# [REPLAY]  Breaking News Now Featuring Special Guest Vin Vashishta with V Squared

## Метаданные

- **Канал:** Supply Chain Now
- **YouTube:** https://www.youtube.com/watch?v=gtHPmdd4wms
- **Дата:** 05.06.2026
- **Длительность:** 38:57
- **Просмотры:** 17
- **Источник:** https://ekstraktznaniy.ru/video/52616

## Описание

***NOTE: this is a replay from an earlier livestream, originally streamed on Thursday, June 4th, 2026. To not miss any of our Breaking News Now programming, be sure to subscribe to Supply Chain Now on your favorite social media channel. Learn more at: www.SupplyChainNow.com

On this episode of Breaking News Now on Supply Chain Now, Scott W. Luton talks Vin Vashishta, CEO & AI Strategist with V Squared, who has helped companies generate over $4B with data and AI. Vin is also author of the best selling book “From Data to Profit”.


Key links mentioned:

Is Jensen Huang breaking the SaaS world? https://bit.ly/Jensen-Breaks-SaaS-World
 
Who is really in charge: AI labs or their customers? https://bit.ly/AI-Labs-In-Charge
 
Vin’s thoughts on Meta, Cloudflare and the T-shaped developer model: https://bit.ly/Vin-On-Meta-Cloudflare
 
Microsoft’s CEO of AI makes bold prediction (but with no biz model changes): https://bit.ly/MS-AI-Chief-AI-Prediction

Paul Noble writes on Gartner key takeaways 

## Транскрипт

### Segment 1 (00:00 - 05:00) []

Hey, good morning, good afternoon, good evening wherever you may be. Scott Luton here with you on supply chain now. Welcome to today's special live stream. Folks, today on Breaking News Now, powered by our friends at Altium, we're bringing a titan of technology back to the show, all driven by popular demand. let me assure you. And we're diving into a variety of tech stories and industry developments that probably should be on your radar. We're going to be working through topics like, hey, how is AI impacting the SAS industry? How are AI labs pushing their weight around more and more? What are some executives doing to more precisely measure their workforce's performances? And hey, does Microsoft's futuristic predictions square with its current business model? We're going to tackle all that and a lot more here today. So stay tuned for in then perspective and market intel that's going to make you smarter and more informed going into your next business conversation. So all with all that said, I want to bring on our special guest here today. Our guest has built several thriving companies over the last decade plus where he's helped clients generate get this some4 billion dollars with data and AI. That's right. Not four million, four billion. uh and he's the author of a variety of popular courses and the best-selling book from data to profit. I want to welcome in Vin Bashista, CEO and AI strategist with VSQ. Hey, Vin. How you doing, my friend? — I'm good. Thanks for having me back. — Well, hey, I get smarter every time I spend a little time with you. And by the way, I am rereading your great read, your bestselling book, uh, From Data to Prophet. You know, I'm a little bit slow on the upload. I'm a lot better at the download, so I've got to reread uh, High Fallutin, um, intellect a couple times, but regardless. Uh, all right. So, we got some good stuff to get to here today, Vin. And we're going to start and and folks, I want to level set. uh then has one of at least according to me he's got one of the most informative social media feeds in the world. I don't know how he does it. Uh in particular I learn all kinds of stuff reading Vin your LinkedIn feed and even better yet reading all the conversations in the comments. Uh I mean you got like a book in each one. Uh so today, as Vin knows, I've cherrypicked some of the top developments in tech in recent weeks, say the last 10 days or so, and we're going to get Vin to expound on a few of those stories and kind of unpack and make sure we all know what's the important thing. So Vin, sound good on your end? — That's great. Let's get into it. — Let's do it. We're going to start with one of the most celebrated and tracked business leaders in the modern era. I'm talking about Jensen Huang with Nvidia and he might just be breaking the SAS

