How AI Is Changing Leadership, Culture, and Team Success

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The topics and opinions expressed on the following show are
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solely those of the hosts and their guests and not
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those of W four WN Radio. It's employees are affiliates.
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be directed to those show hosts. Thank you for choosing
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W four WN Radio.
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This is Beyond Confidence with your host d W Park.
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Do you want to live a more fulfilling life? Do
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you want to live your legacy and achieve your personal, professional,
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and financial goals?
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Well?
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Coming up on Dvparks Beyond Confidence, you will hear real
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stories of leaders, entrepreneurs, and achievers who have stepped into discomfort,
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shattered their satus quo, and are living the life they want.
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You will learn how relationships are the key to achieving
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your aspirations and financial goals. Moving your career business forward
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does not have to happen at the expense of your
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personal or family life, or vice versa. Learn more at
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www dot gwpark dot com and you can connect with
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vats contact at gwpark dot com. This is beyond confidence
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and now here's your host, w Park.
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Good morning, It's Tuesday, and I love being with you.
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So I do want to take a moment and have
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you think about as to how are you bringing AI
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into your world? And when I talk about AI is
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artificial intelligence, and it's important that you think about it
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because it is being around for quite some time and now,
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but generaldi it's so prevalent and it's changing, if I
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were to say, even like every thirty seconds. So if
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you're looking to get ahead, thank you for getting a book.
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For those who have already got a book. If you
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have not, go get our book, the AI Agency and
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it will help you get positioned for the next several
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years and get ahead of here. Well, let's bring in
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our guest. Welcome Mark.
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Thank you Devia.
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Great to be with you, absolutely and wonderful to have
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you on our show. So share it with our audience.
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Do you recall a moment from or multiple moments from
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your lifetime that have left a positive mark on you?
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Wow?
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I think it started when I was a very early age.
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My dad was an entrepreneur per se. He was a consultant,
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but he's the one that kind of engaged me in entrepreneurship.
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And I cut grass. I was a newspaper boy.
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I sold Christmas cards, so I kind of got into
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that entrepreneur spirit.
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But he also told me and really.
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Emphasize some of the things that I need to do
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to be successful. And when you learn that at a
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very early age, it carries over not only in your schoolwork,
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but when you first.
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Get a job.
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All those things enter into creating what I would say
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leadership principles that you develop over time that can make
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a difference, not necessarily in your life, but really what's
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more important in the lives of other people. What kind
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of things can you bring that can help support other
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people and be successful. And there's so much that goes
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into it. But I learned at a very early age
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for my dad, So it's not.
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Just one thing.
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It's multiple things that you learn over time that can
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make a difference, and you build upon what you learn
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to help other people.
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Absolutely, and being in Louisiana, I know you have built
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one of the fastest growing technology states in the country.
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So can you share with us what's your contribution there.
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Yeah, So when I was.
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Running the Louisiana Technology Council was a nonprofit group and
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Louisian was forty nine out of fifty states and technology employment.
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I took over the organization when it was basically almost bankrupt.
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I didn't get paid for a month, but I knew
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there was an opportunity. Since you're really at the bottom
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of the barrel, what can you do to emphasize or
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bring in technology in this It is to get people
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to stop thinking so much on tourism, which was the
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primary driver, and oil and gas. What can we create
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as an additional industry that can make a difference. And
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so for ten years we made and did some very
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significant things. We brought into CIO, Microsoft, We just did
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all those kind of things that would put technology on
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the map. And so for ten years we actually went
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from forty nine to thirty second in technology employment. And
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that's pretty substantial from two thousand and two to twenty
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twelve to make that kind of impact. And you know,
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my goal was really to help people. It's not that
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I did it myself. It was a combination of all
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the people that you that you bring into the organization
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that can make a difference that can help people grow
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and help them realize that technology can make a difference.
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And it's been pretty substantial and they continue to grow
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in that area.
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Oh that's fantastic. And what are some of the lessons
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you learned along the way that you can.
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Take Well, you know, the lessons I learned is you
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really need to engage in people who are smarter than you.
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And that is sound counterintuitive, but you bring in these
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experts that have they're experts, they have that expertise in
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their field that can make a difference and you let
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them do their job. So you want to hire the
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people that are smarter than you and you let them
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go ahead and let them do their job because they're
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good at it and you've given the resources and the
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tools that can make them as effective as possible and
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as successful as possible for the organization. It's just not
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one it's multiple expertise that come to a level that
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can really drive an organization to success.
