Barry Moline: Yes. well they're they're using it more. let let's let's talk about that. There there's there's sort of like two level three levels of AI use. we'll start at the at the bottom. Okay. The bottom is I still come across plenty of people that st say AI, I don't I don't know if that's really gonna work for us. And you know, I I I I don't really get it. And and what's really going on there is they don't have people in their world that are showing them. They don't have the mindset to go out and just try it. So and they don't have people that are saying, Hey Julius, hey Barry, let me show you how this works. Cause when somebody shows you, you know, in a safe environment, you go like, okay, I'll I'll check that out. So there's definitely a core of people that that are, I wouldn't say are being left behind, but are definitely on the the lower end. And you know, and and and they'll come along. Maybe it's not important. If you are, if you're running a a you know, a plant growing nursery, okay, where you go Julius Neil Buenconsejo: Mm-hmm. Barry Moline: and you buy you buy tomato plants in the spring, and and different types of grasses and fruit trees and so on. you could I think you could argue that AI may not have as much of an impact on you compared to being in in a higher technology or a high tech. business. So so there's reasons why that occurs. There may not be as many applications. Then there's a core of folks that are sort of in the middle that I think is is where you are, where your question is describing, which is people are using it. They're using the AI and they see the good. It's making things move faster. They can write faster. They can do analysis faster. There's just a whole bunch of things that they can do, but they're they see mistakes and they Julius Neil Buenconsejo: Mm-hmm. Barry Moline: and they're just they're not sure like what what am I doing with this? You know, it goes faster, but it runs into a wall. And and then I get embarrassed. I send something out and people come back and say, Well, that's not true, or that's not true. And like, dang, I gotta check the work of this thing. So there's this sort of two edged sword. It makes me go faster, but it also makes me more vulnerable to problems and mistakes. And then there's a third level, which is companies that are that are using AI. I hate to use this word properly, but they are Julius Neil Buenconsejo: You Barry Moline: you know, they're they understand the mistakes. They're they're finding applications that actually save money. You know, they may be using AI agents to move customers along, replace customer service agents, and they're replacing them with an AI customer service agent that can interact, you know, that it can say, Hi, I'm an AI agent for you know this phone company, and you know, you were directed to me because you said you wanted to add a Bluetooth hotspot. To your service. I can Julius Neil Buenconsejo: Mm. Barry Moline: help you do that. And and the reason why the AI agent can do that is because it's everything that already exists on the website. You know, you could read the entire, you know, FAQ on how to add a Bluetooth hotspot to the website. All they've done is use a a large language model to turn that website into an agent that can interact with somebody on the phone. point is people like interacting on the phone. There's, you know, they're not trying to fool us to say that this is an is a human. and you're just being you're able to interact with it in a in a in a different way other than the website. You can just talk on the phone and say, well yeah, I'd like, you know, my two choices are level A of service or level B of service. And you explain what A is and it's just you know it's basically reading the you know the FAQ. So the the point is then there are those those CEOs, those companies that are using AI in targeted ways and and evaluating its effectiveness, seeing how customers like it, seeing with their responses. And so I I think the the trusting it less folks, which are the the largest part in the in the middle, and then of course folks at the bottom that are that really don't know what they do don't know is is the those are the those are the ones that where we have to you know pick up their learning we have to elevate their learning because ai is not going away it's not just a fad and then you know then we'll be coming along into something else. So I mean AI is is reaching deeper and deeper into many industries. So That that's where I think the trust is less on on all the mistakes that AI makes. And it's just about people thinking that this this computer, you know, Claude, chat, Grok, whatever you're using, is it's producing something that's accurate. When it's not, it requires Julius Neil Buenconsejo: Mm-hmm. Mm-hmm. Barry Moline: a human to review it. Julius Neil Buenconsejo: Yes, correct. So based on your experience in utility, in water for example, what is the best use case in your particular journey as a CEO you think right now would be a valuable use case for AI? Barry Moline: Well, interestingly in the electric utility business and and the water, I used I worked in water as well. We've been using a form of AI for over twenty years. And and there's something that goes on in in infrastructure companies. So there's entrepreneurial companies that are always looking for they're looking for the new thing, a new drug, you know, a new service and no one has ever used before. In electric utilities, just looking to keep the water flowing, keep the lights on, right? So that nobody knows where it comes from. It could come from the sun, it could come from natural gas, whatever. I don't care what you do. When I flick the switch, I want it to come on. So an infrastructure company, their goal is just to make as few mistakes as possible. So they they move forward more like a you know, like a slow moving ship. You know, they don't innovate as quickly. They wait for other people to do it and then they'll innovate. And the when you have infrastructure, I mean a ton of infrastructure, you can imagine what it's like for an electric utility. Poles, wires everywhere. And then you have these big substations that are on corners and they're very ugly, and they have even more poles and wires in them. And then you have power plants, and and that whole supply chain is very complex. And it wears out it wears out over time so electric utilities has been have been analyzing the the lifetime of of their their facilities for decades how do we predict when something will fail and that and that's the AI part you know doing what we call prediction analysis now today Julius Neil Buenconsejo: Mm-hmm. Barry Moline: AI would take all the data from the lifetime of all of the, you know, pick a widget name, you know, a, you know, a I don't know, it doesn't really matter, but was just gonna s make say a say a word that people would not know, not important. But pick a widget. And and there's you know there's decades of information about the failure rate of that particular widget. From utilities around the world, around the world. Now we used that information in the past, but we would crunch those numbers slowly with Excel spreadsheets and do averages and so on. Not you know, now AI can take in more data and and then parse it out by climate. Maybe it's different when you're in a coastal saltwater environment versus a drier mountainous environment. And and AI can separate those and and update the information more quickly so that you can say, well, that device, that widget, is is operating just fine today, but it's been in service for 15 years. And you know, what what analysis do I need to do to determine if year 16 is the year I should just replace it? Because if it fails, then you know. 100,000 customers will lose power. That was a long answer. Long answer to say that electric utilities have been using a form of AI for a long time. So that's just failure analysis, and then using that to make investments because the utility has to plan to change out its its its facilities. but the at the other extreme, so in customer service, for example, a lot of folks are are using AI. To interact differently with customers. And it's actually what we tend to think of using AI for