### Segment 2 (05:00 - 10:00) [5:00]

world. Vin, tell us more here. So, one of the things that he announced literally overnight at a conference overseas was explaining that they've been working Microsoft now for several years to rebuild PCs specifically for AI and for agentic sort of agentic systems and workflows, which I mean, okay, great. It's another hardware story, but what's really happening behind the covers, and this is what Microsoft's talking about at their conference this week, is completely rebuilding the way that user interfaces and the way that operating systems are designed. So, you have what's called a surface. And you're going to hear this term more and more often if you're not chronically online. This is something you probably haven't seen yet, but a surface is the place that you go to start a workflow. And you begin to think about if you're looking at all of your workflows, I use email as the example because it's the one all of us can relate to. Where do you go for email? If you have Gmail, you're going to your browser. You're going to some app. If it's the Outlook, you're going to Microsoft's app for that. But really, when you start thinking about this in terms of an agentic, where you have a single surface, think about what happened when Google put search in the agentic paradigm. Instead of going to the websites, you didn't really need to do that anymore. You just went to Google, went to the search, said, "Here's what I want. " and it gave it to you. — Now you don't have to click through. go into that next step. You don't have to bounce in between applications. That's what Jensen and Microsoft are now re-evaluating for the world of applications. Instead of going to Outlook or going to Chrome or going to whatever application you have for a CRM or an ERP, I don't want to sound like I'm pitching too many companies right now. When you think about it, wherever you start your workflow, what they want to do is basically say you're going to start it on an agentic interface and you're going to just tell it what you need to do. And by re orchestrating the workflow to be more efficient, you're going to avoid bouncing back and forth. Your notifications are going to start being managed better. You'll be able to schedule a meeting by just saying, "This is the meeting I need to schedule. " Not going to five different places. And in the next generation, the agent itself is going to say, "Hey, I was reading the emails that just came in. It looks like your manager, director, VP needs you to schedule this meeting with these people. Would you like me to get it done? " And instead of waiting for you to tell it, it's now saying, "I've got all this context. So, let me tell you what's happening next. " — All right. So, what I hear there, Vin, and let me know, double check my work here. uh I hear uh more automation and efficiency and productivity on the near-term horizon followed by the next chapter of uh more predictive um element on top of that. So I think some of the good news you're sharing is that soon humans won't have to worry about living their whole workday in dozens and dozens of apps because uh the AI agents themselves that you're sharing will become that central interface and because of that maybe the a lot of SAS companies are focused on the wrong things today because they're focused on pretty screens and adorable dashboards when it's going to be eventually really soon AI agents using all of those and more and not humans. Is that right? — Exactly. Instead of living in your reporting application to figure out what's going on, agents will live in that for you — and they will be able to deliver the information and insights you need when you need it. — You're going to have a much smoother workflow where you're doing things that are no longer, you know, living in your email inbox, living in your messaging in your Slack, living in reporting land or, you know, slide deck land. all of these I have to live in all of these places that are always continuously you know all of that just goes away. — I think it's like you've been spying on where I spend where I spent my Wednesday uh between Slack and email I set up I think I'm paying rent in those places. So it's going to be exciting. We'll see where it comes. And folks on each of these stories you may have seen um thanks to Trisha and Joshua. or dropping a link so you can go back to see you can follow Vin number one, but you can also go back to see uh the original message. You can go check out all the conversations down in the comments and uh share your own take, too. Uh okay, up next, I'm going to make my son proud because he is a massive Batman fan. And you know, you got a great sense of humor as we're illustrating here today. We got this from your feed as well. And we're talking a little Batman infused tech analogy. So I want to talk about who's really in charge when it comes to AI labs and their customers. Tell us more vin. — So it's a new type of vendor lockin.