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And that is such a valid point because when you
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have talent, talent is what takes organization to the next level.
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What So, now the question comes in, especially with the
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new generations who don't stick around much, what are some
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of the best ways and best practices in hiring top
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talent and as well as retaining them.
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So I think most executives or most people in the
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hiring business try to hire for skill. They want to
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bring that talent in there. They want to get the
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smartest person. But what I found is the best way
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to hire people is you hire for culture and you
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train for skill. That is paramount because when you hire
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someone and they don't fit into your culture, it creates
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toxicity within the environment, and it doesn't help people because
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they're not motivated. So you want to make sure that
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you have a cultural environment that everybody can surround themselves
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with really good people. And I think the best way
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to do that is to really engage what I call
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the unthinkable approach to hiring, is to find and do
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deep dives into how people think, how they react to stress,
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how they all the kind of things that can bring
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that person into an environment that can fit into the culture.
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And so it's really key in paramount. I stresses so
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much in my cl roundtables. You hire for culture, you
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train for skill. It's really easy because people are motivated
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and you provide tools to help increase their skill level.
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But it's really hard to change how a person thinks,
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how they react to things, how they communicate, because they
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typically bring that habit to the organization and that's a
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hard thing to change.
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Absolutely. And so when we talk about culture, so many
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times you talked about toxicity, what would you say are
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some of the key elements of having a culture that
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allows for failure and it also allows for that safe
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space that if there is toxicity, people can come to
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the forefront and talk about it.
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Well, it really is engaged. Now everybody, everybody's personality is different.
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So how do you get that right person? How do
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you figure out because when you do this this test
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that I've actually developed, nobody can prepare for it. I
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call it the unthinkable approach to hiring. But you want
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to engage in how they think. And I ask certain
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prompts like Vivia, if I'm going to interview you, I said, Tibby,
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I'm going to say one or two prompts. I wants
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the first thing that comes to your mind. There's no
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right or wrong answers, but you want to feel and
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you get to know somebody really quickly by by by
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these typical prompts, and I you know, I'll give you
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a food of them.
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The confident.
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I'll come off the top of my head, five single
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words that best describe you, favorite movie, favorite car, reincarning
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in as something other than a human being? What would
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that be if you had one hundred million dollars in lottery?
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What would you do it if you wanted?
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So all these answers create a pattern of how they
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fit into the culture. Now what's really important, though, is
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you can hire these people and you get the culture
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the way you want, but you've got to put in.
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You have to put in what I would call.
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Team work building activities that can help engage people like
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they're part of a family.
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And then you reward based on those activities.
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You give them goals, You have team building exercises, goals,
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they meet their goals, they get rewarded. All these things
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and factors enter into a successful organization and motivation, and
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they feel like they're part of something, part of what
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I call a family. You want a company that feels
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like it's a family environment.
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Absolutely so, in your considerable experience, do you recall any
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actual stories how that played out?
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Well?
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When I was working help being a manufacturing company, the
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sheet metal business, their culture was pretty pretty tough. So
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we analyzed all the people and well, the first thing
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you have to do is, I always say the best
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way to get rid of A players is to tolerate
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C players.
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So what can we do to help either engage a.
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C player and become or B and become an A player,
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or at the end of the day, how do I
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get rid of that toxicity and a C player. So
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some of the things that you do is you do
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team building activities, surround yourselves around people that can provide
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what I call core values. That company doesn't have core values,
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give them a team of building exercises or these core values.
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People can provide input into what are the five words
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that provide core values for a company and get everybody
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the input what the core value would be and they
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all get together and you pick five or six of them.
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So everybody's part of something that's part of the organization.
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Same with the mission statement of vision said you have
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to have employees that want to participate, or you get
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them to participate in where the company is going, how
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to go, what the future is going to look like,
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and they're feeling now they're part of something and engaging
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in activities that can really help the company be successful.
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Yeah, and core values. That's such a powerful thing. You
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know a lot of people don't talk about it, correct,
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but values is something that can help you charge through
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tough times in life, whether it is at work or
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whether it's in personal life. It can help you make decisions.
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What are some of the other team building activities that
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organizations can do?
