SE 31: John Hancock CIO カーティク・サクティベル氏｜Ai4 2026 ライブ収録

Yo, it's the future, don't hit the snooze, AI is you're giving humans the boost. Team humans rolling, brains in the game, with Dan Turchin, y'all remember the name. People ain't in the mix, no stopping to float. Better work, better life, yeah, we're ready to go. Robots and humans are collab, you know. Okay, let's start the show. Welcome back to AI and the Future of Work, another noisy episode. I'm recording here live from the show floor at AI4. here with a very special guest. I've been looking forward to this one. My new friend, Kartik Saktivel, is the CIO of a very interesting company, John Hancock. Been around quite several times, and we get to explore what it's like to be the CIO of a, gosh, a going on 200-year-old, maybe 150-plus-year-old financial services company. Kartik, pleasure to meet you.

Share a bit more about your background and back to where you are today. Yeah, thank you. Thank you for having me. I do appreciate being on your podcast and with the reach that you have. John Hancock, you were close. It's actually somewhere between 150 and 200 years. So John Hancock turned 164 years on April 21st, 2026, which is pretty remarkable, right? Being in my role as Chief Information Officer for Hancock, we stand on the shoulders of giants, right? But 164 years ago, Dan, electricity wasn't a thing. I mean, if you think about that, right? And here we are talking about the age of AI and adopting AI to be able to help more of our customers live longer, healthier, and better lives. And what I tell my teams is the things that we do today is going to be our legacy for the next 164 years, which, by the way, 164 years from now will be the year 2190.

That just, like, blows everybody's mind because you don't think about it that way, right? It's pretty remarkable. I love my job. I love my company. I love the people I work with. So you get brought in to run technology at a company that started during the Civil War. Yeah, math is correct. Right? That's about. Yeah. Yeah. What's it like in a place where presumably there are a lot of cultural aspects and perhaps even policies, but they're looking to you to create a culture based on leading-edge technology. How do you think about the scope of your role? Great question. So prior to my eight months at John Hancock, I had the privilege of serving in the nuclear-sophie industry at an organization known as Limeran Loma, which is the trade association, the largest and oldest trade association in the world for financial services. So representing life insurance annuities, worksite benefits. And implicitly, for my eight and a half years there, I had a peek behind the curtain across all carriers across our industry.

And this industry is a pretty remarkable industry, right? If you think about it, life insurance is the only product and financial services that you're not purchasing for yourself, right? There's inherent selfless act in that. You're purchasing it for somebody else, right? And obviously, you have the other financial products, including annuities and group life and worksite benefits and what have you. But I can tell you a lot of the industry is populated by carriers, companies that are legacy, 100 years old, 200 years old, 100 years old, or like Hancock, 164 years. And everybody has opportunities, but everybody also has challenges, right? You have built up a significant amount of legacy systems over that span of time. And these are albatrosses around our next, right? The impetus behind modernization is pretty minimal. If they run, and they run well, yes, it takes a lot to care, feed, and maintain them. But these modernization efforts are challenging and difficult, and there's a cultural change aspect to that, right?

But what I found remarkable here at John Hancock is our culture is truly, truly, truly unique, right? I would say, I would argue that's true across Manulife. You know, John Hancock's parent company is Manulife, Domiciles in Canada. But that culture is so unique between John Hancock and Manulife. It's extremely congenial. It's extremely collaborative. People truly come together for the mission and the purpose. And our mission and the purpose is quite simple and it's been unchanged for 164 years, is to help our customers live longer, healthier, better lives, right? I mean, our global chief technology and operations officer, Seamus Whelan, says it best. We have the ability in technology to use math, science, data, and AI to help people live longer, healthier, better lives. I mean, if that doesn't empower you and that doesn't enthrall you, there's really not much help that will, right? So I love my job, and I think that that tone is set very much at the top with our CEO, Brooks Tingle. Brooks always talks about our value, our value proposition to our customers and our industry and our values, right?

This is who we are. This is what we do, right? Leading with the empathy and leading with the care that we have for our customers. And, you know, most organizations obviously do care for their customers, right? But here at NBOC, I believe each and every one of our colleagues lives it. So in most organizations, the chief information officer is responsible for keeping the lights on, providing the tools that the operators who are providing services to end customers need to do their jobs. You have a background in life insurance. So you speak like an operator, like to understand and care about the business. How do you think about your role as a CIO, maybe transcending what traditional CIO role might? Yeah, thank you. Great question. I'll answer it two ways because I don't think I completed your prior question, right? So my role at Hancock as CIO is actually made easier because of the congenial collaborative spirit that we have and we embody in the service of our customers. And I can zoom out for a minute, Dan, where we are in the 21st century, where we are in the age of AI.