### Segment 3 (10:00 - 15:00) [10:00]

Once companies have integrated these things like cloud co-work or cloud for code or any of the other companies products and agentic systems into their workflows. Once those workflows have become dependent upon those agents and those platforms, now AI labs are starting to increase the price. They've basically been waiting for this integration to happen. They've been waiting for the reliance to build. And now what they're doing is delivering higher and higher prices, but they're not calling it a price increase. No one wants to say the word price increase. Instead, what are they saying? Well, now we're switching you from a subscription model to a consumptionbased, which is per token. We're not raising the prices. The prices are all staying the same, but we're just switching you over to this new. And when you look at the bills, and believe me, when clients are looking at bills, all of my clients have been preparing for this for literally 18 months because we all knew it was coming. And now when you're looking at these bills that are slowly rising because you've gone from this nice flat 20, $30, $60, $100, $200 subscription per month to it's however many tokens you use per month and the bills are rising rapidly. You're seeing companies like Microsoft, Uber, and so many others just back away and say, "No, no, we have to put some limits on this because the spending is completely out of control. " So, this is something we've been preparing for a while. And that it really makes you wonder who's in control when the AI lab starts jumping the prices up and you are dependent upon them. Like I said, it's a brand new type of lock in it. Really interesting. Uh it's like a version of an arms race, but it's taking uh taking place much faster than the cold war because it's almost like the velocity increases every minute. I want to ask you something, Ben. Could it be said that one of the next major business battles when it comes to AI in particular, it isn't about whether AI works, we're well past that, but it's more about who captures the value and who controls the supply chain of intelligence. Well, we're not to intelligence yet. And that's the big myth. We're saying that AI is scaling intelligence. I see this a lot — and it's not. AI doesn't have that capac capacity yet. It will we'll get to the point where simple intelligence, simple reasoning begins to be something that AI can take on, but we're not quite there yet. — So, what we're scaling is information. That's what's being scaled right now. AI scales our access to information and it supports our ability to consume extremely large amounts of information. M — so this is where we're at right now be thinking about it in terms of intelligence we have to be thinking about in terms of information and once you get to sort of that paradigm you begin to say okay so these are the types of tasks that it's really good at supporting this is what agents can do right now for the enterprise — and that's a better way of thinking about it but you're right there is an arms race going on — and it's happening under the surface which is that's the right way to think about it too is these models will continue to get more and more capable as time goes on. — And every business needs a strategy to address preventing reliance on a single model which could obviously lock you in and jump up the pricing. But also, if that model goes down, your operations can't stop. — You have to have a failover. something that allows you to continue to operate your business and serve your customers. Uh, and folks, good news here. Towards the end of today's show, in addition to the breaking news now, we're going to share some resources with you that will help your team not only create those alternatives, those backup plans, but develop a stronger strategy, uh, as we work our way through this incredible golden age of supply chain tech. It's amazing. Um, okay, really quick. Uh, Vin keeps it real like we promised, right? And it's funny, I always get my paradigms and my paradoxes, uh, confused. Vin, does that only happen to me or does that happen to them? — That's all of us. — Can't keep up. — Really can't. Folks, go check out the full read uh on AI Labs and how their um their leverage continues to evolve. So, go check it out. We w and of course, we welcome your take on any of these topics here today. Um all right, so Vin, let's see here. Up next, really quick, we got uh three more stories to hit through uh to work through and then we've got some resources we want to share with some folks uh here today on Breaking News Now. But next, let's hear from our friends over at Altium. Hey folks, Scott Luton with Supply Chain now here. I want to share a terrific resource for all the fastmoving