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You know, one of my favorite one is what I
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call the start stop key routine. So you get and
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you ask three questions of all your employees and you
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get them documented, and it's really kind of anonymous, but
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you could say, what do we need to start doing
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that we're not currently doing. What do we need to
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stop doing that's really not beneficial, What do we need
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to keep doing that's really been really demonstrate success for
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an organization? And so everybody inputs and provides this information,
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You get on them all together and you list all
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these start stops, keep things, and then the team decides,
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well we need to start doing this. They all decide,
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and we're going to do these kind of things or
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stop doing these kind of things.
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And it's up to the CEO to make.
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Sure that those things that we've all agreed to are
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engaged upon, so they work towards what I call that start, stop,
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keep routine, and then you make sure that you adhere
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to what they want and you implement those things and
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they all agree to it. And that's what's important because
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now you're contributing to something that can be successful. And
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then look, one of the things I think most people
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forget to do, most leaders is they forget the compliment
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that they forget to say, you know, you did a
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great job. I really appreciate all the hard work that
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you did on this and that's not done enough show
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it through gratitude by giving them a small gift whatever,
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those little things. You know, it's the little things that
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people get to really make a difference. And so I
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think corporations need to show more appreciation for the work
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that's done that's outside the norm that makes a big
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impact on how people are motivated and how they contribute
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to the organization.
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So you've talked about values in your experience. What are
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some of the values that are critical to success of
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an organization or successful of a team, because you know,
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if teams are unsuccessful, organizations can be successful either.
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Yeah.
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Well, you know there's certain specific ones that I think
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every organization needs to have one is. One value is
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trust trust within the organization that the CEOs is going
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to do what he says he's going to do, he
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or she's going to say is going to do the
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trust and that the communication is a big thing for me.
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Look what's on your mind? You need to come tell
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me because a lot of times people keep things withinside them.
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So it's up to a good leader to engage in
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employees to communicate both the good and the bad. Same
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with the leader, communicate both the good and the bad.
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So there's a level of trust not only in the
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leadership side but also on the employee side. So trust communication.
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I like the word called going beyond. What can our
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organization do that sets us apart from other organizations that
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are competitors? So what are the little things that we
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can do that can set us apart that people can remember?
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And there's a lot of things that people come up with.
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You get with your employees, you can ask the same question,
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what do we need to do that shows that we're
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different than other people?
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And it could be simple, as you know, once you.
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Get an account going by and giving them bake cookies
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or something like that, or sending a thank you card.
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You know, when's the last time give you that You've
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got to a thank you card in the mail for
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all the great work that you're doing. Probably not too
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often the thank you card seems to have gone away,
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or really thank you card sent me a postal mail.
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That's different. Those are the kind of things that people
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remember more than getting the big things, to be honest with.
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You, Yeah, and those are such powerful things. As a
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matter of fact, I'm leading a leadership cohort just now
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and we're in the middle of probably likes. It's a
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seven week program, be almost halfway through, and one of
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the gentlemen just asked me for some help, which was
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not part of the the program that we're working on,
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and I helped him out. He's part of the cohort.
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And then when I come back for the next workshop,
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it's it's an in person thing, and I find a
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beautiful envelope sitting where my computer is usually and he
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had shed a handwritten note and I treasure them. I
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have all my handritten notes like that I've received because
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it's such a mix, it's makes such a huge difference.
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Yeah, And the situation with that is pretty rare. Not
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many people do that, and I think we need to
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get back to what I will call the attitude of gratitude,
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finding a way to thank people for what they've done.
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Simple things. Even in personal relationships.
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You know a lot of times my wife will do
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something and we take those kind of things for granted.
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But I'll go back and saying, you know, honey, you
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did a great job on dinner last night. It was
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a great meal. I really appreciate it. You know, it's
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it means it's so important to me, And that goes
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a long way, and you keep doing these over and
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over again, not all the time, but when it makes
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a difference and you can feel it when we feel
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something that's like really appreciated, We got we got.
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To let people know, and we don't.
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And that's really a critical important thing when it comes
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to leadership. CEOs or even anybody at any company level
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needs to understand that when you show gratitude, simple thank you, note,
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simple gift, whatever it may be, it doesn't have to
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take much. It makes a world of difference. And there's
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actually studies that show this. When you show gratitude, not
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only does it do great wonders for the person you
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show it to, but it also does great wonders for
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you personally. It's like it's like I don't know what,
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I don't know how they describe it, but actually improves health,
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both your health and their health because the biggest disease
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in America is stressed. If you can release stress from
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somebody by just showing, granted, doing all these kinds of
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things that can help them out, it helps their health overall.