customer service as a negative. you know, we we want humans to talk to customers because it just feels good. But you know, a lot of customers don't want to talk to a human. They they feel bad about talking. They feel literally, this is the problem here. They feel like they're being judged. So if if you're if you call somewhere and you're being helped by a human, they'll probably make you sound or feel stupid at some point. Anyway, it's it's messy, whatever. It there's so many layers of problems of talking to humans. So it's it's actually you know preferable by many customers to talk to a you know a large language model AI agent. So using You know, AI to take care of the easier calls, starting out service, stopping service. You know, I've hey, I just moved here. I need to start my service. We are talking to an AI bot. What's your address? Well, the cost is we'll send out somebody to go do that work, or we'll press a button and you know, you send in the money and then and send in the money right now, and then we'll see if the money comes in. The money comes in, boom. Now we'll press a button and turn on your service, or your service will be turned on within an hour. Still, the point is that those things are much easier to automate. And humans, you know, a lot of people have grown up using cell phones and and computers, and they're comfortable using those. If you're talking to a boomer, a boomer might want to talk to a human. So, you know, there always has Julius Neil Buenconsejo: . Barry Moline: to be that option. Of if you really want to talk to a human, okay, fine, you know, press zero, you know, and you can talk to a human, but they're not going to do anything different. You know, they might ask you how the weather is. But but you know, if you want to just be efficient, an AI agent is is just fine for many folks. So so there's so many applications that can get the majority of customer issues resolved. but you always have to have that that that option for talking to a human. Julius Neil Buenconsejo: Okay, that's quite interesting insight about, most people don't want to talk, you know, during this area. Don't want to talk to a real person because they judge them. That's really, yeah, yeah, yeah. So, yeah. Barry Moline: yeah. It happens all the time. I know. It's Julius Neil Buenconsejo: Yeah. So, so since, you know, the AI becomes increasingly capable right now, right? So while do you think human judgment becomes increasingly valuable? as AI becomes very capable in the future. Barry Moline: well the answer is yes, you know, without question. And and the problem is that because AI is so cool, it's like, whoa, it just wrote that and and like wow, that is so neat. We just tend to think like that's the answer. And it's such a mistake. It's a huge mistake. I I I I don't say I I love finding, but I I'm careful to review AI for AI slop, you know, for just the whatever, the generic AI language for minimal investigation. I think of AI as a junior analyst. Okay. Somebody that doesn't and this is the most important thing, and I'll I may say this more than once today, somebody who really doesn't understand the context. of the situation. It under doesn't understand the people or the relationships that we that we have to have. It just you just say, I want you to draft something and it will draft it. But it doesn't understand why it's doing what it's doing and and you know who needs to be influenced in this particular situation. So there needs to be a human that's doing that. We as as humans Can very easily just give up our judgment to the AI if we don't remember that, if we, if we, if it's not top of mind. It's so easy to just say, okay, yes. But the first time you send out a memo with incorrect information and it comes back, as I said earlier, that's you know, you get embarrassed, then you need to wake up and smell the coffee and And say, I I need to review this. I need to understand what the AI is producing. And even if it if it you know you rely on the AI for 75% of of what it does, you know, of what it produced. Well, that 25% is a huge amount that of information from you to understand the context and and the human element. You know, is does this have the right tone does this is this addressing the right issue. And let me just give you a specific example. If you have a client that that is paying you, you know, millions of dollars a year and you ask AI to draft something and it doesn't know that, it doesn't know the importance of that, of that relationship, then what AI may look at a a targeted decision that might have a value of let's say $10,000. You know that the broad relationship that you have with that client is worth multi-millions. Okay. And $10,000 is is a small part of that. So you know that you might say, hey, I can take a loss on this $10,000. Because I want to preserve the multi-million dollar decision. And we're not being too specific about that, but that's, you know, a contextual trade-off. And I've had those kinds of situations before where I've got a a decision in the moment that will cost me money, but I know in the long run I've got a a much bigger relationship that I need to protect. And and AI doesn't understand that. You know, you can even program that into AI. But it still doesn't understand it. It it might say, Hey, consider this small decision versus this bigger one, but you need to consider it. You shouldn't rely on it for making that decision. Julius Neil Buenconsejo: Yeah, so for example, for beginner of using AI, those people who are using even some intermediate ones, how do they identify the AI slab in this context? Barry Moline: you have to look at what AI writes and what it prepares. And you know, I I hate to say this to say this old quote. I don't remember the the it was a su US Supreme Court justice who they were deciding a case on pornography. Okay, I'm I'm not gonna Julius Neil Buenconsejo: Mm-hmm. Barry Moline: say anything else any more detail, but They were trying to define it. And the justice said, You know it when you see it. You know it when you see it. And and Julius Neil Buenconsejo: Yeah, yeah. Barry Moline: I think that if you are using AI a fair amount, you have to pay attention to what it's producing. Does this sound like an actual human? Is this how a human would write? and and if you look at enough AI writing, then it it's very easy to tell. And I wish that I could be more specific. You you know, your listeners that are using a lot of AI probably have a feel for what is slop. Clearly when you're seeing mistakes, you'll that is AI slop. I mean, I I'm thinking about both writing, I'm thinking about images, you know, most of the six finger stuff images are are we've moved on from that. AI has gotten better. And and you You look at a lot of images and you know graphs and so on that are pretty good. But I don't know. There's there's something about AI where where if you look at it enough, you can tell that it's the the work it's producing is not Julius Neil Buenconsejo: Mm-hmm. Yeah. Barry Moline: you know, high quality or first first caliber or high caliber. So that's why it's important to have that human eye on it. I I wish I could give you a better answer on that. I I think it just comes with experience. You you know it when you see it. And have you had anybody able to identify the you know a good definition of AI slop? Julius Neil Buenconsejo: No, not yet. It's because it's the Barry Moline: Yeah. Julius Neil Buenconsejo: same thing. It's the same thing. You just know that AI writes like this, but it's hard to explain how do you spot an AI's love, right? Barry Moline: Yeah. I think a lot of writing tends to be choppy small sentences. and I don't know. That it's it's hard to know exactly, but if you look at if you use AI a lot, you can tell. And and I see it in sadly in so many things. And I don't know. I mean I use AI Julius Neil Buenconsejo: What Barry Moline: to to draft things for me and I I do a lot of rewrites on it. Julius Neil Buenconsejo: What do you think about those, because I've seen a lot also of like top voices, influencers, they're very famous, but when you see the format, you know it's AI. But of course they have this authority already, right? Even if it's treated by AI, but people