Every technology leader, CIO, you don't need to have a C in your title, right? If you're a technology leader, it comes upon you to think about yourself as a business leader, first, second, and third, who just happens to specialize in technology, right? You need to be able to speak the language of the business. The business needs to be conversant in technology, but they're relying on you to understand directionally where the business is going and to bring technology there to be able to enable that. It is acutely important for technology leaders today to be able to look around the corner, right? They are relying on me to be able to go, this is what I think technology is going to do three to five years down the line. Five years gets a little bit squishy, right? Especially with AI, things change every five minutes, not just five years. It's a ridiculous span of time, but to be able to project out just based on the experiences that we have and then guide them on the business. So my message to technology leaders always is think about yourself as a business professional first. Understand your business goals and business objectives. Don't think in terms of like, you know, us technology folks

can very easily drown you in an alphabet soup of like, you know, acronyms, right? And we've talked about cloud and all of these things. None of these things matter. None of these things matter. You know what matters? achieving our business goals and business outcomes and business deliverables. Everything else descends and inherits from that. So I think the more technology leaders can index towards those things, I think success is sure to follow. So my job as a CIO, I think more of myself as a business professional who just happens to have a background in technology and can enable the business and less as a technology professional. How does that translate into ways that you measure your team, your IT organization? because the traditional metrics would be uptime and service availability and metrics that are associated with the delivery of IT services. But it sounds like you have a connection to the business. A hundred percent. Well, so those metrics are important, right? The uptime, meantime to repair, all of those metrics are critically important,

but they're operational metrics that we need. Those are table stakes. They're table stakes at this point, right? What's not table stakes is how am I using technology to grow the business? How am I using technology and AI to unlock new sources of revenue? How am I using technology and AI to help our customers lead longer, healthier, and better lives, right? Those are the metrics that matter to the business because unless you have those metrics and earn the revenue and protect more people and give them the care and the protection that they need, none of the mean time to repair metrics or uptime matters right So I mean it critically important Don get me wrong we have to leave the lights on But where we are in the 21st century they are desperately inadequate and insufficient to measure the efficacy of a modern technology organization. Very enlightened view of the role of the CIO. One of the challenges of being a CIO today is that all of a sudden, everyone in the business knows technology better than you. you've got a full organization of technologists,

which has not always been the case. Everyone's a tinker. Yeah. Everyone's got access to AI tools. Yeah. How does that change the role of AI? I love it. I love it, love it, love it. A better educated business partner is a better business partner, right? So you don't have to spend time translating everything. They are savvy. They are a savvy consumer. That means they can hold our feet to the fire, hold me responsible, hold me accountable, because they can understand what is going on, right? And look, AI has been democratized, right? Everybody is proficient in most AI tools, whether it's GPT or cloud or what have you, right? But from my perspective, if my business partners are better educated on the technology of the day, we can speak in the same language, right? I can talk to them about business goals, business objectives, business outcomes, and they can ideate with me. No one has a monopoly on good ideas, whether it's the business or technology, right? So I find it extremely empowering. Now, you know, the thing about being a technology professional in any part of technology is everyone else, including other technology professionals, know how to do your job better than you, right?

So there has to be a conversation. But it's the predicate behind a substantial, substantive, business outcome-oriented dialogue between me and my business partners. And, you know, the starting point for all of us is that there has to be no daylight between you and your business partners, right? You might, you know, have different pathways to get to the same destination, but the destination is the same, right? So I find it extremely empowering that they can understand. And my job is to coach and educate and inform and consult and advise and make recommendations because that's my responsibility. but at least I'm not spending time starting from the one-on-one basis. And sometimes there is time and place for that, right? You know, to be able to do that level of education. But I love the fact that people are tinkering with tools and demonstrating the art of the possible because they see things that I do not. So the business has an insatiable appetite for AI. Experimentation, use cases, ideas.