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Absolutely. And Mark, you've worked with the CEOs during your
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cor own tables, So what would you say, like, you know,
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as you have worked with multitude of CEOs, what are
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some of the qualities that you're seen that they've brought
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to the organization that have made their organization successful.
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Well, I think an open level of honesty and transparency.
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You know, I've been running CEO roundtables probably going on
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thirteen years now, and the people, well, there's a lot
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of CEOs, especially younger CEOs. What the most important factor
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when you establish an organization is to establish structure and
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then rhythm. When I say structure, structure means a foundation
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for company success.
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That includes creating.
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A mission statement, a business statement so you know where
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the company's going, creating core values. These are the things
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that we adhere to as an organization, setting goals for
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all your company employees. These are foundational elements that a
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good leader needs to implement across the organization and then
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creating that infrastructure. That infrastructure being providing tools, resources, processes
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in place that could help them be successful based on
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that foundation that you've put the place for the company
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be successful. So you're probably only as good as your
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weakest link when you're creating that foundation. If you have
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a poor foundation, it's kind of have passard and eventually
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it's going to catch up to you. But when you
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have that foundation, when things get tough, that foundation comes
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into play and creates that rhythm over time that you
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keep adhering to to make sure that you can be successful.
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Absolutely, and that's such a relevant point that having that
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rhythm providing resources and support for people to be successful.
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Now we have focused our conversation a lot on people
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like you know, how to empower people. That said, with
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the advent of AI, the speed of business is changing
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so rapidly. It's and so many decisions need to be made,
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whether they're accessibility of information, expect and how are CEOs
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dealing with that?
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Well, it's important to let CEOs know that AI is
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a tool, a tool to be just like when the
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Internet came out, it was a tool for you to
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use to help you become a better organization, and so
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AI is similar to that.
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Tool, though it seems to.
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Be a lot more engaging and a lot more rapid
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fire going further, it's amazing what AI can do. But
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just like you said in your book and I really
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highly recommend your book, is that there's a human element
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in the AI that I think a lot of people
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are missing.
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You can provide all this information, it gives.
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You what you you know, a summary of what you need,
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but it's the thinking on your end and the human
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element that eventually needs to be made from a decision,
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because I would say the information you put into AI
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could be garbage in garbage out right. Sometimes you can
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put information in the AI get an answer that you
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want that's not the right answer basically, So you have
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to be very careful how you use AI to be
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able to use it for an information gathering but adapted
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to what your needs are. And it's the human element
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that a lot of think a lot of people are missing.
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Absolutely, And so as these executives and leaders are gathering information,
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as we call them information holders. What transition do they
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need to kind of move into so that they can
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handle AI with proper care while keeping the human element
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into the mix.
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Well, my recommendation at that point is most leaders don't
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know anything about AI, or they know a little bit
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about it. They need just like you would hire a
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financial expert or a human resource expert, they need to
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hire somebody who's engaged in AI. You know, you're a
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perfect person to be able to do that.
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You wrote that book.
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So I mean we need to hire somebody that can
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draw them and direct them and give them the knowledge
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and the tools that are necessary for them to use
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AI within their organization. It's almost like I hire an
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AI consultant to say, Okay, here's what I'm doing, here's
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where I want to go. Help me get to where
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I need to do the most effective way possible. And
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I think that's really really important going forward is to
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have somebody that has knowledge and AI that can bring
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nows resources and that knowledge to you to the company
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to be successful.
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And you can't do it on your own.
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Look, some of the problem with most executives I have
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is they try to do everything, especially when they're young
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as an entrepreneur, but as you transition and you get bigger,
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you've got to understand you've got to make this what
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I call paradigm shift and get and change your thinking
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in your mindset to be able to use outside resources
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to be successful. And AI, I think is no different
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than hiring a financial expert or whatever to do what
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you need to do for success.
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Thank you Mark first of all for your support. I
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appreciate it and talking about AI. You have brought AI
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into your own business. Tell us about that.
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Well, you would think that at my age I wouldn't
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be involved in a startup company, but I got involved
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with a startup company about four years ago and what
427
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we wanted to do is bring AI technology and we've
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done a startup basically, very very very generic in this.
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I'll be very quick and basically take video content what
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I call organic content, not made up AI videos, but
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we take organic content that people have and what we
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do is we cut and splice the best of those
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videos and create a single one for you automatically in minutes,
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based on the choices you make, and we do it
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frame by frame. So the whole idea is to be
436
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able to take all this content individual has or companies
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have TV stations, aviations, all this video that's in there.
