Speaker 1: 0:00

Hey, welcome to the Cut the Tie podcast. We're doing a special session today to do a deep dive in with Scott Morris of Propulsion AI. Scott, how are you doing today? I'm great, I'm great. Thanks for having me.

Speaker 1: 0:10

I really appreciate it because you were on the show and we were discussing your technology and where it kind of helps organizations of all kinds, right From just people with a few hundred, people with a few thousand and a lot of our guests and listeners are in that zone.

Speaker 1: 0:23

Right, they run companies that size. They, you know, maybe you know in particular, they're trying to hire and so if you're so this, so listen, if you're listening and you're an hr professional and you're running a good size organization from a few hundred, a few thousand, uh, any industry, really listen up, because this is something to help you understand how you can get more engagement, more retention and really keep the people you want to keep at your, your place, have more productivity. I mean, that's a fair assessment of, because what I find in as I've interviewed lots of people, it's a major problem in companies is keeping talent, because people feel completely disconnected and they feel completely like not part of it. In particular, it's hybrid, remote. So let's get Scott. Just do a brief introduction, maybe yourself and a little bit of your background and what you started there.

Speaker 2: 1:07

So I have 25 years as a professional in the HR space and about 20 of those years were in C-level roles, and I've worked in organizations from like nimble startups to large enterprises with 15,000 plus employees, and I think the breadth of that's really important At least I consider it to be important because I've stayed on the front lines.

Speaker 2: 1:28

I understand the problems that frontline HR people, frontline employee relations people, frontline recruiters, frontline HR business partners I understand those problems firsthand because even with a C-level title and smaller companies, you do the frontline work, and so I took all of that experience and I turned it into building a software company. In 20 years of buying HR software, one thing that I discovered and I think a lot of my peers have discovered is that it might be made by smart software people, but they're kind of adjacent to the problems that we deal with every day, which are how to get people to come to work, be happy and productive and stay with us, get the top talent in, keep the top talent in, and so that's one of the things that we're doing at Propulsion AI.

Speaker 1: 2:20

It's like a FUBU of HR Horace Bias wasn't. Sean John came up with the FUBU. Okay, I've heard of that one. You ever heard of FUBU? No, fubu was a brand. It was really focused by, like, the guy who started it, african-american guy, successful guy, but he had a brand called Forrest Bias, so it was made by, you know, people of color and anyway. So this won't be.

Speaker 1: 2:44

Don't edit this out, guys. Anyway you have, so I'll come back at it. So effectively you've made the software that was specific to point on problem as a professional and so what you know if you think of like in the agile world of development. You didn't take the technical approach. You said this is the business problem and I need to solve that with these types of attributes so it's usable, scalable, affordable, all those kinds of things that go with it. So you're coming from the business element to make design and solve a problem, not a technical solve.

Speaker 2: 3:13

Yeah, a hundred percent. When we started the company, we brought together top chief people officers, top heads of talent, top recruiters, top HR business partners and we started to unlock the frameworks that they use to help connect roles to strategy and how to measure them, and we built an AI core inside of those frameworks. Let me start maybe with something, though different, thomas, because if I came to you today and I said to you, hey, I want you to invest $500,000 in my company right now, you would ask me some really specific questions, and those questions, believe it or not, are really thematic. You probably asked me something around how I was going to create value with the money. You'd ask me what kind of return I could generate for you and you'd probably ask me something about the timeline in which I was going to generate that return.

Speaker 2: 4:10

All of us think about those same questions, or some variant of those same questions. If we're being asked for money but check this out Salary is an investment, and so why is it that that thinking seems to break down when we start talking about putting people into roles, if we're investing the salary of that role, how that connects to our broader strategy, what the objective measures are for success and how we're going to go out and measure them, and that's one of the things that we do within the platform. We make that thinking really, really accessible. We created a conversational AI product that leads managers through a proven role design process and helps draw out their best ideas about what they want that role to achieve Not the tasks that they want it to do, but the achievements that they want that role to have for the company.

Speaker 1: 5:19

So take me through what's today. Look like How's it done today? Lots of places, not everywhere, but like is it manly written? Is it someone throws in GPT and says here you go, like how does someone do what your technology does today, and maybe identify a few of the problems along with that.

Speaker 2: 5:37

Yeah well, so the biggest problem is that a lot of organizations don't do that. They think about how can I just throw something together that I can put out on the web? Don't do that. They think about how can I just throw something together that I can put out on the web? And then they post that and they get like five or 600 applicants and their recruiters kind of artificially dip up maybe 20 of those and then they start an interview process. Except the manager hasn't really thought through the role. So they're working out in the process of the interviews what they want.