What is your role? Are you an enabler or a facilitator? Are you a gatekeeper? What do you do as the business? And maybe they come to you, maybe they go around you. But how do you think about the role now that AI is such a prominent role in what the business needs? I'll start with a couple of things. Number one, look, AI is seductive. The value proposition is there, right? To be able to realize real value from AI, we cannot continue to have science experiments, especially true in my industry, right? And I had a view behind the curtain of all of the happenings across the industry. We have more pilots in this industry than Atlanta Jackson Airport at peak hour, right? But no planes to fly, though. So we need to be able to, the challenge always is then being able to strike the balance and find those Goldilocks use cases. If you find something too small, it's not going to demonstrate measurable value, and people are going to be like, well, that's it, right? If you find something too large, it's going to take forever and buckle under its own weight, right?

So finding that Goldilocks use case or use cases is acutely important. Number two, when the business comes to me with use cases and ideas, I love it. I love that. And my first question is, it's cool that we have this technology that we're recommending. what is the business problem that we're trying to solve? Because the answer might not be AI. It might be API. Apparently, we don't talk about APIs anymore, right? So I think that conversation is so critically important because they're looking for me to make recommendations. It doesn't have to be AI. It could be Occam's razor. Maybe the simplest solution wins, right? So number three, if they go around, which is highly unlikely in a modern governed organization, but it's possible. It's possible that people do. So it's important for us to educate our business partners on the critical and acute need to make sure that we continue to practice safe, responsible, transparent, explainable AI because we are a highly regulated industry. And beyond the regulation, right, we are an ethical industry.

We always index towards doing the right thing for us, more importantly, doing the right thing for our customers, right? So it is so important that, like with Manulet, John Hancock, we have robust governance practices that have evolved and continue to evolve to make sure that we're accommodating and enabling safe and responsible AI with appropriate human in the loop, right? Human in the loop, human reviews, and the appropriate governance structures, model risk reviews, all of the things that we do in modern governance practices, we are embodying them at Manulet, John Hancock. So the short of it is, if people come to me and ask me about AI solutions, that's great. I usually try and pivot the conversation to what is the business problem that we're trying to solve. And we might, you know, most organizations, Fortune 100, Fortune 200, we have more tools than Home Depot, right? So odds are there's a new tool that's being introduced. We probably have 17 variants already within the franchise and that we can bring to bear for a third of the cost and 10% of the time to implement. If people go around us, which is also highly unlikely, but not impossible, right?

You always have adjacent IT organizations. It's important to make sure that people go outside and implement and play with technology, Dan, because IT hasn't solved the business need. Period. End of story. If you're a marketing professional, you're going to index towards working with your IT partners to implement a technology solution. But you don't want to do a job plus. If you're doing a job plus, there's an unmet need that I haven't been able to placate yet, right? So I usually try and understand what it is that they're trying to solve. And look, there are times and places where it's not IP's place to get in the way, right? So technology looks to enable them with safe hours, within reason, to be appropriate governance structures. Any examples of where the business came to you with a demand and need project? and because as a technologist, you might be able to see around the blind corner an unintended consequence or maybe a risk to the business where you had to tell them no.

Any examples of use cases where you had to pick the cop? Yeah, for sure. Well, I'm not going to talk about specific use cases within Manilab, John, and Doug, but at the highest level, right? If we have AI solutions that are internally facing, that our colleagues are using, productivity tools, you know, obviously from an AI risk tower perspective, those are low risk use cases, right? And they get fast tracked through the system. We are extraordinarily careful, extraordinarily careful when it comes to anything that is even the modicum of customer facing, right? Or decisioning towards customer facing outcomes. So if there are solutions like that, we go to the appropriate level of rigor. And it's usually we don't get a pushback from the business on, well, do we have to have this conversation? It usually takes a little bit more time and we just need to reset expectations that we cannot operationalize things in weeks. It might be months and that's okay. We have to go through the appropriate governance cycles and the governance protocols to make sure that what we're introducing into the ecosystem is absolutely robust and rock solid.

and people usually understand that right no one's going to try and fast track things that yes but in an era of rapid prototyping oftentimes there's not a full appreciation for the unintended consequences of non-deterministic software yes yeah um yeah it could happen with with us i can speak only of manulet and john and thought with our robust governance policies, right? It is highly, highly unlikely for such an event to occur. I mean, I'm pretty sure it occurs in other places, but it is highly unlikely for us to create an opportunity for that program. Top of mind for every CIO right now is trying to map the cost of AI to the value of AI. with regard to your role are you metering out access to tools or how are you navigating this tricky time where the cost and the value are both kind of murky