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What can I do with it to be successful work?
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Instead of me having a videographer go through all this data,
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how can I sip through all this data, do all
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that what I call grunt work, and then produce something
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that's pertinent to me in the choice Because everybody has
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different ideas.
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Of what they want in a video.
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So what we've done is being able to take that
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through our patent technology to be able to give people
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and it's done in minutes where you don't have to
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hire videographers, but you can do it internally yourself.
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You mentioned four years, so it has been a journey.
450
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What are some of the lessons you've learned along the way.
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Well, one of the lessons raising money is tough. So
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I did this while back in nineteen ninety four. It
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seemed a little bit easier when I had an internet
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company who raised money and.
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Went to market and we sold them.
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When you start raising, one of the lessons learned is
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raising money, you have to really have what I would
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call structure or to find mission. What you're doing, how
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you go about doing it, how you can be successful
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where that money is going to go to. So raising
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money is tough. Startup is tough. A lot of startups fail.
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You got to have the right people to be able
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to do that. And spending money is tough, you know,
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because you got to have the right people do the
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right thing. So a startup today is much more difficult
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than it was, I would say twenty five years ago
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because of the way you have to and there's a
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lot of money out there, but you got to have
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all the processes or all the business plans and the
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goals and everything else you.
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Need to do to be a successful organization.
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You mentioned that having a startup is much tougher than
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what it was twenty five years back. Can you shed
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some leg on that.
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Yeah, I found that when we raised money for our
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internet company, it was a little a little easier. Of course,
477
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it was tough for the Louisiana back then that it
478
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is today.
479
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But what I found is being able to have the.
480
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Ability to track investments coming into it and have we
481
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go through Karta, which is an online service that tracks
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all the investments.
483
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You've got to be.
484
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Really specific because of the rules and the regulations have
485
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changed substantially over the last twenty five thirty years to
486
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be able to create an an investment vehicle like we
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have an AI. So you got to adhere to those
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rules and regulations. Seems to be more relaxed back then,
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but now they're they're much more difficult, and you want
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to make sure that you have and you adhere to
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those sec rules and regulations like we've done. Make sure
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that everybody has their stock, all that stuff that goes
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into it. We provide a service through a third party
494
00:26:53.400 --> 00:26:55.240
and be able to be able to make sure we
495
00:26:55.440 --> 00:26:55.960
keep all.
496
00:26:55.920 --> 00:27:00.960
That on track absolutely. And that's that's an important point
497
00:27:01.039 --> 00:27:04.079
because a lot of times what happens is that people
498
00:27:04.119 --> 00:27:06.799
have a passion, people have an idea, and then they think, oh,
499
00:27:06.920 --> 00:27:10.759
I can go and go ahead and start a startup.
500
00:27:11.359 --> 00:27:13.640
So if somebody is thinking that, what are some of
501
00:27:13.680 --> 00:27:18.200
the key essentials that they need to think about even
502
00:27:18.240 --> 00:27:20.799
before kind of seeing if the market idea is whible.
503
00:27:20.599 --> 00:27:23.519
Or not, well, I think they have to do a
504
00:27:23.519 --> 00:27:26.240
lot of research and development in terms of what their
505
00:27:26.319 --> 00:27:28.920
idea would look like and what other people are thinking.
506
00:27:29.039 --> 00:27:31.839
Now, I will tell you this much. You could talk
507
00:27:31.880 --> 00:27:32.440
to all these.
508
00:27:32.319 --> 00:27:34.920
People and they'll tell you that you get a lot
509
00:27:34.920 --> 00:27:37.759
of negative feedback. But my point on this is if
510
00:27:37.759 --> 00:27:41.640
you're really passionate about something and you have an idea,
511
00:27:41.759 --> 00:27:43.079
it might be a good idea, it might be a
512
00:27:43.119 --> 00:27:45.240
bad If you have an idea, if you're really passionate
513
00:27:45.279 --> 00:27:48.319
about it, I think you can make it work. The
514
00:27:48.400 --> 00:27:52.279
struggles that most entrepreneurs have is these peaks and valleys.
