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Ted Wolf: Why Ungoverned AI Agents Are Your Biggest Hidden Liability · Ground Control: Sponsored by RocketDocs

• Bryan Jenkins: hey everybody, welcome today. Our guest is Ted Wolf, the CEO of GuideWise. Ted has a unique perspective on transformation and he grew a company from zero to six hundred and fifty employees. Then he turned his focus to helping organizations navigate the challenges of AI adoption and change management. So, Ted, you've seen, firsthand what it takes to build and scale organizations through periods of rapid change in your career. And I just really want to start with your story. So can you tell us a little bit about your background? What led you to the work that you're doing today at GuideWise? Ted Wolf: Okay. initially started working with IBM Corporation and that's how I got involved with technology decades ago. my brother worked there. We both wanted our own business and we knew the future was going to be in software and consulting services, not selling the iron, if you will, the hardware. So we left. We started a business. It was the two of us. We had a total of a thousand dollars. We did not come from big money, obviously. We started with a thousand bucks. And started knocking on doors 18 years later. We had 650 billable employees across the United States. We probably had another hundred people on top of that who were salespeople, recruiters, headhunters, and admin staff. so we quickly learned the place of technology and people in an organization and the need for a business to actually have a direction and business objectives that they were focusing on. Great experience. And what we did what I did after that obviously was executive coaching with other organizations. Wanted to understand a lot about people adoption and why the adoption rates were so low for people to use this new software. For instance, ERP, you get a thirty percent maybe success rate of implementing an ERP in an organization. So guide wise was brought together. My son and I, he worked for Deloitte Consulting. I grew that business with my brother, and that was eventually acquired by a publicly traded company. Over a billion dollars in revenue is what they were doing. And we started guidewise with the intent of saying how can we help organizations develop business objectives, implement the best technology to achieve those objectives, and then how do we get people to adopt in their staff or in their organizations? How do we get them to adopt and use the technology? in a way that again, achieves those business objectives. And that's what we're doing and we're having a great time and business is is good. It's growing. Bryan Jenkins: imagine. with the new technology that's coming out and how quickly it's changing. you've kind of mentioned this in what I've read about what you've published, but like when you see a new company rolling out new AI tools, there's so many that are available. They're changing so quickly and a lot of the times like people feel like they're gonna be replaced. So what do you feel like AI tools are getting when the human element is involved? Ted Wolf: Well, the whole goal of the human etgenic workforce is to build and learning flywheel because intelligence is the name of a game in a business. and how people work with that is very interesting. And I think how that'll evolve is going to be even more interesting. But if you look at every invention that took place, I don't care if it's the fire, the wheel, the steamboat, the you know, Edison and everything that he did, computers, it the basic Behind those inventions were intelligence. They thought differently, they innovated, they had a problem to solve, and they could do that pretty well. They worked on their own, they brought in build organizations around them eventually. But intelligence was the key. The most intelligent people you could hire, if they have people skills, you generally could grow your business pretty quickly. That was a, I'm gonna say, a limiting factor within an organization because Before COVID, to be honest with you, just five years ago, for the most part, people were dependent on working for a company as to where they lived. Well, COVID changed all that. Technology changed all that. So now people can live remotely and work for an organization. And then when you bring AI into the whole thing, you've got to create that flywheel where the human makes the in the agent intelligent and vice versa. So how do they work together and where is all this going? I think there's going to be an awful lot of work that people don't understand in how you maintain and keep current an agent in an organization. An agent has to be governed. It can't go wild. Very few people in organizations understand that. They don't know how to govern it. And I'm going to give you one quick example, Brian, if I if if you don't mind. I'm going to ask you a question. Do you know of an organization where individuals may not like The platform for AI that has been introduced to the organization. And they have things they got to get done. And they may do that evenings and weekends. So they go to their laptop, personal laptop, and they use whatever platform they're most comfortable with. And that