Speaker 2: 6:01

And this is what leads a lot of managers to say to HR people hey, I need to see more candidates, right, because they haven't really thought through what is that role going to achieve? How are we going to measure it and why is that going to matter? And that's a big problem because that's going to damage employer brand. It doesn't create clarity for the manager, it doesn't necessarily lead to great selection and then, once you get the person in the role, it hasn't done anything to help you be more effective in performance management. And you know what the sad fact is?

Speaker 1: 6:33

46% of new hires fail in their first 18 months, Particularly if you have ADHD. I'm going to speak to the truth on that one.

Speaker 2: 6:38

Like you're done, it's a huge problem and you know when you think about it managers if you ask the average manager what they want, they want people who will embrace accountability and who will act with initiative. And if you ask the average employee what they want, they want a role that has meaning and purpose and they're both going like this. They're crossing each other, they're missing each other and in part because the managers are not sitting down and doing a thoughtful role design. And there are a couple of reasons for that. One is it's really really intellectually difficult. And two, they don't usually have a really good guide. Maybe they get a template from HR, but that doesn't help them very much. And the third reason is, historically, it's taken a long time we solve those three problems.

Speaker 1: 7:24

So from a role design, just devil's advocate. Why can't they just use like a GPT or something and say here's my main problem, here's what's important, here are all the systems we have, this is what we hear in our culture, and just say give me a role description, tell me how you guys like, why they would do that, versus pay for it.

Speaker 2: 7:42

Bunch of reasons. So, first of all, what you need more than anything is not a job description. Nobody cares whether you have a document or not. What you need is clarity, and clarity comes from working through a set of questions, from thinking deeply about why you're even hiring in this role to begin with. And so if you went to a chat GPT and you know what, if your culture is, I just need a bunch of words with some bullets and I need to call it a job description. I just need to get it out of the web and get you know out of pain. Hey, go to chat GPT, it's free and it's there.

Speaker 2: 8:16

But the fact is you have to lead chat GPT. Propulsion AI leads you, which means you don't have to know how to ask for anything. You don't have to know what to do with it when you get back, because Athena, our digital human, is going to engage you in a conversation and is going to draw out of you your best ideas about what that role needs to achieve and how you're going to measure that success. You can't do that with ChatGPT. Second reason is ChatGPT doesn't scale to enterprise level and Propulsion AI does.

Speaker 1: 8:49

So so so the HR professional needs this. When do they need this? And then how often? So cause you know, if it's a, if it's a flat organization, meaning like they never go more than a hundred employees or 500 employees do they need it? Or give me this. What I'm thinking is I mean, give me the scenario. I think it's obvious when you're in a growth mode, you're doing lots of hiring, but is it in a reorg mode? Tell me, why does someone buy a license as opposed to just one off? That's a great question.

Speaker 2: 9:21

So I'll give you a couple of customer examples, real life customer examples. We have a market research firm. The CEO came to us originally because she just needed to write job descriptions and what she ultimately has told us is it's caused her to rethink every role in the organization. That's, that's, you know, item number one, right? So you're going to touch the product, or the product is going to be helpful to you when you're hiring, but also when you're pivoting roles In the world of today.

Speaker 2: 9:49

You know, you and I sit down. You're my boss. You come out of executive team meeting and you say, hey, scott, you know you and I sit down, you're my boss. You come out of executive team meeting and you say, hey, scott, you know what Business has changed. I gotta. I gotta pivot your role a little bit and I'm like okay, thomas, like not a problem, I'm a, I'm a good corporate citizen. Tell me what you want.

Speaker 2: 10:03

You and I have a loose conversation about it. I go off, I start doing that job. Now maybe I develop clarity, but that degrades over time and you turn around to update my job description, except there are 15 other things that are more important than updating a document. And so over time I start doing a job that's a little bit, and then a little bit more and a little bit more different than my job description, and the whole purpose is lost right In the world of tomorrow. Here's what you're going to do you go to Athena. You work out the changes to my role. No-transcript. Greater autonomy on my part. The more clear I am which is the real purpose of a job description the more clear I am, the more autonomously I can act and the more I can be working toward the same thing that you're working toward, which is an outcome that is really significant to the business. That leads to less micromanagement for you and greater satisfaction for me as an employee.

Speaker 1: 12:07

I was doing a job, someone else was also partially doing and I had 20 dotted line people to me at points. It really felt like it was crazy, like every peer I had. You know, does Athena do anything for organizational alignment on roles, responsibilities? So so you have people working in the company, just grows whatever grows and like, as you described, I need you to do this, someone else leaves. I'm doing that. I'm picking this up. I never released it. Does it ever go through and just redo all role descriptions for everybody and then tie it to, let's say, an eight to a like a bamboo or something like for for the purposes of performance, like, walk me through that organization that's got people and we benefit from a massive. Let's make sure we got it all right and let's get it to our our you know our performance base, so we know how to comp people.