515
00:27:52.920 --> 00:27:54.839
You get to the plan point of going, oh, this
516
00:27:54.960 --> 00:27:57.480
is so hard, Why am I doing this. You've got
517
00:27:57.519 --> 00:27:59.880
to keep pushing. You got to going forward. You got
518
00:27:59.920 --> 00:28:02.160
to get people that to say, yeah, keep going, you're
519
00:28:02.160 --> 00:28:06.359
doing the right thing. That's difficult because you've come to
520
00:28:06.480 --> 00:28:10.640
a lot of times where I'm saying I just can't
521
00:28:10.640 --> 00:28:12.759
do this anymore, and you just got to trudge through
522
00:28:12.759 --> 00:28:15.799
it and eventually you'll be successful. That's the most difficult
523
00:28:15.799 --> 00:28:19.200
thing for entrepreneurs to do with within the startup. But
524
00:28:19.319 --> 00:28:21.519
if you get the right people and you have funding
525
00:28:21.559 --> 00:28:23.839
to be able to do it, go for it. You
526
00:28:23.880 --> 00:28:25.880
have to go for it only one condition. You've got
527
00:28:25.920 --> 00:28:27.519
to have the passion to be able to do it
528
00:28:27.680 --> 00:28:30.720
and have to stick it, stick it out, go through it,
529
00:28:30.839 --> 00:28:33.200
and you know eventually it's going to happen.
530
00:28:33.839 --> 00:28:34.799
That's just my opinion.
531
00:28:35.480 --> 00:28:35.680
Yeah.
532
00:28:35.880 --> 00:28:41.599
No, Well, you've lived it and so many times I've yourself,
533
00:28:42.400 --> 00:28:45.440
and definitely what you're sharing is that you have to
534
00:28:45.480 --> 00:28:48.119
stick it out. And so many times what happens is
535
00:28:48.160 --> 00:28:53.559
that that startup CEO comes to that edge I'm done.
536
00:28:53.839 --> 00:28:54.119
Right.
537
00:28:54.319 --> 00:28:58.039
What can they do in that moment when everything appears.
538
00:28:57.720 --> 00:29:03.640
Dark, Well, they can get with the people who supported
539
00:29:03.680 --> 00:29:07.519
them in the past and kind of get them some
540
00:29:07.599 --> 00:29:10.519
kind of motivation, get with family and friends, people who
541
00:29:10.640 --> 00:29:16.160
are mentors and they can maybe be their cheerleader. You
542
00:29:16.200 --> 00:29:20.599
can do it. You've done this before. You have everything
543
00:29:20.640 --> 00:29:21.240
in place.
544
00:29:22.000 --> 00:29:22.720
You can do it.
545
00:29:23.359 --> 00:29:25.319
You just have to get with people that convince you
546
00:29:25.359 --> 00:29:26.640
that you can do it, because they are going to
547
00:29:26.680 --> 00:29:28.359
be dark times where you don't feel like you're going
548
00:29:28.400 --> 00:29:30.039
to be able to do it. But you have a
549
00:29:30.039 --> 00:29:32.400
As long as you have a support team and you
550
00:29:32.480 --> 00:29:36.200
have a outside team or a mentor that you can
551
00:29:36.720 --> 00:29:40.200
obviously talk to, they're going to be able to help
552
00:29:40.240 --> 00:29:40.799
you through it.
553
00:29:42.119 --> 00:29:48.720
Absolutely. And there is your company now, and tell us
554
00:29:48.759 --> 00:29:52.640
more about it? What is it? What are your plans
555
00:29:52.680 --> 00:29:56.119
for it in the future? Tell us if you've written
556
00:29:56.160 --> 00:29:57.920
any books.
557
00:29:58.000 --> 00:30:00.880
Yeah, so, with the wall of media, we've done this
558
00:30:01.279 --> 00:30:03.920
probably almost five years now and we've raised one point
559
00:30:03.960 --> 00:30:07.319
two million. We're continuing to raise money. We're almost at
560
00:30:07.359 --> 00:30:10.799
the end of our line for money raised, but I
561
00:30:11.079 --> 00:30:14.039
continue to put money into it over time because I
562
00:30:14.079 --> 00:30:16.839
feel so passionate about the fact that this is going
563
00:30:16.880 --> 00:30:17.440
to succeed.
564
00:30:17.799 --> 00:30:20.359
Our end result, though, is this.
565
00:30:20.319 --> 00:30:23.279
This happened to me in nineteen ninety four when I
566
00:30:23.319 --> 00:30:25.240
started an internet company in New Orleans.
567
00:30:25.759 --> 00:30:27.000
We knew that some of the.
568
00:30:27.000 --> 00:30:30.839
Big boys were going to do what we're doing, and
569
00:30:30.880 --> 00:30:34.440
we were the first ones that provided Internet connectivity for businesses.