may not coincide with the companies. And let's just say that they're putting a proposal together and they complete that proposal on their own time. It could be any other function that they're doing within the organization. But when they do that. Do you think they're aware that they probably broke every NDA, non-compete contract, and violated their own IP and a prospect's IP by doing that one simple thing? And when they generate that report or proposal or report, basically they feel proud, they feel good. The business sees it moving ahead, productivity getting easier. But could you imagine the liability potentially legally that they're undertaking by letting that happen? So Do you think that's a current problem within the business world today? Not Bryan Jenkins: Yeah. Ted Wolf: being aware of that. Bryan Jenkins: Absolutely. Yeah. And I feel like the technology's changing so quickly, people don't necessarily understand where that information's getting shared, where it's going, what the implications are of it. Absolutely. Ted Wolf: Exactly. Exactly. Yeah. So that becomes, okay, what do we do now with the human side? We have to make sure we govern an agent. The example and question that I just posed to you was an example of an ungoverned quote unquote bot or agent. Okay. So we have to be able to understand how to govern those. And that is going to be the challenge everybody's talking about in 2027. Bryan Jenkins: Yeah. And on our end, we're putting together kind of knowledge libraries. And we've we've talked about this in some of our previous podcasts, where the humans sort of involve to make sure that those agents have something that they can look at that they can trust, right? As far as the information Ted Wolf: Yeah. Mm-hmm. Bryan Jenkins: that it's providing. And like in your perspective and with the companies that you're working with, do you do you feel like that's a challenge as well? That that it's hard to find accurate, up to date information and are these MCPs sort of, you know. working and finding different pieces of information and how does curating work? Ted Wolf: if it's in public domain, somebody publishes something, I'm gonna imagine you can share that information. But Bryan Jenkins: Mm-hmm. Ted Wolf: you've gotta number one govern the entire agenci design of your organization. If I can for a moment, organizational div design of agents, you've got to be able to understand the workflow they're doing and you gotta get enterprise data, which is different than siloed data and it's different than tribal knowledge. So when you go in and you're looking at siloed information or data, every department or every function and every business has their own set of data and usually their own set of terms. The word customer is different in a manufacturing environment at the production floor level when they're scheduling than what sales would look at it as. Client services also has a different term or meaning of that term client or they're under contract. very often organizations when they're fulfilling something in order, not everybody understands what the start-stop date is. There's accounting implications and things like that. So the governance is becoming key in how you orchestrate all your agents at the orchestration level when you're connecting them together. That has to be under a governed, very strongly reliant on governance, risk, and compliance. And one compliance issue is going to be SOC2. SOC 2, basically, I'm going to say it's written according to the standards as I understand it for ISO. So SOC 2 is not required in a lot of organizations, but it's going to be required more and more, or some type of compliance protocol will be required for people. And you're going to have to do that because of the AI orchestration of agents and making sure you're not violating contracts, et cetera, et cetera. I could go on and on about that, but I think that is a Big challenge that people have in understanding how they orchestrate it and what tools are available to do it, because I don't think they're aware of the tools you need or that are out there now that are very good and they're very inexpensive, relatively speaking. versus going off on their own and everybody's do using Claude, Chat GPT, Gemini, or some open source type of agent that they're working on. Bryan Jenkins: Yeah. On our end we're running into that a lot. We've got AI, we hear about it, deployed in in different companies, but different teams are using different solutions and information tends to get lost and they get conflicting information as well from it. So having a a strategy is something I feel like some companies are you're starting to see the role AI transformation or, AI enablement being a a Ted Wolf: Yeah. Yeah. Bryan Jenkins: role that didn't exist a couple of years ago. And it's a great question back to you. we've seen all these different teams performing from from different starting points. So what do you feel like is the secret sauce for some of the companies that are more forward thinking and gonna win in the next couple of years versus those that, you know, might get left behind? Ted Wolf: best way I can answer that is what our organization has done is we've done a pretty thorough evaluation. We're our