already trust that. So what do you think about that? Is it AI assisted or is it an AI slum? Barry Moline: good question. I would you know, ultimately, I mean, well, f clearly first it's AI assisted, but I tend to think that because they want to produce so much to get the algorithms to to see, you're you're producing a high quantity, so you must be something that people are looking at or need to look at. And I think it it very quickly and easily moves into the AI slop realm, as opposed to you know AI assisted. They're probably Julius Neil Buenconsejo: Mm-hmm. Barry Moline: not they're if they're look even looking at the results, they're maybe editing just a few words here and there. Julius Neil Buenconsejo: Mm-hmm. Yeah. Yeah. Barry Moline: Yeah. Julius Neil Buenconsejo: Yeah, so that's one thing that I'm also thinking why people are very resistant, they are resistant about, you know, adopting AI because they think it's fake. And some of my friends, for example, when I talk to them, most of them, they use AI, but they still think that when you use AI, they are cheating. You know, they're cheating because I did not write that. I just gave the language model some context and that it has written a lot of, you know, of all those views, even though maybe only 20 % was given on that. So those are the things that maybe Barry Moline: Mm-hmm. Julius Neil Buenconsejo: people are very wary about, especially for example, my wife, she, she's Barry Moline: Yeah. Uh-huh. Julius Neil Buenconsejo: always telling me, why are you using AI? You can write, you can write all by yourself because there are people who are like, no, I will never use AI. will write my own because I can write. Barry Moline: Yeah. Well, so writing is one application and p people have their various opinions on that. And what's important is if you're using AI to write, then you you have to go through it and edit it so it's in your voice. Now, like in the old days, if I was writing a blog, I would research a bunch of of sources. So I I would still be doing that. I'd still be Googling and and identifying a bunch of sources, I would scan those sources for for the information I needed. And then I would piece together an article and and I would reference my sources and and so on. All AI is doing is is now going the next step and putting together the writing for that. I have to make sure I have to be grounded enough to. make sure the source material is accurate, but also that the writing sounds like me. And you know, and that it it's if people don't want to use it, that's okay. there's enough young people in the world that are going to be growing up using it, that they'll take over the world before your your friends and family and I and my friends and family, right? Before they use it. But there but there are other applications that are really valuable that forget about writing for a s for a second. I was working with a colleague recently who we had to make a proposal on a on a complex technical topic. And he had the information in his head. He had You know, probably 80% of the information in his head, and I had the other 20% of the information. And and he is kind of a Luddite and he's not familiar with AI. And I said, Let's get on a call. we'll record the call, and then we will just talk about everything. And we we talked for two and a half hours about the whole project. And I guided him through. the proposal, the elements of the proposal that would we needed to talk about. And because this was all in his head, he he would have difficulty just typing it out because he couldn't type it out fast enough, but he could talk through it. So we were able to talk through everything, bounce ideas back and forth. And then with the transcript, AI will shape it into something that looks like an outline or, you know, a a strong outline. And then with that strong outline, That he created, or he and I created, but he mostly created, he was able to suddenly see clearly. So in the the day before, everything was foggy. He could, he could just picture things, but he couldn't see how they all fit together. And the AI does a good job of, you know, if at the beginning of the conversation you say something about widgets, and then you don't talk about widgets, and at the end of the conversation you say, yeah, one more thing about widgets. And then you add to that when you get to the you know the analysis, AI will put the the first and the last point about widgets together because that's how it works. So the point is we were able to outline a a meaty proposal that that reflected all of the brainstorming that we did. And it would have taken us a week to pull that together a back and forth. When instead we were able to do it in in about four hours, let's say, you know, about doing the talking, then the analysis, and then looking at it. And now the proposal wasn't completely done. We were able to then take that and write it up. But we we at least understood what it looked like. So that has nothing to do with with you know being an influencer or or but it it it's a it was a problem and i I would say that it could it is a problem in the world of work. It's how do we take all these ideas and and put them into something that people can understand when we just need to talk about it. And if we just record our conversations and then use AI to help summarize and then then write it up from there, like wow, that just took hours and days for out of the process. So that's a great application and it worked supremely well. He didn't even know it existed, that that opportunity existed. He was literally just lost. He thought he was gonna have to lock himself in his office for a week and try to just figure it out, when instead we were able to do it in a day. Julius Neil Buenconsejo: Yeah, correct. So that's also one of the things that I really like about AI when I used AI. So before when I prepared case studies and analyzed cases and all this. So I usually, Barry Moline: Mm-hmm. Julius Neil Buenconsejo: like what you said, you have to sit down the whole afternoon or the whole weekend. I go to coffee shop and research all of these things and then start writing. It takes a lot of time to analyze and then you have to have that structure first, the background, what the hypothesis is. you know what are the references, you have to cross check all of this. But with AI, you know, you're already like 10 steps ahead. And all you have to do is, you know, to figure out how to put these things together to make a really good business case, for example. So that is really, Barry Moline: Yeah. Yeah. Julius Neil Buenconsejo: really... I'm always telling a lot of people, if you see the value of AI, if you use the AI the right way, it will help a lot. It will 10x your ability to be able to do more and focus more on the things that really matters. So that is one of the AIs that I really agree with that. So why do you think people are not trusting AI right now? What is the issue with AI that they are having right now as a perception? Barry Moline: I th I think there's two things. One is the the general well, I I'd say maybe more than two. The unfamiliarity with all the things that it can do. They're just not sure. the then they're using it and finding that it's it does things wrong. And it might do, you know, ninety percent of the things right, but ten percent ten percent are wrong, and then they they don't trust it. so I would say that they're not looking carefully at the right. applications of it. There's just this you know, expression, you know, the wild west. It's just everybody's just rushing in and trying things and, you know, nobody knows what the laws are, what the what the rules are, and and there's a lot of sort of mistakes going on. When we think about another broad technology, you know, it's just social media today. We have our opinions on Facebook and Instagram and X and TikTok and we we we say, and YouTube. So we say, yeah. TikTok is for you know for funny videos and short videos and and dances and so on. And Facebook is for for old people that want to stay in touch. You know, instant people still use Instagram a fair amount for pictures, obviously. you know, YouTube is is is is videos of all different kinds. it's hard to Julius Neil