Yeah, so tokenomics, we could all see it coming, right, but just effectively came out of nowhere. No surprise to anyone, right? But the amount it grew quickly and blocks poppyly as quickly as it did, right, is pretty interesting because our business partners are talking about that as well. So there is a a pressing concern for us as organizations to be able to understand the economics of AI, for sure. But one of the things that we do do, making sure when we have the developer community, you don't need the highest, most expensive models to be able to have AI-related code assist tools, right? So to make sure that we have best practices and recommendations for our staff, our colleagues, to be able to use models that are fit for purpose. So that's number one. Number two, there is metering, right? which happens with any other modern technology shop. But more importantly than that, we are developing a model around our AI economics, and that's been handled at the parent level. I will say we are actually really good at making sure that we don't have individuals

using the most expensive models for what could be at a lower exhaust solution. So that's been monitored pretty well. And for the most part, our business partners also understand that, right? So if there are bottle use consumption that's happening, they will work with us. People do work with us to make sure that we are within our boundaries and within our guardrails. To answer your question about the economics on AI and the realized value, I mean, this is not new. We've been talking about value realization of AI for the past two years. Two years ago, Dan, it was a lot more elusive for us to be able to realize value out of AI or pinpoint it. We were realizing value, right? But it's this massive business process transformation. It's kind of nebulous and squishy to be able to nail down. It's like nailing gel to a wall. We've come a long way across the industry in the past two years. So obviously, productivity, productivity, productivity, there's a real measurable thing you can see from that, right? You can see how you're reinvesting those dollars. But then, whether it's AI or any other form of technology,

I would advise all of your listeners to start with the business problem that you're looking to solve. The business problem that you're looking to solve have usually direct, measurable, tangible outcomes, right? So whether you're looking to improve your customer MPS score by 10 points, that's directly measurable, right? Whether you're increasing revenue by 2x, that's directly measurable. Everything else, like AI is a tool, it's a capability, right? Like any other technology, everything else is secondary, Dan, right? So when we talk about measuring value from AI, we always look to measure whether we're solving for business outcomes. And the last thing I would say, and this is public, Manulife is the only company that I know of that's gone out and said, we're going to realize a billion dollars Canadian of value from our AI initiatives by the end of 2027. And we're well on our way, right? So in aggregate across the Manulife family, we are well on our way to be able to realize value from our AI.

I'm very impressed. Most organizations right now struggle with lack of centralized visibility about how and where and how much AI is being consumed. What's the approach at John Hancock from Manulife? Have you centralized management, monitoring, spend across the business units? It's all of the above, right? So we have a really strong global AI team under our chief AI officer, global chief AI officer, Jody Wallace. But we also have under our chief technology officer, all of the monitoring tools and the infrastructure things that you speak about. But what's interesting is there are, it's a federated model in that they set governance and they set policies and they set some level of guardrails. But they are, they're very happy to partner with the individual segments, right? So John Hancock is the U.S. segment for Manulife. We have the Canadian segment. We have the global wealth and asset management segment. And we work collaboratively with the global teams to be able to bring all of these capabilities to them.

So there's shared learning. There is absolutely shared learning. There's no doubt. There's no doubt. But there's not an entity-wide budget that is allocated toward AI solutions. So there's at the global level, but our segments also have the leeway and the capability to be able to allot our own budget. that matters. So when we talk about cost savings of a billion dollars by the end of 2027, that is happening across the Manila family, including but not limited to content. We are contributing. Any examples that you can share from within your organization about where you've had some early wins? Are we successful with AI? Yeah, we've got tremendous success with AI. So your listeners can Google for a quick quote, John, we answered a quick quote that has allowed our underwriters to process more policies through the system, right? So usually the decisioning takes multiple weeks, and we've gotten it down for days. And this is a decision support tool. It's an internal underwriting decision support tool, right, for our underwriters to bear.

So there is a press release on it. It's been pretty impactful for us. That way we can protect more of our fellow citizens and help them live longer, healthy, better lives. to the tool that your organization built, correct, to facilitate better underwriting decisions internally facing. Yes, absolutely. Yes. When you think about the roles in your organization, how do you see AI transforming people, creating new roles? How's it changing the makeup of your organization? Yes. So I would posit, and this is just my view of the world, there probably isn't a single role or job on this planet, in any industry, that AI will not influence in some shape, form, or fashion, right? And I think that's a good thing. Dan, if you could free up 10, 20, 30% capacity back in your day, imagine how much more you could get done. Imagine what you could do with that capacity. Imagine what I could do in my day and add more value to John Hancock Manulite, right?