### Segment 4 (15:00 - 20:00) [15:00]

hardworking SMB teams out there making it happen. Altium Develop is a unified platform for engineers to collaborate on electronic design without enterprise complexity or clunky overhead. This innovative platform provides all participants continuous insight into the end to-end development process so that they can co-create products together with the power of peer-to-peer collaboration. Now, Altium Develop was purpose-built for small and midsize organizations and the platform helps every discipline, electrical, mechanical, software, sourcing, manufacturing. It helps them all connect and co-create on an unlimited basis, all in a shared environment that aligns data, context, and purpose, and in continuous real-time fashion. Hey, we've got to find new ways to remove the friction, cost, and silos that slow talented teams down. Here's an opportunity to unleash your organization's full technical creativity, production velocity, and overall performance. To learn more and to take Altium Develop out for a test drive, click on the link in the comments. And as always, let us know what you think. All right, Ben, we're going to keep driving here. We um want to dive into this one topic where you shared a few thoughts on meta cloudfare cloudflare rather and the T-shaped developer model recently right and you said this quote AI won't replace you but it may convince your CEO or CFO that what you do isn't creating enough value for the business end quote I think that's intriguing tell us more Vin — so we talked about scaling information right and this is the paradigm that everyone needs to be paying attention to. If your job is really focused on you have access to information, you know where information is and you can help move information from one side of the business to the other or translate information from one domain like marketing to operations or operations to finance. If that's your role, if AI is capable of scaling access to information, remember it's not intelligence, it's not reasoning, it's not any of those things. Let's not go down the hype way of, you know, it's going to suddenly it's going to think like you. No, it absolutely doesn't. But it scales access to that information in a way that used to be just the domain of people. And now that that's happening, you have to look at your job and say, "How much of my job was answering specific questions that require domain expertise, that require knowing where information lives and keeping up to date with that information, keeping current with it as it changes, and communicating that information to different parts of the business. I talk about product managers a lot. The product management role over the last three years has fundamentally shifted from I'm someone who makes sure that we deliver faster. You know, we're delivering five times faster, 10 times faster to I'm making sure that we deliver five times as much value every time we ship something or 10 something. And most roles are having a very similar moment where it's not about scaling how much you deliver and how much work you can do. It's scaling how much value you create — and from an observability standpoint we're getting really granular — at the sea suite and they're able to measure per team per individual how much value is being created because that information layer now is scaling so that they can see end to end from your job to something that's on the balance sheet and they can understand exactly how what you do creates value for the business. And if you're not shaping that narrative, if you are not the one in control of defining how your workflow connects to top and bottom line impacts, someone else is doing it for you. — And that's the danger. — Danger, danger. Will Robinson, danger, danger. I don't if you used to watch Lost in Space. I did as a kid growing up all the time. Uh it's risky business, folks. And Vin, I want to uh confirm two things with you. Number one, folks, go check out the full read right here. AI won't replace you. But I like how Joshua and Trisha put that. Uh but one of the core points I think you're sharing, Vin, and we'll see if you approve here. When it comes to the ongoing workforce transformation that's taking place minute by minute, hour by hour, the future will largely belong to the folks who can directly create revenue, build products, improve margins, make high quality decisions and you know stuff like that. But a word of warning, the more removed you are from those outcomes and similar outcomes, the more vulnerable your role becomes. Do I have that right? There's really, according to Cloudflare CEO