570
00:30:34.799 --> 00:30:37.079
People may not know this, but there was an ISDM.
571
00:30:37.160 --> 00:30:39.880
We were the first with ISDM, we were first with
572
00:30:39.960 --> 00:30:42.279
T one connectivity. A lot of people don't remember that,
573
00:30:42.640 --> 00:30:44.960
but we knew that a big boy's going to buy
574
00:30:45.039 --> 00:30:47.960
us out, and within three years that actually happened. With
575
00:30:48.039 --> 00:30:50.920
the ALI company that we put together. We think the
576
00:30:50.960 --> 00:30:53.960
same thing's going to happen. We have a patented technology
577
00:30:54.519 --> 00:30:57.079
that nobody else is doing, and they're all focusing on
578
00:30:59.279 --> 00:31:04.799
really text stuff, but nobody's really focusing on organic video
579
00:31:05.480 --> 00:31:08.759
that you can take and analyze it frame by frame,
580
00:31:08.960 --> 00:31:11.559
convert it to a data and then any videographer can
581
00:31:11.599 --> 00:31:14.279
say I want this, this and this and it'll cut
582
00:31:14.319 --> 00:31:16.559
and splice those things and produce a video and then
583
00:31:16.599 --> 00:31:18.960
you could do whatever you want it through a video
584
00:31:19.039 --> 00:31:22.480
editor like Final Cutpro. We think we're ahead of the
585
00:31:22.480 --> 00:31:25.799
game of that now, Apple, Google, Amazon, all those guys
586
00:31:25.839 --> 00:31:27.240
are gonna probably eventually do it.
587
00:31:27.440 --> 00:31:28.799
But we've got the technology.
588
00:31:28.839 --> 00:31:30.519
We've done a lot of research and they said, well,
589
00:31:30.640 --> 00:31:32.200
they can probably do that in three weeks.
590
00:31:32.359 --> 00:31:32.920
No, they can't.
591
00:31:33.000 --> 00:31:35.640
The other reason they can't because of what we've done
592
00:31:35.839 --> 00:31:40.240
in video analysts, frame by frame without the hallucinations.
593
00:31:40.359 --> 00:31:41.599
That's the key point about that.
594
00:31:42.119 --> 00:31:44.920
We think someone's going to say, I want your technology,
595
00:31:45.319 --> 00:31:47.680
I want to integrate to what we're doing, and we're
596
00:31:47.680 --> 00:31:49.839
going to have a competitive advantage over the big boys
597
00:31:50.119 --> 00:31:52.279
for a certain period of time. And that's the end result,
598
00:31:52.279 --> 00:31:54.039
and that's the goal that we're shooting for.
599
00:31:55.720 --> 00:31:58.319
And where can people learn information about your company?
600
00:31:59.240 --> 00:32:03.720
They could certainly go to Evolvemedia dot ai. They can
601
00:32:03.759 --> 00:32:07.880
certainly contact me at m Lewis at Evolvedmedia dot ai
602
00:32:07.920 --> 00:32:11.599
and send me an email and inquire about it. So
603
00:32:11.680 --> 00:32:15.119
I'm open, I mean anyway they can reach me. I'm
604
00:32:15.160 --> 00:32:18.599
happy to talk to them. Twenty four seven. I do sleep,
605
00:32:18.839 --> 00:32:22.359
but I'm very passionate about what's going on, So I'll
606
00:32:22.440 --> 00:32:26.680
take text messages, I'll take whatever throughout the day.
607
00:32:28.640 --> 00:32:31.400
I know, Mark, you're so passionate about it, and I'm
608
00:32:31.440 --> 00:32:34.559
positive that you know your company will succeed because you
609
00:32:34.640 --> 00:32:38.519
bring that passion and experience to it. Anything else you'd
610
00:32:38.559 --> 00:32:41.599
like to share with our audience about your contact information
611
00:32:42.519 --> 00:32:43.079
about your.
612
00:32:42.960 --> 00:32:48.359
Book, Yeah, they can go to Mark LEWISLLC dot com.
613
00:32:48.480 --> 00:32:50.880
I've got you know, I do some consulting work. I
614
00:32:50.920 --> 00:32:53.799
do CEO roundtables, I've got a book. Give a damn
615
00:32:53.839 --> 00:32:57.359
the cult to take in the cultural change that I'm
616
00:32:57.440 --> 00:33:00.680
passionate about because I think society is going down this
617
00:33:00.759 --> 00:33:04.200
path of self centered path that's hurting us.