background is technology. Our background is technology, business, and people, and how do you put those together? But we've been able to follow what is going on in the market from a technological advancement, things like that, upgrades. We firmly believe in the IBM solution called Watson X. And the reason why I'm saying it is that it works with all of the agents that are out there. It works with Anything you do in Claude, anything you do in a open source, it works with anything that you're using with a Gemini or any of those. The whole key is orchestrating. How do you bring them together and managing them? Brian, I'm gonna give you I'm gonna ask you question or give you a an instance to think about. Someone's building an agent using Claude. That's one agent. Easy. Generally speaking, they're never never govern because you don't give them the the instructions they need so they know what they can do and can't do. Let's say that they get into it and using that agent they say, well I can see why really got to break this into five agents and they start breaking it into five agents. That's not bad. That's not hard to manage and govern. But when you have ten departments, that's one person I just talked about. Multiply it by the number of employees, and you've got hundreds Hundreds and hundreds and hundreds of agents doing work. How do you manage them? If they were individuals, how would you manage another hundred people coming into your organization, onboarding them, teaching them what your core values are, teaching them the instructions they need so they can work together in harmony? That becomes a gargantuan task. Mid-sized companies, $20 million on up. We'll be using thousands of agents if they're designed properly. Because in if you just design a hundred agents and you're not designing it properly, you're gonna have can token consumption through the roof. You can't afford it. So there's a technique on how do we design these agents, get them orchestrated, but get them doing the specific tasks we want so that we're not going into the stratosphere or I call it AI sphere, of of of what token consumption will be and we can afford it. We're not getting these month end surprises. So you've got to be able to have a platform to do it. We chose IBM because the governance, the orchestration, the entire thing of data and how you have to be able to get your data accessible. And if it's not accessible, you can't use it. Quick example. An LLM, it's a large language model, not a large math model. Computers do math real well. I'm not sure agents do. The reason why I say it is when often when they look at a spreadsheet, they think it's a book, large language model. They see each cell as a word. They're trying to make sense out of it, and they can't. So you've got to be able to get your data structured in a proper way so that basically you're governing the data's available. You've got the processes in place that you need, but you can do this from an overall enterprise wide standpoint. And even if you're a smaller business, you're doing 10 million or 5 million, you still have to lay these foundational things in place, or you will have a nightmare and it will collapse and you will not get a loan. You will be in legal violations. When I say not get a loan, you go to a bank to get a loan. These are all things they're gonna wanna know because they wanna make sure you're gonna be able to pay your. your loan back in three years from now. So what are you doing with AI? If it's not governed properly, the data's not laid out properly, and you don't have an enterprise organized way of orchestrating this effort, you have a second workforce, the Agentic workforce, doing a lot of important work for you. What if it goes down? What are you going to do? These are challenges that I think a lot of people aren't listening to or hearing or even looking for because what you don't know what you don't know, so you don't know what questions to ask. And that's part of what GuiseWise is doing. We want to be able to guide people in a very wise manner through this whole agentic implementation based on business objectives and based on people adoption. How do you get there? That's the question of the next five to seven years. And that's not even talking about the market dynamics you're going have to address, which we do in the future. Bryan Jenkins: Yeah, and I I couldn't agree more. I feel like the the pace of tech right now is just absolutely insane. I mean, I I you've seen it from your whole entire career. Like usually things take a couple years at least for people to catch up and now there's a new AI released. You know, it's different yesterday than it was today, if that makes sense. Ted Wolf: Yeah. Yeah, Brian, I I have never seen in my forty plus years in technology a technology that is all encompassing like AI or is advancing as fast. This is transformation that I've never seen in a technology arena. Bryan Jenkins: Yeah. And at that point, what I've heard and I've I've read this multiple places and I'm curious your thoughts on it too. The ability to be so productive is actually causing a bit of serious burnout and fatigue among certain people unless, you know, there's a proper approach to it. So have you seen that in your, you