Speaker 2: 12:47

Let me. Let me take the easy part of that question. We integrate with HRMS systems and with recruitment management systems. So when Athena helps you through the role design process, she also then will write. By the way, when she's done with with the interview effectively, if you want to call it that, she's going to write a performance-based job description for you. Seo optimized posting for the web. She's going to write social media content. If you want to post it to your live feeds. She'll write interviewer guides. You want that posting to go directly into your RMS? We integrate. You want that job description document to go into the employee file? We integrate.

Speaker 2: 13:23

But the harder part is this right, it's more than updating documents. As a manager, you want to have thought clearly about what you want out of that role. Why do you even have me in that role? Is it just to do things for you? Because you know what that's going to lead to Turnover? That's not a job with meaning and purpose, right? It's also a formula for you having to take time to manage me, and the average manager spends about 20% of their time compensating for unclear and underperforming employees.

Speaker 2: 13:52

So the fact that I lack clarity about the job and that you lack clarity about the job isn't just on me, it's on both of us, and it's a hidden tax on growth for the organization. So Athena has the ability to take an uploaded job description and help you rewrite it. The real value is in the conversation, where you start to totally become crystal clear why do I need it? What is it that I need you to produce? How am I going to measure it? That's going to lead you to manage me differently, so you're going to get a better result, not just about having me operating that role, but managing my performance along the way. It's going to lead me to feel great about the company, about my relationship with you, and that's going to reduce turnover.

Speaker 1: 14:35

Because I'm thinking like you know you're an HR professional here is like you know what I need this I get it. How do they make the business case to the CFO to say hey. Or the CEO to say I need a report into, we want to make this investment in this technology? How do you help them with the ROI Cause? At the end of the day, great, you can't prove ROI in a business case. No one's giving you funding Right. So so yeah.

Speaker 2: 14:58

Yeah. So let's let's say so, my, my last corporate gig. We were, we were doing a lot of hiring, um, and there was a little bit of it. We were, we were growing by expansion. But there was also and there always is for every company there's also some churn right. And so let's say we have $120,000 employee in our organization and they leave that role. It's going to cost us probably two X to replace that person in that role.

Speaker 2: 15:23

And when you think about it, then there's also a productivity gap. Theoretically, I should be generating about $10,000 worth of productivity every single month. So let's say, it takes me 90 days to get that role refilled. So that's 30,000 right there. So now we've got two X replacement costs, we've got $30,000 of productivity loss, and then everybody else on the team has to do the work that I vacate. That's why turnover is so incredibly expensive and why we need to be working to keep productivity incredibly high. I don't know whether you realize this or not, but an employee that's fully engaged tends to produce 16% more than we pay them. But the opposite end of that spectrum is true too. A fully disengaged employee only produces about 60% of their payroll value. So even if you don't have turnover. If you have an underperforming employee that's fully disengaged, that $100,000 employee effectively costs you $160,000. Think about it that's an extra $60,000 role that you can't afford to put into your organization because you are leaking that money someplace else.

Speaker 1: 16:41

The average SMB loses 20% to 30% of their top line revenue due to underperformers. So part of the business case would be like you're, with better role description, you get a better fit to actually accomplish the main, the 80% of the job. There's always that extra stuff, but like what this person needs to do to help us move forward, this better aligns, that for sure. Secondly, then it then it just gets the expectations correct to, because what I see sometimes in roles right Like I think others see this is that there's too much and they just keep throwing shit on there as opposed to being very pointed with it and then moving forward. Then you're less likely to interest. So you can show that.

Speaker 1: 17:17

And then I would still have a CEO. I'd have a tough time because that's like a future bet, like where I'm, like do we have a problem with with this right now? Like I'm like you, like you mean like if you have a company doesn't lose people but, um, you know, but they're handing out gold watches because you've been there for 15 years, which is, by the way, if your company does that, you should leave, just just so you know that's not a reason to anyway. Maybe in the police force I'd say, if you stay in la and you can survive 25 years, is it, does anybody?

Speaker 2: 17:42

does anybody have a gold, a gold watch?

Speaker 1: 17:44

anymore. You'll get stolen from it.

Speaker 2: 17:46

Yeah.

Speaker 1: 17:48

My point is you have a tough time making that business case. I see the value. Do you worry, though, that future GBT-5 does this? Do you worry about AI just being part of it, that it can just figure out what you're doing and it becomes a free tool? Does this worry you as a business?