Buenconsejo: Mm-hmm. Barry Moline: to to pinpoint YouTube. You could say some people might say it's just a bunch of reels. And other people might say, it's it's you know it's educational. Other people might say it's it's TV, you know, so that there's YouTube is is definitely more like long form video. X is, you know, is a sewer of people arguing Julius Neil Buenconsejo: You Barry Moline: with each other. But we have, but the point is we have these opinions because Well, I've just said my opinions, but but nevertheless we have these these ideas of of what those platforms are and what they're meant for based on you know a few decades of experience, right? Of the of growth. We don't have that experience yet with AI. And and Julius Neil Buenconsejo: Mm-hmm. Barry Moline: and AI is growing fast into its tentacles going in so many different directions that we have yet to to be grounded, to to have a foundation and what it can and cannot do. And and of course, the models are are constantly changing and being upgraded. So I think that's the reason why is because we don't we're w it's sort of like we're you know we're we're floating in in goo. We we don't know where the bottom is or where the top is. right. So we don't have a good solid understanding of all the all the the benefits and the drawbacks of AI where we where on that other example I gave you could sort of categorize that platform and that platform and that platform, you know, that's what it's for. So you know the the limitations of each one. Julius Neil Buenconsejo: Yeah. So we discussed about the social media. So I just like to discuss more about this Facebook judgment about the Barry Moline: The settlement, yeah. Julius Neil Buenconsejo: settlement about us almost $17 billion about making doom-scrolling addictive for most people. And then it's also under 13 years. Where's the trick on that? Did they use AI for this or this is just based on their algorithm? Barry Moline: Well, it's based on the algorithm, but the algorithm is is AI. So, you know, a it it's it's it's interwoven. You know, I mean they're they're using you know, analysis from AI to create the algorithm. So that's that's what it is, the the shifting algorithm. But ultimately, you know, i it for for Meta it came down you know, you know, the parent company of Facebook. So that's Facebook and Instagram. It it came down to one I I'm gonna say this in a way that I guess it's the legal way, but it's not the way that I n necessarily feel. But it came down from their perspective into one mistake that they made. And that is you're not allowed to be on Facebook without your parents' permission under age 13. Okay. And Facebook Meta knew that those are the rules that that I mean that's that's a law. And Facebook knew that kids were on Facebook on you know that were under the age of thirteen and and it subjected them to the algorithm of of continuous scrolling and the ability to put makeup on and you know, and so on and so forth, and beyond the platform twenty-four seven. So so just because they literally made that mistake of of allowing of knowing that kids were on the platforms and and then and not doing anything about it, they you know they were they were caught red handed, so to speak. You know, and they knew that they were gonna lose, you know, they're valued at a trillion dollars, you know, the settlement was sort of seventeen billion. So that's like one point seven percent of their of their valuation. Plus, it's the payments are are over 10 years. The payments are are for are to avoid, you know, doom scrolling. And I mean they have to set up certain rules. And to say, sort of like like for gamblers, you know, gambling is addictive, or for cigarettes, cigarettes will kill you, kind of thing. So they they they're giving the money to to the 47 states in the District of Columbia who will use the money for advertising and and to help people to avoid using the platforms and getting addicted to the platforms or you know, talking about. reminding them that this is not a good thing to just be on. So the the bottom line is that it doesn't and Facebook can advertise, can can bring in money for advertising for others that want to spend the money on on saying let's avoid Facebook. So the actual money will be given to states who will then spend the money on Facebook. And and other platforms, but where do you where do you advertise but in the place where people are looking, right? So they'll be spending and receiving back the money. That that's not a circular deal that was created. It's just part of what will happen. They'll get back some of the money on on the advertising that will be spent. but the the point of of all that is that so financially, I don't think it impacts Facebook significantly. Plus they will go out to other platforms like TikTok, YouTube, you know, X, and they'll say, Why don't you join us in leading this this solution so that, you know, even though they weren't caught up in that net of the lawsuit, you know, they'll they'll still go out and say, be a leader like us and join us and following these these new rules. And I don't know if that will will get traction with the other platforms. You know, it it will only get traction if they feel as though they have a problem of people underage. because that's really where the where the where at least the meta problem was. you know, it's still an addiction issue for for many folks. you know, watching reels and so on. but it was b it was a huge problem for kids because it's it still is a a huge problem even for for kids over thirteen. There's just a lot of judging going on, you know, in that age range. So all that is to say that it's you know, Meta's gonna try to turn this around to be a leadership thing. The advertising is going to be out there, which is good. It's going to be reminding us that it's good to not be on the platforms all the time. There will be limitations for kids under 13 where they can't be on the platform from midnight to to six AM. There's a two hour daily limitation. so Julius Neil Buenconsejo: Hmm? Barry Moline: that's you know, that's cumulative every twenty-four hours. It'd be nice if it was two hours a week, but it's really two hours a day. and there's and there's other limitations on, you know, on I don't know what you call it, you know, differ different makeup that you can put on yourself or you know, on pictures and so on to make people look good or bad. But but the bottom line is is so they're they're limiting some of the use and and that will be good. you know, we can argue all day long about the details of some things, they're not limiting DMs. so DMs will be able to, you know, take place all the time. you know, they they have their reasons why. You know, some people say they use DMs instead of texting. So, you know, this is the way to, you know, for parents to communicate with their kids, you know, and they need to communicate at all hours and beyond the two hour limit and so on. Bottom line is that at least they were caught. And and at least we know that it's a problem that is beginning to be addressed. We've always known it's a problem, but now with with this lawsuit, or or actually the resolution of this, this agreement or settlement, and the ones from last year that were similar in nature, yeah, but they were in a few different states, you know, brought by by classes of of of users. But they're in the same genre of of overuse. And in though in those cases, they were tied to the deaths of some some kids. So you know, they those were were also settled, but the but the point is that this is very broad, obviously. So what what it says is that is that the platforms aren't very good for us ultimately. You know, they can be used appropriately. but they are but there are definitely downsides to using them. And we this is the first time, you know, beyond the studies that a company has has effectively had to pay in a very big way. Julius Neil Buenconsejo: Yeah, okay. So having said that, so because these are all minors, right? So they are judging based on their experiences as well. And they don't know which is true, which is, which is, you know, which is a bad content, right? So it's as long as it's entertaining for them. So I have this one guest before