So roles will change. And what's important organizationally is for leaders to be able to paint that journey for our colleagues, right? So you're going to free up 10%. Here are the higher value at tasks that we will be able to replace that with you. And here are the tools and training we're going to provide you. And here's how we take you along that journey, right? It's going to be acutely important for us to do that. And one of my favorite examples to cite, right? Less than 100 years ago, 1916, less than 40% of American households had access to electricity, right? Think about where we are today, 100 years. Can you imagine any industry being able to function without electricity? This podcast, right? Where we are in Vegas. So the next 100 years are going to be fully transformational. It's going to create new jobs, new industry. iPhone came about in 2007. I think it was September 20, 2007, if I'm not mistaken. Think about the industry that's been built up around the iPhone itself. Think about the App Store. Think about how many millionaires it has created because somebody wrote an app that got successful on the App Store, right?

The industries and the ecosystem. So AI is that catalyst to spur multiple other industries and create an ecosystem around it. Some might sound fantastical today, but I can tell you in five years, the things that sound fantastical today are probably going to be commonplace. You and I can have a version of this conversation and feel very positive about the productivity gains, the new opportunities AI is creating, and yet a lot of the population feels destabilized by AI. It's a threat. It creates uncertainty about their field, their role. Yeah. What's your coaching to maybe people in your organization that are feeling like a lot of the things that they thought were very core to their job that only they could do because they got a four-year or whatever degree that says they're an expert in that thing, and all of a sudden they're watching a machine learn quickly how to do that thing that no longer makes them unique. How do you address the very real concerns that I have?

Oh, 100%. Those are real concerns. And I think it's critically important for us as leaders to accomplish these real concerns, right? Number two, I think empathy and leadership is acutely more important today than any time in the past. Number three when we think about all of the technology that been created around us for the past forget about 100 years 30 years Email wasn a thing 30 years ago Email right I mean can you imagine doing anything in America today without email? And that was a business process transformation that influenced, impacted everyone from the CEO all the way to the fresh dollar chart. You remember, Dan, back in the day when somebody's job was to deliver mail in the mail cart, right? So we had these yellow envelopes. We used to scratch off somebody's name, put somebody's name in. Our entire cybersecurity policy was that little twine that we used to put on it, right? So that was our privacy policy as well. But I mean, what happened? Those individuals got absorbed into doing higher value add things. And I've used this example multiple times

without speaking in the industry. Think about a call center or customer service center or a claim center in any insurance company, especially life insurance. No one calls a call center, claim center in life insurance to say, hey, Dan, how's your day going? They are calling you with a dire time in their life. You're a call center rep. You're a customer service rep. You're a claim center rep. You're expected. It's a tough job. You're expected to lead with empathy. You are the brand ambassador to your organization. You are what is going to fulfill the value proposition between your customer and John Hancock. Right? You're expected to provide white glove service in a reasonable span of time. You are on the front lines of intercepting insurance fraud. And, oh, by the way, you also have five systems, potentially, that you need to reconcile to be able to engage with your customer. Right? Imagine if you brought an AI capability to bear that gives them a single pane of glass to be able to save 20% of their day, reallocate that 20% of their day into training, right? And at some point, they matriculate and they graduate from their job in the claim center while someone else comes in and they does the same job.

And they can graduate into underwriting, actuarial, distribution, technology, right? Who better do you want in your organization that has been on the front lines of that customer and can walk a mile in every customer's shoes for the calls that they have handled in the past two, three, five years? That is the value proposition of AI. So the message to everybody out there, yes, it's a real concern, right? Jobs will change, but that's okay. That's okay. I would much rather index on the gain, what you're going to get, versus on the loss, right? You might not want to do those tasks. You might not want to fill out your timesheets. You might want to talk to your AI agent to scan your entire calendar and automatically fill your timesheet. Would that be magical? No one likes doing timesheets, man. No one does, right? So those are the opportunities that are ahead of us. When we were just getting to know each other before we started recording, we're going to have kids roughly the same ages. And as a parent, you're going to have some of the same conversations with your kids that I'm having with mine.