know, consulting journeys and what what are your thoughts on that? Ted Wolf: Absolutely. What's burning them out? It's the pace of change. We've never seen change like this. Take a look back on five years. Take a look. COVID hit. We adapted to it. Inflation took off. We adapted to it. Russia invaded Ukraine. We adapted to it. all of these things that are coming about, we're adapting because our knowledge and intelligence is increasing. But the pace of change is now greater than the pace of change that we can adapt to within an organization. When those two pace when those two the velocity of change versus what your business can handle isn't balanced, you've got a business problem. And if you have a business problem, you've got people going home with a personal problem now. You have a personal problem at home, you're gonna have a problem in business, and vice versa. So being able to adapt to the pace of this change is going to be instrumental and fundamental in the future. Most people have no idea how they Would address that. We have a solution, different solution. And it's like, how do you teach people to process change at home and in their work life so they can keep up with this and come into work and be very, very productive? So if you learn how to do all those things, this is an exciting time. The opportunities, Brian, are absolutely staggering in my mind. I wish I was 25, knowing what I know now. The opportunities and growth for Good that will come from AI is absolutely unprecedented at the individual level. We're actually, I think, entering a new realm of society. We're gonna have society changes that we have to adapt to because we can't put everybody out on the street on unemployment. But I don't think that's gonna happen because I don't think people really understand what it takes to manage an agent, a person managing it, 10 agents. Is really intense. And the beauty of this technology, Brian, is it's very low code oriented. The code is the English language in many respects, but you still need some coding, but not like it was in the past. So all of a sudden, I have people, I just have to train them how to use and think differently in AI. I need to teach them to think critically. Critical thinking is not there. And people skills, they're the two things they're gonna have to understand going forward. So If we take a look at this pace of change, it's running in our favor if we manage it correctly. It's really going to create exciting careers. I don't think everybody's going to be let go if we learn how to manage AI and teach them to do it. But that means they're going to have to have initiative on their part to actually learn new things. And that goes in the face of people being able to adopt technology. They have to learn how to use it, how to manage it. And in turn they're gonna have to learn how to manage themselves in a different work environment. Bryan Jenkins: So you've seen You did, and it was amazing. and it it got Ted Wolf: I said a lot there, I'm sorry. Bryan Jenkins: me thinking like you've seen technology change, you've seen resistance to some of those changes, I'm sure in your career. nothing's changing as fast as this one. So you don't have time to sit Ted Wolf: Sure. Bryan Jenkins: around and say, Hey, like, I don't know that the internet, we don't need a website, you know? I don't know that that's that's a fad, right? It's changing. So I talk to people all the time. Some of them are a little afraid, right, of what AI might mean for for them and they're maybe cautious about sharing information, maybe too much cautious. And what would you say to those those people as far as what's gonna happen, I guess, if if if they don't get on board? and what's gonna be the difference between people that still have, you know, some of those jobs that are left versus ones that might not? Ted Wolf: you have to learn to use AI. You have to learn to manage an agent, you have to learn to think differently, and that how would you manage somebody else? it's ironic when people think, Well, I I'm not I'm coming in and I'm getting a paycheck, and I'm not really teaching myself other things, and I'm not learning really how to manage other people, but I hope they let me manage someone at work so I can learn to manage. That's where the crux of the problem starts. if they want longevity in their career, then they have to learn how to manage themselves. Quick example: if I don't know how to manage conflict in my life, myself, in my own life, myself, me, how am I ever going to manage through conflict and guide other people through it? Because I don't know what it is. So what do I do? I avoid the conversations that have conflict in them because I don't know how to give them. We need to teach people these things. Now, when it comes to managing an agent. People can be taught, but that means they're gonna have to learn to think. It's not coming in doing rote jobs like we had in the past. I just do this all day long. I answer the phones, I answer their questions. An agent can do that and it will do that in the future. But managing the agent that does that is going to be something that not one person does. And they have to be able to do it in an appropriate manner. Now, people will say, well, we'll do an