about, you know, about he is saying that the IQ or the intelligence of people started to decline. in the 1980s, but before that it was going up. And then in the 1980s, it becomes 83, 85 when they introduced calculator, the IQ of the people's declines. now, yeah, and now people are, if people are the students are going to use AI, it's, he called this a cognitive, you know, cognitive outsourcing. So like the students, so how they are going to be able to, you know, what do you think? How they're going to be able to judge rightly when it comes to the content in TikTok, know, in Instagram or Facebook, even though we limit them for two hours. And what if, you know, just Facebook just put some different things there on their screen that we don't know so that they can capture more of their attention. Barry Moline: Well, y your question is about broader intelligence, right? The decline of broader intelligence Julius Neil Buenconsejo: Yes, yes, yes. Barry Moline: and and what what the platforms or what social media effectively does for us, but also what AI does in terms of doing work for us. And one profession that the New York Times just wrote recently could be the the first profession that that is extinguished from from use of AI is mathematics because yeah exactly because because you know AI solved some very difficult problem that had gone unresolved for you know 80 years and and that just happened recently. you know AI can do complicated math and Julius Neil Buenconsejo: Mm-hmm. Barry Moline: you know and can work on problems and and try like we know computers do you know lots of options and lots of combinations of things to see what might work so that's you know the value of computers and we've been using computers since the since the 50s you know to speed up the calculation process and and try lots of different options So to, you know, I wouldn't use it as suggest it's an alarm bell about IQ dropping. I I say that not to dispute the, you know, the the facts, because there's Julius Neil Buenconsejo: Mm-hmm. Barry Moline: no question that when we don't use our brain, we we lose the the ability to to do the analysis. So we have to make sure that we do that. When I was doing my graduate work in you know in engineering, I had a computer. But Julius Neil Buenconsejo: Mm-hmm. Barry Moline: I sat down with my my advisor and we worked through manually the the problems that the computer was doing. It was just gonna be doing, you know, 10,000 versions of what we were doing there on the whiteboard, but we still did it. We made sure that we knew, you know, here is one application and let's figure out how it gets to the answer of poop, that point right there, and make sure that we know how it works. The reason why we did that is because one, he wanted me to know so that when I'm running the model and I see what it I I want to make he wants to make sure my my professor wanted to make sure that I understood what the model was doing. And if there was anything that looked unusual, I could go into the data and see and understand the equation and and see if the model was getting it wrong, or if, or if maybe our equation was wrong. Still, we did that. We we we took a moment to to figure out, I should say it was more than a moment, but we took our time to understand the equation that goes into the model. In AI's case, it's Changing the equation. You know, here's an equation. We're starting with this equation, and then you know, you might follow that. But you know what? That's not the right equation. Now we're gonna change the equation. And now we're gonna get different output. And you know what? Now that we've got that output, we're gonna change the equation again. And it's very difficult to follow what AI is doing because it's laying analysis upon analysis. so just the fact of speeding up has the ability of being it being difficult to follow all the things that it's changing. Ultimately, I believe the what your colleague said about our our, you know, IQ dropping. But I would say that, you know, I don't think that mathematics is going to go away because we do need to understand what's going on inside the model. At the same time, you know, it is speeding up the analysis. So it is speed a value? Is that is that a good thing? You know, one of the concerns about AI is, and this has also happened within the past few months, is its ability to hack into complicated, very secure systems, you know, businesses, so banks, let's say. And I was talking to NAI expert friend about how how does ai get into the bank. Does it I said does it go to me, does it go to my account and and estimate my password and then and then estimate so I have two-factor authorization. So it has to come to my I have to get a text and then Julius Neil Buenconsejo: Mm-hmm. Barry Moline: that text I have to enter in another number, which is which is fairly secure because you're using a separate platform, right? So how does how does AI, you know, if AI says, okay, we're gonna send this out, we got Barry's password. I'm sorry, yeah, we got his username and password. And now we're gonna go out and and enter in a two-factor authorization, an additional number. You know, that's just one other thing to to potentially estimate. and he said, no, no, no, forget the two-factor authorization. You're fine with that. AI is just going right into the bank and just sucking out and and it it AI is acting like like the bank CIO, you know, who has all of the all the keys to get into every account. So the the chief information officer, you know. has that ability. There's a handful of people that can go anywhere in the bank and it gets their credentials to be able to to get into the bank and then suck out the money. So the it doesn't bother with you and me using our two factor authorization. It just goes right behind all the paywalls of the bank and, you know, all the secure measures and and just, you know, and and gets in that way. So even though there might be three, four, five levels of of security, because it can calculate so fast, it can it can look at, you know, a trillion different ways for usernames and passwords and and authorization codes to fit together. And then it it finds one and boom, you're in. So it may not get everybody at the bank, but it'll find you know, some accounts here and there. And it has. It has already. And that's where where Anthropic and OpenAI have said, Julius Neil Buenconsejo: Mm-hmm. Barry Moline: you know, like, our models are too good and and this is a problem. And they've they've come out publicly to say that. Julius Neil Buenconsejo: Hmm. Yeah. Okay. That's quite interesting. So AI can now, you know, can now penetrate the security systems of the banks because they're able to calculate different, you know, different passwords and username in just split second. And then they don't need, know, they don't need your two authentication factor and just, you know, directly get the money out of your, after, after your account. And it's quite, you know, it's quite also automated, right? Because right now, traditionally there will be some phishing account and then there's some people also doing this at the backend. Right now you just have to get that, you know, got to get that AI agent to do it for you. And that's, it's dangerous. Yeah, that's what Atropic and OpenAce is. What do you think about the snorway now in in their education system? They remove AI. or they remove digital gadgets or devices in the classroom. Do you think that should be the move in the future for most of the schools? Or at certain age, until age 13, there will be no digital devices, there's no AI for them. Barry Moline: No computers or no AI? Julius Neil Buenconsejo: No AI. Barry Moline: No AI. I would say, you know, this is the first time I've heard this. at first at first blush and my first thought is my my very first thought was like, what? And then and then quickly my second thought was that's a good idea. Because it goes back to first principles. It's really important for us to understand what goes into. problem solving and learning the problem of learning the process of problem solving. And not being able to rely on AI allows us to learn those processes together as humans. And and then once we learn those, then