### Segment 5 (20:00 - 25:00) [20:00]

there's really only two types of employees left at his business. And when I'm talking to clients, I talk about three categories because I think he just hasn't seen the third one yet. He will. And it's you know it's his job which is kind of funny because at the seauite those people who are making the decisions at the what should be created what should we be doing that improve the business that optimize value creation around the business. He's sort of forgotten his job and so that's the third category but the first and the second are people that are selling and people that are building. — So you need three categories of people no matter what. And so the closer to selling and the more value you create as a seller or the closer to building you are and the more value you create as a builder or the more you can optimize what gets built so that it creates more revenue, higher margins. Those are the three roles and it's that's what we're compressing down to. even though we'll have all of the departments don't disappear but you have to look at your department in terms of what am I enabling and it's oftentimes multiple pieces it's probably all three and then how am I connected to top and bottom line impacts then that is very actionable perspective what you just shared and gosh if every CEO and for that matter every current member of the workforce isn't thinking through just what you shared they're doing themselves a disservice and their organizations for that matter. Um, okay, moving right along. I can't wait to get your take on this next one here. Uh, so our friends at, uh, Fortune magazine recently reported that Microsoft CEO of AI, Mustafa Sullean, has made quite a bold prediction on AI and the future of white collar work. Now I can't wait till we get rid of the blue collar, white collar, all those types of categorizations, but nevertheless, Ben, tell us about your thoughts here on this prediction. — So, it's interesting. If Microsoft really believed this, they would be changing their pricing model because if all of your, you know, when you buy Microsoft products, what do you pay? You pay per seat. You pay per licensing per person. And your CIO knows, the CFO knows this. If Microsoft really thought that all of these jobs are going to go away and all of these people are just going to evaporate, then they would be changing their pricing model dramatically and they would be changing it right away. — You're already seeing GitHub doing this where it's going from per seat and this is sort of the Bane joke which is, you know, going from per seat to consumption where you use your tokens. And so they have conviction that something like this, a shakeup like this is probably happening in the software engineering ranks. But if they had the same conviction about every white collar job, you would be seeing their pricing model across the board change. And it simply isn't. — So this is one of those interesting cases of the marketing doesn't match what they're really doing behind the scenes. And you oftenimes hear these bold predictions. You always have to look for action. Always ask yourself, if this were true, what would they be doing and are they doing it? — You know, uh that's sage advice. You know, uh we I've been talking so much the last few years as um news and really media in general continues to evolve, right? Um and folks, two quick thoughts. I was just talking to my friend Donna uh Crerachche on this same topic earlier today. We got to get past the headlines. Number one, you got to dig into the red meat, right? And then secondly, you can't you almost can't take anything, any article, any headline, news story, breaking news story, whatever, you can't take it wholeheartedly to the bank. You got to critical thinking is so important right this minute because unfortunately there's so many angles just kind of baked into so many human biases baked into even some of our favorite uh news and media uh sources. So Vin, do you agree with that? Uh is that a good um uh tip for folks out there? Critical thinking is not pass yet, right? — Oh no, you need to think critically about everything that you're reading. And you always have to ask yourself just that fundamental question. If this is really happening, what should I be looking for? What are the leading indicators to look for? What data points can I evaluate? What activities should I be watching for? And if you just do that, you'll be able to say this is real, this isn't very quickly. — It's so true. And then one last thing before we move on to this final piece. Um, I am seeing right now, let's

### Segment 6 (25:00 - 30:00) [25:00]

see if you see the same thing. I am seeing right now in especially online news stories where it seems like the rush to get it out there and get it published. I'm seeing more typos, more complet. It's like some pieces are completely missing. — And it's like, folks, let's call a timeout. Let's slow down. Let's make sure we get it all right because those are just the typos we see. I wonder what elements of the story and the facts we're getting wrong, too. Huh. — Yep. This is right now this is the time of the narrative and it's such an important thing to do the critical thinking. It's funny, I'm building out a course for engineers right now about building narratives and communicating more effectively with sea level leaders and it's really interesting to watch the narrative design that's in the media that's being worked by these large companies and that's what's taking over is the narrative not and you know I talk about frameworks for narrative building that typically have proof or reasons or supporting evidence underneath them. And I read when you listen to somebody like Jensen Wong, he does this. He talks about here's what's happening. Here's the proof. why I think this. Here's why we believe have conviction around it. And there's proof. And then you have this entire other category where it's simply sort of smoke. And why is this going to happen? Because just watch. It's so true. It is so true. Uh folks, we got to use the powers of discernment. Uh, and we got to make sure we stay grounded with folks like Vin. They're true experts in their field, and they'll they're going to tell you what it is, not the we got to stay away from the fluff factories, folks. Um, okay, really quick on that last story with Microsoft and their prediction, business monologue. Go check out uh Vin's original comments there and all the dialogue that it created. Uh, and I want to share one more thing, get Vin's take on here today. uh my buddy and industry dynamo Paul Noble just published his latest article on Forbes and Paul that's me and him I think last year in Orlando uh doing some good work at Gartner supply chain symposium and that's what he focuses key takeaways uh his article in Forbes on key takeaways from the latest uh symposium in Orlando that took place two or three weeks ago lots of interesting takes in here then uh what anything in this article that stood out to be my friend. — You can't clean some things back into data. — And this is what's really important to take away from this article is there's some stuff you can't clean back in. Yes, you can make the data more useful for applications. But BI is the old paradigm. BI business intelligence. That is the prior paradigm. That's about 10 years ago. Now — the new paradigm is information first because AI needs information. If you've heard the word context get thrown around, we need to define what that means. If you're hearing semantic layer get thrown around, we need to define what that means in terms of the business. So this is a living breathing information structure that learns from what people do to make the connections connects the dots. And if you start at the workflow level, this is what I work with clients to do. You start at the workflow level. That's the simplest thing. That's the thing every business on earth has. We do work. We create value from that work. Our customers pay us. Really simple connections to ROI. And if you start with the workflow and you define that workflow, that's the beginning of context. That's all I want you to think of. Every time somebody says context or a semantic layer, it's all the stuff you need to know about a workflow — to do it and to create the value. Which means it's not just tasks and activities, it's decisions. And decisions don't just need data points. If you're not an expert, you don't know what to do with those data points. And that's sort of the old BI paradigm is we got all this data and we've got all these experts. We put data and experts together in the same room. They make better decisions. They create more value. Now we have agents. We have AI. We have models. We have and we have people that are not domain experts. People from finance need to look at marketing data and know what the heck that means. Because marketing's definition of a customer is different than finance's sales's definition of a customer. And those are living things. Those all connect with each other in different ways this quarter than they will next quarter. — So we have to build this living thing that allows us to do stuff with our data. And that's that whole semantics and context. It allows for actions to be taken, decisions to be made, and more value to be created when you're not a domain expert. when you don't have all of that background knowledge that you need in order to interpret this really