agent. We'll get an agent that manages the agents. Well, you do that already. That's the agentic enterprise level. But there's still people involvement. There's still people decisions that we have to make. will AI ever, ever replace everybody? Theoretically, you say you can, but I don't see that happening for a long time myself. so the whole idea of managing the change, managing the agents. Everybody's not going to be out of work, but you have to be able to start the initiative of AI. So I'm going to ask people, go to Udemy and a lot of these other organizations. You can get platforms, you can get a lot of education real cheap. Real cheap. Are you actually going there and finding out how to learn what AI is, how it works, how you manage one? That's out there for individuals. They need to be responsible and start the initiative on their own. They can't wait for the business to do it because in all honesty, most business leaders don't know how to do it themselves. This is all new to us. AI was only came out what 2022, 2023, chat came out. come on, this Bryan Jenkins: Yeah. Ted Wolf: is this is real stuff. So you can't imagine and expect management and owners of businesses to be on top of this to know where it's going to go, because none of us do. So you've got to take the initiative to start learning that on yourself so that you can become very proficient in a new world using new technologies. Because this one isn't going to go away. We'll have a financial bubble. I don't teach people how to invest in finances. And when the bubble's coming, the ramifications, we are not going to be leaving AI behind because it it's too valuable. And the productivity increases that it can give a business are astronomical. versus anything that I ever experienced. One quick story. I sold it a mid market in IBM decades ago. Few mid market companies had computers at that time. I mean, after all, Thomas Watson, IBM founder, said, we'll only have seven computers in the entire world and they'll be government institutions. Well, he was wrong. His son was right, who developed the 360 and then they kept going into the mid market area. I would have some I would talk to somebody who who really is interested in buying a computer at that time and they could afford it. And they would say, well I have example, fifty people within the organization. They figured out what to do with those fifty people. The ones that would work in the a computer area and adapt great. And the other ones they found other positions and jobs for them. So we worked our way through it. Same thing happened in the in the in the you know the the whole idea of is the World Wide Web going to be good or not or whatever. Today it's the backbone of most businesses. Who operates without using the web today? It's impossible. So we've worked through our way through all of these challenges for decades now with technology. We'll work our way through this one. It just takes some thought, it takes some leadership and guidance in a very smart, wise, intelligent way to walk through how the business function will, how will people use it, what needs to be done. And Don't get too paranoid about well, what's gonna happen five years from now. That's like politics, five years. It takes forever. You don't know. This stuff comes down to what's what do we do the next ninety days that can get us on the right track? And that's what we want to focus on. We have many ways we can help businesses do that. And it's a great requirement that we're fulfilling. Bryan Jenkins: We've got a lot of content managers that we talk to and people that are used to, working on proposals and filling things out and things are changing with that really quickly too. now like Ted Wolf: Yeah. What are the biggest changes that you're seeing in your market? Bryan Jenkins: I think what we're seeing the most in our market is we're not seeing a lot of focus on the accuracy of the content itself. We're seeing a lot of focus on efficiency and what it what AI can build, right? So Ted Wolf: Mm-hmm. Bryan Jenkins: AI can build a an amazing proposal. But to your point earlier, is the information inside of that proposal reviewed and accurate? And what are the ramifications of a proposal going out with an AI that might un understand math, saying that your projections are higher than you're willing to promise. And we're seeing a lot of people starting to realize, that they still need humans involved to govern these things. The other thing we're seeing is I'd love to get your thoughts on this as well, is being able to apply constraints on the vision of what they're trying to to build or what they're the say it's a proposal or even an agent, right? Like you need to be able to define what it shouldn't be doing and what it can't do a lot better than what it what it can do, 'cause anything you don't specify, it's gonna take the liberty to decide for you. And oftentimes that that doesn't turn into to great results. So what are your thoughts on that as far as getting getting accurate information inside of things and and governing in in general? Ted Wolf: Well, well, yeah. before I answer that, Brian, you gave a v excellent explanation and description of the need for governance. What Bryan Jenkins: Yeah. Ted Wolf: can