Key takeaway: Scaling AI in regulated environments

You know, the word governance and auditing just kind of, you know, sends shivers up the backs of certainly of marketers. And so it was really becoming a very burdensome situation where teams really, really hated it and their employee engagement scores were going down. Sometimes they did it, sometimes they didn't. Things were missed.

It really it just was not working and teams were not happy. That's really where AI became incredibly important to us, was taking that requirement to think about what it is that needs to happen for each of those individual campaigns out of the minds and hands of the marketers and guiding them through that process so they don't miss something or they're not over working on something and getting everybody to approve it, which really slows things down. But when it happens organically like that, you don't have to do that and it removes that burden of needing to have those compliance records in place completely.

So I would do more change management honestly. It just feels like there is there's no like there's almost a limitless amount of change management that you can do.

And so what does that mean? And so we actually, in marketing, have a new team under our corporate marketing team called our agent marketing team. Oh, interesting. And so we're pulling in pieces.

It's kind of like a formalized pilot, really, of pulling in pieces of people from who were in distributed teams together Okay. To kind of rethink the content life cycle because now it's a new audience. And if we're building content for an agent, does it have to go through our copywriting team? Probably not because people don't really read them.

They just, know, it shows up as a That's just a snippet in OpenAI. We're much more trusting our AI, building in the brain, the prompts, the guardrails, all the context we have in marketing to deliver at scale hundreds of pages that we're publishing directly every week. Interesting. So we're trying to build in the agility.

It's And kind of the thing. It's like, it's not gonna be perfect every time. It will make mistakes. AI always does.

Yeah. But it's kind of the the risk, the tolerance that we have for this is is much higher, I think, than traditional marketing. Yep. In in AI, I think we have to celebrate the failures as much as successes.

Because I think we, as a very fast growing company, probably like many, it's easy to celebrate the wins. And then if everyone thinks that all you get recognized for is a win, you're almost hesitant to experiment. Because you're like, I don't wanna be that person who, like, messes up and blows all my tokens on something. I have to...

We're sitting with dinner last night. I don't wanna ask my CMO for more tokens when they are gonna realize that I blew them on something doesn't work. But, like, I think the fact that we're learning something and we're trying something new, like, we have to celebrate the fact that someone found a problem they thought was so meaningful and tried to Yeah. Solve That's great.

Didn't work, but then ask for help. I think the more we can free up of time of people in the manual things, the more they can creatively start solving those problems.

And they're gonna sell us the problems that maybe on paper we don't know we have because they're... It's almost like not like suffering in silence, but, like, they're doing this manual work all the time. They're probably not complaining about it. But those are where the hidden context context of of work work Yeah. Yeah. I think is where we can really move the needle. So back to your question about where we invest, I think we need to follow the pain a little bit and make sure we're the pain, and the pilots are in service of the North Star.