we can use AI, we can understand what's inside you know the the the AI decision making and and help make those decisions for us. It's sort of like like when communities make decisions f about how to spend our tax dollars. So th there's there's you know a philosophy for doing that. One is we're talking here about judgment. One is let's do the greatest good for the greatest number of people. So we want to have, I'm just thinking on the fly here. We want to have beautiful gardens all over our community. And we want to be known as the community with the gardens, and everybody will come and see our gardens. And that has does the greatest good for the greater number of people. We're known for this. People are coming to our community, they're spending money, our businesses are growing because people are coming here to see our gardens. And then simultaneously we want to look at what's one harm that could be done to a single person from that decision. And I one harm could be there are people with anal with allergies. Okay. And they may be allergic to certain flowers that we're planting in the garden. And so we're harming people in our community, a handful of people in our community were harming them because now they're sneezing more. And they're they have colds and watery eyes and so on. But look at all the money that's coming in. The greatest good for the greatest number of people versus the a few people with allergies. So it it it's not the the question is, therefore we don't do the big project. The the question is now if we know that, if we know that there is, you know, somebody that's being harmed, we can We can go to them and say, well, what can we do to help you with this? Because this has a broad positive impact, but it also has harm to some folks. You know, is the harm enough where we say, we shouldn't do it? Or is the harm at a at a lower level where we can control it and help those people that have that negative impact? So it's AI can point that out to us. AI can say, look at all the benefits. And then here's a group of folks that's going to be harmed. Okay, thank you, AI, for doing that. But AI can't make the decision. I mean, it it would make the decision based on a 99 to 1 ratio, right? It would say, okay, well, it's overwhelming. 99% good, 1% bad. It's it's a great idea. Let's do it. Well, that's you that may not be good enough. so Julius Neil Buenconsejo: Mm-hmm. Barry Moline: if you're harming people, I mean if if the harm leads to le let's say it leads to somebody getting pneumonia and dying, that's you know, that's Julius Neil Buenconsejo: You Barry Moline: not that's not a good outcome. So AI you know, you could probably program a computer, I shouldn't say you could probably, you can definitely program a computer to say no to something like that. Even still, AI doesn't get the context of all that. And I would I would agree, I suppose, when when you talk about you said Norway and India that were taking AI to the classroom to help their children learn decision making and judgment and and all those things, I would say that it's it's a good idea as long as they're focusing that they're learning on developing good judgment. Julius Neil Buenconsejo: Yeah, so looking at that you have over 29 years of experience and you became a CEO and you've written something like people should stop thinking about their career as a ladder and start thinking about it as a rock climbing wall. What do mean about that? Barry Moline: what I mean is we we tend to think about our careers as just going up. We we do a job, we do it well, we get recognized, and then we get moved up to the next level. We move from junior analyst to senior analyst, and from senior analyst to manager, and then from manager to senior manager, and then senior manager to vice president, and so on. And In the process of that, hopefully we're either working within the same company, that's usually unlikely, or we're moving from company to company, but we're moving up along the way. But that's not how the world really works. There's you know, sometimes a company goes bankrupt. We're working a company goes bankrupt, and we have to look around for a job, and there aren't jobs at the same level. You know, maybe we're a manager and we have to to To drop down to a, you know, to be a senior analyst and then show that next company that we have the capability of managing and maybe move up there. So when I think about the rock wall, is that we climb a rock wall, and generally we're trying to climb up, and then we get to a point and and the path straight up is not a good path. But we can look to the side and say, I can see a path. going off to the right and then up. Or sometimes the path may be, hmm, it's not to the side. It's actually below me to the right. I have to go down and then and then go up. And that's a that's the analogy for a career. I think it's perfectly fine in a in a in the world of work where we are you know we're all in charge of our own careers. We cannot depend on a company. To you know, for a lifetime. So the I mean a lifetime of of a career or a job or something like that. So we have to look for the right fit from and and and that goes also inside the company to say, are these the right people that I want to hang out with? Is this the right culture? Is this a good place to be? When you think about work, we spend over 50% of our waking hours. at work during the week. So if we're spending all this time at work, we want it to be in a place we kind of like. And if we don't like it, you know, we need to look for a place that we like. Because I would Julius Neil Buenconsejo: Yeah. Barry Moline: rather take less money and work in a place that I like than to have more money and and hate what I do every day. I mean that's bad for your health. So the the point of all that is is that it's important to be constantly looking out in our environment. I mean environment being our career, society, you know, what's the best path for us? And it's not always just straight up. It's there's lots of options everywhere. Julius Neil Buenconsejo: Yeah, so it's a good, you know, a good advice for our younger listeners and viewers for them to be able to build up their gears. So if you look ahead five to 10 years, what leadership capabilities do you think will be dramatically more valuable because of AI? Barry Moline: I think that it's most important to have a growth mindset. I I talked about this early on in our conversation today, and that is always be learning. And it when we think about learning, we th we think about school, we think about getting some training, we we think about watching a a video. But I go beyond that to you you you go into a coffee shop, you go into Starbucks. And have you been in Starbucks before? Okay. Yeah. Julius Neil Buenconsejo: Yeah, I liked Starbucks. Yeah, I usually work there. Barry Moline: So so they say, what can I start for you today? They don't say, What can I get you? So they're not just servants to you. They're they're they're working with you. What can I start for you today? And then they ask you your name, right? They always ask your name to write it on the cup. And then you say your name. And you know what your favorite word is in the world? It's your name. So they're they're drawing us in to this process. And then they make your drink, and this is important too. The machines face you, they face the customers as they're making their drink because people like to see what's going on. I mean, some people just chat in line, but if if Somebody's just got their back to you and they just press a single button and that's that, it's not good enough. They they're like, that this is automated. I could just get this from a vending machine. But if they're facing you and they grab a a rag and they and they clean the equipment first, they're like, it's clean. Well, that rag is a dirty old rag, right? But they're but they're cleaning the machine. They're doing some kind of manual labor and and they're And so they're making this drink that's special for you. And then they call your name, Julius, Julius, your latte is ready. And then you get your drink and you sit down in this shop. And and that's Starbucks. Of course, a lot of other organizations do this too, a lot of other