### Segment 7 (30:00 - 35:00) [30:00]

weird metric that somebody else uses and came up with and they swear by it. And so this is the difference. Context is the thing that connects the entire workflow and the entire business and the value chain and value stream together. — Van, two thoughts uh as I listen some of your perspective there. You mentioned the uh finance and marketing as an example and I and folks I want to share a very I think common when as Vince's talking about kind of how different functional areas talk about things very differently metrics differently. I mean, think of um think of when it comes to contracts, right? Um the finance folks, great smart finance folks may be thinking about deposits when those contracts get paid. And that's probably how they're oftentimes measuring where uh the health the financial health of the organization. However, sales and marketing folks, those talented folks may be looking at signed contract value, booked contracts, and they're often times thinking about that is the a more forward-looking snapshot of the financial health of the organization. And if we're not aligning around whatever version, you know, as that in that example, whatever version you want to use as a litmus test, right, as a central metric, then to Vin's point, man, we're on two different planets. Uh, all right. So, one other thing, uh, and folks, go back to go check out this great read from my friend Paul Noble. He hits a nail on the head, I think, on a variety of things. We're dropping a link right there in the chat. But here's one thing that stood out to me. Uh Paul talks about a great research nugget from Gartner. 94% of supply chain organizations want to integrate AI into their operations. First off, Ben, the 6% I don't know what the heck is wrong with those folks. — Nine out of 10 doctors recommend toothpaste. You know, it's the same thing. — Same thing. All right. So anyway, that 94% want to use AI but only and are using AI but only 17% have successfully deployed AI applications at scale and as and we're having these conversations tons these conversations right now. We're trying to study those organizations that are scaling and what are the factors there so we can share them with the rest of the universe. But as Paul says, those data points at 94 and at 17 and that massive gap, it should be on every supply chain leader desk highlighted in red with flashing lights because that is a critical challenge that's blocking growth and success and innovation and a whole bunch more. Ben, do you see it the same way? — Well, you just showed the difference between data and context and information because you just put context around some data points that really didn't mean anything. 94% of organizations are adopting 17% are seeing value how is that actionable what is my next action and not just for one person not just for the CEO COO for the entire enterprise what does that those two data points what does that mean that I have to change what decisions do I need to make as a result of that that's context — is being able to take those two decision two data points and turn them into actionable what is the next step. And that's sort of what you did. Hey, first pay attention to this. Second, realize there's a barrier here that you're not seeing. 94% versus 17 means there's a barrier. So, what do we have to do? First, we have to identify the barriers. We have to mitigate the risks that are preventing value from coming up. And then we have to come up with strategies and tactics, strategies that are actionable, things that improve decision-m across the enterprise. So we are in that small percentage of companies that are creating value. So that's the that is the difference between data points and information. Information allows you to make better decisions. It creates it has that domain expertise. So that's what you just did is you turned a couple of data points into some information and you illustrated the point just perfectly. — Man, Vin, I'm gonna take that. I'm going to go call my mom right now and tell her that Vin Vista said I just nailed a point. Uh but Vin, hey, a lot of good stuff. I tell you, you can bring it and leave all the spin and the fluff and uh the marketing hype. You check it at the door. And that's why I believe not only uh you've got masses that are uh following you and um engage on your content, but even better, they're coming to your training and certification classes. And that's as we start to wind down this edition of Breaking News Now, that's something I want to offer folks as a great resource because you've got some terrific upcoming sessions such as uh this AI strategist certification and we've if we've stress if we've stressed anything over the last 30 45 minutes, it is we have got to be better strategists when it comes to AI and modern technology.