it do? What do you want it to do? That's what everybody focuses on. But what don't you want it to do? What can it do? That's governance. How do you do it at mass scale? That's where you need the platforms like an IBM, Watson X orchestrate. Data accuracy. Absolutely required. People that manage agents are going to be managing the agent just like an employee making sure they're doing all their work. A new employee in the finance department will say, you'd never let them put together an income statement when they start day one or make meaningful contributions to what that would look like. You have a way of teaching them, educating them, and then a manager is always overviewing, overseeing everything they're doing for accuracy. Well, the same thing's gonna be true for your agents. Now I can get an agent that will oversee accuracy, but I still need a human to go in and basically make sure that's being done. It's called accountability. Accountability in the agents, accountability in the individual for the right data. The right data has to be accessible. And if an organization is smart, they make it accessible throughout the organization. So we're working on one platform of data and reality. Most organizations don't. That means they can't get their tribal knowledge into a system. You need to become systems-oriented versus people oriented. A system means I can plug people into it and it makes them better. But the system is what I take to the bank to be able to get a loan. It's what I take to a lawyer to be able to say, are we doing things properly and protecting the jobs of everybody in my business from a legal standpoint? A buyer. You want to go out and be sold or acquired at some point. And every organization business owner is going to face it. I don't care if they're publicly traded or privately owned, whatever it is, they have to make sure their business is transferable because they can't get a loan if it's not transferable. They can't do any if they want to go out and acquire, they need capital to do that. They got to go to a bank or a lending institution of some type or raise other equity. That means you gotta be systems oriented, you've got to have governance in place, and the data has to be. We have one source of truth of data. Get the tribal knowledge into the system so we can have that data. We make everybody else better. The business becomes better. The business now can make decisions. And you can get to that what we call, we have what we call the intelligence curve that we guide people through. It's nine steps that you do, but the last one is we call the leapfrog moment. If you have agents in, they're orchestrated, you've got the database, you've got systems driving everything. You've got the governance and where it needs to go for SOC governance. If you're working with the government, there's all kinds of compliance protocols and and platforms that you've got to be able to answer to, and we work with organizations to do that. But if you got all that together and you are accumulating intelligence, just think about it, Brian. Every proposal they send out, the business learns what they did right and what they did wrong. If you track it properly, that means every single proposal that's completed and sent out, that means that you are learning more about generating proposals and what it takes. And the data that will tell you what it takes to be successful to get your success or your close rate up higher. Well, if you're doing that, you're you're compounding intelligence on a per proposal basis. How would you like to compete against somebody that's doing that and you're not? I don't know how you do. You can't. Bryan Jenkins: You can. Ted Wolf: So all of a sudden, just by using AI and structuring the agents in an appropriate manner, you begin to compound intelligence. You'll be able to develop products and services faster than anybody else because your AI will help you do that. It will guide you in identifying new products and services, how to make your efficient more company more efficient, and productivity starts to take through. Go through the roof. New levels of productivity that we've never seen. Nobody can compete. So all of a sudden, now you're at that leapfrog moment. You're at that moment where you're going to leapfrog so many people that aren't able to master AI. Because in all honesty, AI is the hinge today. It's going to open the door for it or it's going to shut the door and you never get up to that leapfrog moment. And the leapfrog moment is going to happen quick, it falls in place quick. Your valuation of your business will be at an all-time high because of it. And there will be companies in the next three years that we're seeing approaching that leapfrog moment. 