coffee shops. And then we, you know, we we engage with people, we talk to people. So we're we're when we're Everywhere, Starbucks, a sandwich shop, a clothing store, everywhere we go, we need to be learning about what somebody else is doing because that store is a chain. They're all over the country. And they've probably spent millions of dollars developing that process. Well, you know what? You can just watch what they do and steal it for nothing. So You can you can grow by watching videos, you can grow by going to school, you can go grow by taking some additional training, you can listen to a lecture from me, whatever it might be. But you can also just watch, go outside Julius Neil Buenconsejo: Mm-hmm. Barry Moline: your house and just watch what other businesses are doing. And then and then just ask the question, huh? Could we do that? Well, and and brainstorm it back in the office, you know, talk to people. You know, I was I was over here and they did this. Could we do something like that at our conference? You know, when whatever it might be, and and then let people brainstorm to figure out how the application might fit into your business. So ultimately I think having a growth mindset, I didn't mean to get off there and talk about coffee so much, but I think the opportunities to grow are everywhere and they're open to people that pay attention to it. So what will be still be needed in five to ten years? learning. things Julius Neil Buenconsejo: Okay. Barry Moline: are constantly changing, changing. So we gotta commit to learning. And it's not just about, as I said earlier, chasing a shiny penny, just changing here, changing there, changing there. It's learning and evaluating and seeing what are the best applications for our business. Julius Neil Buenconsejo: Okay, so before we go to the rapid 10 next round, I'd like to, you know, to digest, know, to summarize your four decades of experience in leadership from, you know, from the fresher to becoming a CEO. So if you had to reduce your leadership principles or philosophy to five principles, what would they be? Barry Moline: My leadership philosophy and five principles. Julius Neil Buenconsejo: Yes. Yes. Barry Moline: Well, number one would be I would say the growth mentality. I think that that hold on one second. I th a as I just said before, I think it's vital for for us to continue to pay attention to what's going on all around us, learning more about what we need to learn more on and to you know. keep up our learning because the world is changing. And when we when we have a growth mentality, we're interested in not just the businesses that are around us, but we're interested in people in general. I would say responsibility is is a key element of leadership in that a lot of people when they're asked to do something, they'll think, yeah, no, I don't want to do that. Yeah, I don't want to take that responsibility. Nah, I don't want, yeah, that that's all right. Let somebody else do it. leadership requires you to say yeah, I'll do it. I'll raise my hand. I'll volunteer to go do that thing. Even though it's not the most exciting thing, it's something that's needed. So I I think taking responsibility and taking ownership. that's two, right? Okay. Julius Neil Buenconsejo: That's due, yeah. Barry Moline: Mm. Three, I would say, is having, you know, grit, persistence. Along the way of our careers. There's gonna be a lot of things that stand in our way. it they're all over the place. You know, you have an idea, people say, I don't know, that that's not where or there's not enough money to do that, or whatever it might be. There's there's always things standing in the way. And I have found that I have an idea and and I talk about it with others, they they poop on it. And then and then I think about it a little bit. longer like well you know what I think there's a way to do this more easily and more cheaply and maybe we could try that. So and then maybe the world evolves a little bit. And I I'll tell you one of them which which I've had for a long time. I've wanted to write my autobiography, whatever, you know, just write about my childhood for for my friends, family and so on. Julius Neil Buenconsejo: Mm-hmm. Mm-hmm. Mm-hmm. Mm-hmm. Barry Moline: And my kids. you know things that happened in my in my life. It's kind of a fun thing to do. You know, it'd be read by, you know, by fewer than 10 people, but that's okay. It's important to have that. But it's hard. It's hard to do that. And there are companies that will help you sort of write that. They'll send you a Julius Neil Buenconsejo: Mm-hmm. Barry Moline: prompt and every week you you write a few stories out. But it's hard to even write. But I could talk about it. I could tell you stories from my childhood. And I mean right now. Just ask me a question, I'll tell you a story. No, don't ask me. But but I could do it, but I could do that. Now with transcription and AI, you could do that. And I by the way, I would take the AI slop on that if you just help me write my autobiography. I mean, I'll edit Julius Neil Buenconsejo: Okay. Barry Moline: the thing. But you know what? As long as we get it down, my words, imperfect, but telling a story, hmm. You could people could write their autobiographies. So I've had this idea for a long time to do it, but it's always too expensive. But now with AI, you could do it. All right. So grit and persistence. So that's third, right? the fourth is I would say is is people, is is staying engaged with people. You have to to network, communicate. We get things done with people. There there was a study done. a few years ago about who was the most popular kid in high school. And you think, like, high school? What a terrible time. We all hated high school, right? Socially. It was just like, and you know, was it the star athlete? Was it the the pretty cheerleader, you know? No. It was the kid who knew everybody, who just knew and liked everybody. Hey, how you doing? Walking through the hallway, hey, how you doing? Wasn't the star athlete, it was just somebody who is friendly. And that's what we need to do. We need to network and be friendly and engage with other people. Those are the people that are going to excel in leadership. They're not the smartest people in the room, but they're the people that can bring people together. And I would say the last one is you know, we talked a little bit about the rock wall, is take charge of your career. you are the only one who's looking out for yourself. There's no one else that is going to feed you job after job. And you need to to look at what your interests are. You might have 10 interests. And for now, this one interest might be something you pursue, but after a while, you know, I want to pursue this one. And whatever it might be, you have might have different interests, different places in the organization, analyst to manager to senior manager to VP. you're the one that has to look out for those opportunities, whether it's inside the company or whether it's elsewhere. So take charge of your career. So I think we got five, right? All right. Good. Julius Neil Buenconsejo: Yeah, yeah, that's good. That's good. That's it for our listeners and viewers who are, you know, in their, you know, in their startup of their careers and then having, you know, having this insights and advice from somebody who already made it, you know, as a CEO in the US, it will help them more. Not only in AI, we talk about AI, but also, you know, even though you're expert in AI in order to be successful in the corporate world, you still have this, you have to have this five, you know, principles from Barry. So thank you for that. you for that. So Barry Moline: A pleasure, Julius. Julius Neil Buenconsejo: yeah, we're going to the rapid 10 next round. So my first question is what's one AI tool you actually use every day? Barry Moline: Well, I use Claude and Chat and I have just begun to start using DaVinci, which is a sort of it does a variety of things, video editing and or video creation, I should say, and image creation, song creation. So I'm I'm y well through prompts. So I'm I'm getting experience with that and and I find it's not easy. to use. It's not difficult, but it's it's not it's not super