### Segment 8 (35:00 - 38:00) [35:00]

But whether it's this one or other many other courses that you offer, what's coming up? — So I've got this one right here coming up. I've also got one for AI product managers and I'm building out a new series of courses for really more deep dives into different areas like opportunity discovery, AI, agentic platform monetization. But the core theme is how do you transform the business faster? How do you get value from this deliver quarter to quarter so that every quarter you know again to that top and bottom line impact? How do you learn to be one of those people who is improving the amount of value that the entire enterprise delivers with AI no matter where your role sits every single quarter because that's going to be the critical differentiator. It's one of the big career advantages and opportunities going forward. So it helps you not be afraid of AI. It helps you to actually profit and benefit as this technology rolls out. And that's the underlying theme of all of this is don't be afraid of this. Be one of the people who are the value drivers. — Folks, take it from someone that has created over $4 billion worth of value uh with using AI and technologies and helping organizations unlock all of that. Uh and one of the key point that he mentioned there is it's not just organizations. We got to invest in ourselves and uh you know, no one's going to take care of us. No one owes us anything. We got to invest in ourselves with these uh classes and learning opportunities and further our own careers by adding to our tool belts. Um okay. So folks, you can learn more about all the classes, all the courses, all the opportunities at data science. Is that right, Vin? — That's it. — Datascience. And then how can folks connect with you? Otherwise, then — LinkedIn's a really good way to follow my content. Also have a Substack, the high ROI AI Substack that you can find link to. It's on my on data science. As well, you can reach out and contact me for speaking or to bring me in for consulting, training and seminars. I'm telling you, Vin, I don't know how you do it. I'm convinced. I'm talking to one of your clones right now because it is amazing. Every time I blink, uh Vin is rolling out a new initiative that uh and we're not talking 2 plus two equals four. It's like quantum stuff Ben is rolling out there. It's amazing. Anyway, Vin, as I shared, I think on the front end, it might have been the green room. Um I feel that me and our audience here at Supply Chain now gets smarter after every, you know, 30 45 minutes we spend with you and we're grateful for your time here today. Thanks for having me. I really appreciate it. — Folks, make sure you connect, follow uh Vinvasa Crosso. We're dropping his LinkedIn here. We've also dropped his uh you can learn all the courses datacastcience. courses or you can just go to dataccience. vin. That's fine, too. And of course, make sure you follow Vin on LinkedIn for all at least on LinkedIn so you can check out all of his uh real time views on what's going on in industry from a flufffree perspective. Folks, hope you enjoyed and learn from this conversation as much as I have today. Hey, the pace of global business velocity is only getting faster and faster. We got to stay informed by turning to trusted sources of sound information, expertise, and analysis just like the one and only Vin Vasista here. And be sure to tune in to Supply Chain now wherever you get your podcasts. With all that said, Scott Luton here on behalf of our team here challenging you, do good, give forward, be the change that's needed. We'll see you next time right back here on Supply Chain Now. Thanks everybody.