618
00:33:04.039 --> 00:33:06.960
In a way. We don't have that interaction within people.
619
00:33:07.000 --> 00:33:10.359
I think technology has been great overall, but it hasn't
620
00:33:10.400 --> 00:33:13.839
been great for human communication, to be honest with it,
621
00:33:13.880 --> 00:33:17.599
even though it's increased human communication, the face to face
622
00:33:18.079 --> 00:33:20.559
communication I had when I was with IBM and doing
623
00:33:20.559 --> 00:33:25.400
all these things was significant and we're getting away from that.
624
00:33:25.599 --> 00:33:30.440
But they can learn more about me. I also want
625
00:33:30.440 --> 00:33:33.039
to appreciate you for all the AI work that you're doing.
626
00:33:33.039 --> 00:33:35.119
In the book you put out, I think that's really
627
00:33:35.119 --> 00:33:38.519
an important element in terms of how people can learn,
628
00:33:38.599 --> 00:33:41.799
especially on the leadership level, about what AI brings to
629
00:33:41.839 --> 00:33:44.759
the business and how they can utilivise AI to make
630
00:33:44.759 --> 00:33:45.559
it more effective.
631
00:33:45.640 --> 00:33:47.440
So you're doing great things with AI.
632
00:33:48.039 --> 00:33:50.480
I'm happy to be with you today, Thank you for
633
00:33:50.519 --> 00:33:53.799
all your support, and I look forward to continue to
634
00:33:53.839 --> 00:33:56.039
work for you with you in the future.
635
00:33:57.359 --> 00:34:01.079
Thank you Mark for sharing your wisdom because I know
636
00:34:01.279 --> 00:34:03.799
that what you shared is going to help a lot
637
00:34:03.839 --> 00:34:06.519
of people. And I'm sure Audience that you know you
638
00:34:06.680 --> 00:34:10.079
found so much value in what Mark has shared. Do
639
00:34:11.039 --> 00:34:15.239
check out his websites, both the websites, check out his
640
00:34:15.360 --> 00:34:19.840
book excellent book and I can tell you that you'll
641
00:34:19.960 --> 00:34:23.320
enjoy it. And if you, of course have any questions,
642
00:34:23.360 --> 00:34:26.639
Mark is very easy to approach connect with him. So
643
00:34:26.840 --> 00:34:32.920
thank you Mark for joining with us and sharing your nuggets.
644
00:34:32.960 --> 00:34:35.440
And thank you wonderful Audience for being part of the show,
645
00:34:35.480 --> 00:34:38.960
because without you, the show would not be possible. Reach
646
00:34:39.000 --> 00:34:41.199
out to us like you always do, let us know
647
00:34:41.239 --> 00:34:44.360
how we can serve and support you, and thank you
648
00:34:44.400 --> 00:34:47.440
on for being a tech genius. Be well and take
649
00:34:47.480 --> 00:34:48.519
care until next time.
650
00:34:49.320 --> 00:34:53.000
Thanks Divie, thank you for being part of Beyond Confidence.
651
00:34:53.000 --> 00:34:55.119
With your host, d v Park, we hope you have
652
00:34:55.199 --> 00:34:57.679
learned more about how to start living the life you want.
653
00:34:58.119 --> 00:35:01.679
Each week on Beyond Confidence, stories of real people who've
654
00:35:01.719 --> 00:35:05.880
experienced growth by overcoming their fears and building meaningful relationships.
655
00:35:06.239 --> 00:35:09.639
During Beyond Confidence, Dvpark shares what happened to her when
656
00:35:09.639 --> 00:35:12.079
she stepped out of her comfort zone to work directly
657
00:35:12.119 --> 00:35:15.159
with people across the globe. She not only coaches people
658
00:35:15.199 --> 00:35:18.679
how to form hard connections, but also transform relationships to
659
00:35:18.760 --> 00:35:22.119
mutually beneficial partnerships as they strive to live the life
660
00:35:22.199 --> 00:35:24.559
they want. If you are ready to live the life
661
00:35:24.559 --> 00:35:28.280
you want and leverage your strengths, learn more at www
662
00:35:28.360 --> 00:35:32.000
dot dwpark dot com and you can connect with vat
663
00:35:32.320 --> 00:35:35.880
contact at dvpark dot com. We look forward to you
664
00:35:35.960 --> 00:35:37.039
joining us next week.