easy to get exactly what you want. But anyway, trying to use that. Da Vinci. At Claude and Chat. Julius Neil Buenconsejo: Okay, number two. Yeah, so what's one AI task that already, you know, one task AI has already 10x in your life? Barry Moline: Well, I described that situation about turning conversations into organizing thoughts and then preparing reports and proposals. So that is one thing that would have taken us a longer timeframe and were able to bring ideas together from a variety of people and then create something that is cogent. I've also used AI for summarizing documents, contracts, complicated contracts. I I have found it makes mistakes. There's no question Julius Neil Buenconsejo: Mm-hmm. Barry Moline: it makes mistakes. But at least as a first pass, it can help me identify some things that I might not have s seen otherwise. But you still have to go back and look at the details. So complicated documents are two other things that I've done. Julius Neil Buenconsejo: What's one human skill AI can never replace? Barry Moline: I I mentioned context earlier, understanding trade-offs in a situation. We make decisions based on our gut. We we look at the facts and then we make a gut reaction based on the context of a situation. AI will will act like it understands the context, but it really doesn't. It's up to us. So context. Julius Neil Buenconsejo: If you could automate one annoying thing forever, what would it be? Barry Moline: a spam filter that works properly. I've I've got spam filters all over the place and it and Julius Neil Buenconsejo: Mm-hmm. Barry Moline: it keeps catching things that I want and and it they just they just don't work the way they're supposed to work. Julius Neil Buenconsejo: You Barry Moline: They work pretty well, but they always catch things you're not supposed to catch. Julius Neil Buenconsejo: Okay, what's the biggest misconception about AI right now? Barry Moline: Misconception. I would say that there's a there's a feeling that it's inevitable for every job and that it will take most of our jobs. And I think it's gonna make I think it's gonna make our jobs more productive. That this is my this is my to-do list. And then these this is the priorities of my to-do list. wait. These are the back burner things, right, on the opposite side. If AI could help me do just just this part right here, just just the yellow things, then I'd be happy. So it's Julius Neil Buenconsejo: it Barry Moline: only going to make me more productive. So I think Julius Neil Buenconsejo: Okay. Barry Moline: AI is you know, the goal is to make it more productive and and that's what we'll do. We'll be more productive. But I don't think it's inevitable for every job. It'll help, it'll help Julius Neil Buenconsejo: Okay, yeah. Barry Moline: many jaws, but it won't be inevitable taking every job. Julius Neil Buenconsejo: Okay, so what advice would you give someone who wants to become 10x starting today? Barry Moline: here here's something. Ask AI, ask chat or or or Claude, enter in a job description. So like a three-page job description, and say, Here's a job. How can AI help? And AI will will give you ideas on how it can help and then ask it how it can't help, what parts of this job it it should not do, it cannot do. And AI will identify those. So that gives you a a a running start to figure out what to focus on for a job and and then what parts of the job humans need to do. Julius Neil Buenconsejo: What would you tell your younger self about the future? Barry Moline: Well, I said it earlier, stay open to new ideas, have a growth mindset. I think that's the most important thing in life is to be open to ideas. Julius Neil Buenconsejo: So what's one book, podcast, or resource that shaped your thinking about AI or innovation? Barry Moline: Hmm. You know, I love the podcast. It's called Hard Fork. It's a weird name. Hard fork. Like a fork that you eat with. Hard fork. Julius Neil Buenconsejo: Mm-hmm. Mm-hmm. Barry Moline: And and it means, you know, fork in the road, right? Julius Neil Buenconsejo: Mm-hmm. Yeah. Barry Moline: and it's two experts in AI. They're they're interesting and funny. They're both reporters and they cover issues of the day. I I find it to be the best AI podcast out there. And I I've listened to a lot. they're they're on top of it. And they interview people in the industry as well. I've also learned some good things from up I have a paid subscription to Masterclass and and I've I've gotten some AI training through master class that has been really high quality. But but but listen Julius Neil Buenconsejo: Okay. Okay. Barry Moline: to hard fork. I I I think people will Julius Neil Buenconsejo: Okay. Barry Moline: really enjoy that. Julius Neil Buenconsejo: If you had to bet on one AI trend that will be massive in three years, what is it? Barry Moline: All right, I've got to give you a few. Sorry. I'm gonna give you a few, a few trends. Julius Neil Buenconsejo: Okay, no problem. Yeah, yes. Barry Moline: let's see, some negative ones, maybe some neutral ones and a positive. all right, negative, negative, deep fakes. Deep fak deep fakes will get really bad. We won't we will not be able to tell what's real or what's fake. And that's a problem. That's a huge problem. another huge problem is that rogue nations are gonna use AI in many ways. both and trying to get into our systems, our businesses, AI drones that will make decisions about killing people on their own. you know, that's gonna that's gonna grow. That's already happening today. And and there will be nations that don't have the same morals that we might say about the value of human life. here's an interesting one. I you know, I work in the electric utility industry, is there's an over-reliance on electricity for all of AI. Julius Neil Buenconsejo: Mm-hmm. Barry Moline: And I think when the power goes out, if it goes out for an extended period of time, then parts of our society will just stop, will literally just stop. So that's a problem that I think we need to consider. We have we're over-relying too much on the power source. two more. a neutral. A neutral impact is universal basic income, you know, the loss Julius Neil Buenconsejo: Mm-hmm. Mm-hmm. Yeah. Barry Moline: of of income. it's it's it'll become a reality in some form. You know, these are you know, money that has to be paid to people as a bridge to moving into something else. and the AI companies need to be taxed for that. And and then that money needs to be used to help people as a bridge. And then and then lastly, as I just described, I Productivity will increase and we should look Julius Neil Buenconsejo: Mm-hmm. Barry Moline: for those productivity opportunities. Julius Neil Buenconsejo: Okay, so in one sentence, what does 10x mean to you personally? Barry Moline: I I really like the ability, I'm gonna say my sentence in a second, but I really like the ability to talk something into existence. And so I would say something that I could barely start in the past, now I can talk into existence. I can Julius Neil Buenconsejo: visualize and then make it a reality. Barry Moline: I I I can speak it yeah, and make it a reality. And I think that's that's pretty cool. Julius Neil Buenconsejo: Yes, I know I know with AI everything's possible now Okay, Barry Moline: Yeah. Julius Neil Buenconsejo: that was very insightful, you know conversation with you. I really enjoyed you know, all your you know advice your insights and some recommendation suggestions So I will keep that in my heart and in my mind moving forward in my career as well So if the people really enjoyed our conversation and they wanted to reach out to you or you know Make you a speaker or you know consult with you work and they connect with you or how they can reach out with you. Barry Moline: The the best way is email is that's at berry at berrymoline dot com and hopefully you can put in in the show notes. And so berry at berrymoline dot com and then my website is berrymoline dot com and there's a lot of info there as well. Julius Neil Buenconsejo: Alright, okay. Thank you very much for your time. again, people, thank you for watching 10xAI. Remember, the feature doesn't belong to AI. It belongs to the people who use it. See you next episode.