And what's your coaching about the skills or the things that they could be learning that are future-driven? Great question, Dan. So I taught my kids, 40 years old to 16 years old. And academia, typically, when AI first came about, and there were real concerns, right? We wanted to prevent cheating. We wanted to prevent kids from using AI tools and just separate your term paper like that. Academia's response was to block AI and govern AI, right? And we have evolved. academia has evolved since then, for sure. But my best for the kids has always been, learn how to use the tool to make sure it's augmenting you and not replacing you. There are things that AI can augment, but the creativity, the innate human nature to be creative, to be curious, to be hungry, to learn more, start there, right? And augment with whatever blanks you're missing. The other thing that's acutely important, not just for the next generation, right, or generations beyond, but even for us,

AI can automate a lot of things, but it's never, ever going to take away our four human capabilities, community, collaboration, ethics, morals, integrity, values, leadership. All of these things that make us who we are, those are never, ever going to be automated, right? So I would double, triple, quadruple down on those skills as well and make sure that you're espousing that kindness and goodness into the world. Because there is going to be change, right? And helping people navigate that change is each and every one of ours' responsibility as leaders. It's our most important responsibility, 100%. On a micro level with our kids, but also being good role models. Yep. Because we're all navigating through, you know, it's a tricky time together. Yes. It's an exciting time, man. It's as exciting as we make it out to be, right? And it's a mindset shift. It is a mindset shift. We're recording this with cameras off, just you and I chatting here face-to-face. But if the audience could see your energy and just your passion for these topics, it's really special.

I've got to get you off the hot seat, but not before you answer one last important question for me. So Kartik and Dan are back here, and it's 2036, not 2026. some of the things that we're talking about that are commonplace in 2036, but today just seem like sign-ups. Great question. So today, you and I both have colleagues that report up to our teams, human beings. So in 10 years, you're going to have a hybrid workforce with human beings and agentic AI agents. There are organizations today that actually feature AI agents of their or turn, right, along with human beings. So as leaders, we need to figure out how to manage an AI agent, a team of agents, as well as human beings. So that's number one. Number two, we will make tremendous strides in not just productivity, but conversational AI. I think all of the things that we, you know,

things sound fantastical today, they are going to be commonplace in the next 10 years. I am hopeful, Dan, in the next 10 years, society, not just industries, but society can tremendously benefit with AI. I'll give you an example, right? It's 2023. Google's DeepMind AI. I mean, think about all of the stuff that we have around us, right? All of the raw materials that went into everything that we have around us today have always existed on this planet, right? We didn't import anything from Mars. It took thousands and thousands of years of human ingenuity to combine these raw materials into everything around us. Google's DeepMind AI, surfaced 2.2 million hypothetical new raw materials in less than a year. You know, 800 of these have been in development, right? Who knows what goodness is in there? The cure to cancer could be from an AI system somewhere. The answer to, you know, how to combat the climate crisis could be in there somewhere. Unlimited renewable energy, all of these answers, the collective corpus of human knowledge

augmented by whatever creativity that we bring to bear with AI capabilities could be in there somewhere. So hopefully the world is transforming in the next 10 years, if not completely transformed. I'm excited by it. Well, you and me and everyone listening is responsible for creating that future that we want to know that we inherit. We always have to remember that the AI bots only know what we tell them to know and they only do what we tell them to do we have agency. We have agency. They might be authentic, but we have agency. I completely agree with you. Kartik, where can the audience learn more about you and the amazing work that you and your team are doing? Well, thank you. Do go check out johnhancock.com. You know, we have a really cool tool called the LPI Index. You should definitely take that. We built that in collaboration with MIT. It's going to tell you how to give you a rubric on how to live a longer, healthier, better life. Our vitality program,

or our program where we actually give you points. Well, we want you as consumers, as customers, to live longer, healthier, and better, right? So go check out johnhancock.com. Feel free to find me on LinkedIn. Practice Actable, it's been a pleasure being here with you, Dan. You, sir, are a legend. I do appreciate all of your moderation. This has been an absolute delight and an honor. Well, on this podcast, we call ourselves members of Team Human. You are now an honorary member of Team Human. I love it Alright This was wonderful Thanks for hanging out Alright all the best Thank you Yo It's the end of this show Time to power it down AI for this For humans Wear the crown Being human in the house Got the vibe so clever Dang Churching from people Rain making us better We learned about AI for humans We're ready to conquer The future That's all for now See you next time