2027 will be the year where people were hearing they're really starting to use AI in a productive way and they'll never get rid of it. 2028 is when the gap between those that use it, governed it, scaled it. That gap between those and those who have not will widen and it's going to be almost impossible, almost impossible to close. Twenty twenty-nine is when we're going to start seeing robots appear in the workplace. They'll emerge in a much, much more pronounced way. We're just talking about them now. 2029, from what I'm told in our own podcast, we had people from Columbia University Graduate School of Engineering say, get ready. They're coming. The only thing we're really working on is the lip syncing now. So it doesn't look like wobbly lips, but they actually are starting to take on more of a human form in their speech. And when you look at them. 2029, we're going to see the emergence. That means the next three to five years, it's going. It's going to take off. It will almost be exponential if you look at the last five to seven years back to where we are today. And the time now you've Got to get this right. You've got to start working on it. And if you attach the agent, what you were mentioning, it has to go to a business objective that impacts the bottom line, or you're wasting your tokens. You're not wasting your tokens in the only the technology. You're wasting quote unquote technology or business tokens, if you will, to stay competitive in the marketplace. Does that make sense to you, Brian? Bryan Jenkins: Yeah, absolutely. It does. And to wrap things up for our listeners, if they had to pick something to focus on, and I'm trying to align it Ted Wolf: Mm-hmm. Bryan Jenkins: to technology changes in the past. If you could go back to two thousand and invest in being a web developer, you'd you would have done well. now in the day and age now where where people are having to relearn skills and figure out what what matters, like what would you leave people with as far as what what they should focus on getting better about themselves too? To be a part of this new world that's coming and very soon. Ted Wolf: Yeah. Yeah, okay. So two things that I advise. Number one Get involved in a personal development program. You have to understand, know thyself, as Plato said, Socrates. You have to know yourself because you're gonna have to understand how to manage conflict. And if you can learn how to manage conflict in your own personal life, so your performance stays high, you're setting yourself up to manage and govern people in the future and agents because both of them are gonna take you to a point of conflict. So you need to have to all this comes down to people skills, and it starts with yourself. And the second one's critical thinking. You have to be able to you need radical feedback. Most people hate feedback. So critical thinking means I need feedback, opinions. I need to get prototypes out there and learn from the prototypes. Small, I mean fail small, keep scaling big. And you get those two things put in place. Great. How do you start learning about AI? There's plenty of education on the market where you can learn. Kaplan, I think, is the free university. You can check them out. Udemy, U D E Y. They have great programs that are very inexpensive, relatively speaking. Individuals can afford these. Start learning and teaching yourself. Get certifications if you can on AI, but learn how AI agents work, the requirements of them, and learn how you implement them at an orchestrating level. And one of the best ways to do that, and this will be self-serving, is come to organizations like us because we can put you on that track and get you moving very, very quickly. I'll give you one quick example. We're working with an organization. They did not turn work in process. They did could never get the report done quickly. It took them two weeks of many people working, and they had so many spreadsheets they were calculating and got errors in pivot tables and everything. We were able to put an agentic system in for them where they got that same work in process report in two minutes. We tied it into their project management. It would guide every project because we found in project management that same organization was not charging for all their change orders in manufacturing and construction and everyday use, even service businesses have the same problems. We're now able to show productivity that's incredible in that area. They started out at zero, took us about six months to get them. Bryan Jenkins: That is absolutely incredible. DJ is incredible. Ted Wolf: That's incredible. We implemented a SOC two into an organization compliance type one in fifty eight days. Rarely is that done. Bryan Jenkins: we know firsthand we're SOC two compliant and we know what that takes, so that's that is. Ted Wolf: Okay. Okay. And we're going for SOC two compliance type two right now with them. excited Bryan Jenkins: Yeah. Ted Wolf: about the future because that's exactly what we do. And if you're SOC two compliant, my congratulations to you. Bryan Jenkins: Thanks. Yeah, and I we appreciate that. And yeah. Ted, where can people find you? if they want to reach out, listen to your podcast. Ted Wolf: Yeah, the podcast is implementers. It's on YouTube. Have a great following. Looking for everybody to come to Ken. We got over two hundred thousand subscribers now. they can contact me, Ted at guidewise.ai, my email. They can find me on LinkedIn. and they can find guidewise on LinkedIn also. anybody that anybody, anybody has questions, happy to talk to Bryan Jenkins: Yeah. It was a pleasure talking to you, Ted. It was great having you on. Thanks for coming on. Ted Wolf: Okay, Brian, thank you. Enjoy your day. Bryan Jenkins: Yep. Bye.