Speaker 2: 18:04

No, it doesn't worry us as a business, because people that want that sort of you know, free GPT solution they're working in cultures where they don't. You know this is not important to them and what they need is they need bullets on a page. They need to get out of pain quickly. Fine, go, go, go do that. And organizations and what our customers are telling us is that the Propulsion AI platform not only handles a bunch of stuff that their HR people used to handle for them, not only does it help provoke their managers thinking not only is it raising their employees productivity, but it is doing it faster and better than managers can do it on their own.

Speaker 1: 18:44

And there's also security. Right Like yours is the LLMs out there are public facing, so anything you put in there is kind of becomes available if you will. Yours is not. Yours is private, it's not shared information. It can have a conversation, so to speak, without it being public.

Speaker 2: 19:00

Yeah, just the company, and the company alone has access to their data. What they create isn't shared broadly. But here's another thing that the platform does is it creates bandwidth for HR teams, and I can tell you as a practitioner, there's no shortage for HR teams of priorities, of things that they want to work on. And what Propulsion does is it creates bandwidth by allowing managers to interact around these roles directly. What a lot of our customers, chros, chief people officers tell us is I don't have any other choice. My people have to be involved.

Speaker 2: 19:37

Until Propulsion AI came along. Now I can say to the manager you go work with Athena, you think through this role and it saves cycles for the HR team. Now what that allows them to do is really two things One is address other priorities that are pressing, but the other is come in at a much more senior, much more strategic level. Think about it If you're a recruiter, what do you really need? You need a really, really good spec. So now the manager goes off, works all of their ideas out with Athena, you get that document as a recruiter and now you've got crystal clarity about exactly what it is that manager needs to see, and you didn't have to spend two hours trying to pull it out of their head.

Speaker 1: 20:18

Well, and this is where I thought was a really interesting and we'll go through some of your like you know we're kind of talking hyperbole, just a setup. You have real use cases with clients we're gonna go through in a minute. But where I was thinking too is like a tech systems or a Robert Half. They're like giving them that ability as a distinguishing thing for their customers. Because, you know, because I remember being one who bought from them from those types of companies, from staffing companies, and they'll hand you a job description of this and I'm like I just half-assed it Because I don't know, I just don't need it. But if they had a tool that allowed me to go in or they said, hey, listen, I made this for you. They have added value into their customers. They are more effective in who they hire for, which makes them so there's high value.

Speaker 1: 20:59

I think your market obviously HR professionals, but I think the recruiting firms using this at scale would be a fantastic client for you guys, because you'd be helping that HR professional ultimately who's hired them to go find a position. Because there's the ones who are constantly tweaking the. They're not getting the right candidates. They're getting like this. They can tweak the role to performance with it. I see that of them.

Speaker 2: 21:22

You think about where the value is for those organizations. They need to recruit good talent for you, but they need to do it quickly and they need to keep their people focused on two things interacting with customers and business development into some of these longer conversations that just take a long time to get the ideas out, or documenting things and trying to get the words right so that everybody's got one version that they're working from. And so we have a handful of consulting companies who actually use the product with their customers. They actually subscribe to the platform and then they have seats that they give to their customers and customers love it. They see them as tech forward and you know Athena is helping those managers work toward a different kind of employee that they're going to hire.

Speaker 1: 22:14

I want to do a quick example for you really quickly. Give me a client use case here. So let's talk real world. What was the problem, what did you do and what was the result? No, okay, so let's, let's talk real world.

Speaker 2: 22:22

What have you? What was the problem? What did you do and what was the result? No, okay, so. So we had a. We had a customer that was trying to hire an accountant. Right, and you know you ask previously.

Speaker 1: 22:32

I'm still here. I was giving you full screen here. Let me let me set it up again. Sorry, I was doing. This is going to be this. This is one of your bits, got it All right? Editing team back up. Let me ask you, let me do the question again and then come in, give me an example, real world. You know what was the problem, you know what did you guys propose, what was the outcome for your client, and you know industry kind of set this up for me.

Speaker 2: 22:52

Yeah, so. So I mean, we didn't propose anything, but let me tell you what the client situation was. They were trying to hire an accountant, right, and something that you would normally write into a job description for an accountant is like follow up on delinquent accounts, right, and you got to ask yourself why Do you need to watch a person come and sit at a desk and make a bunch of phone calls to people that don't want to get them and write emails to people that aren't going to read them. Is that what we're really trying to get? And what our client realized was there was something else, that those things were a means to an end, to get to what they wanted. They're about a $10 million company and in a $10 million company, you figure, if you take that revenue over the year and you divide it up, it's a little bit over $800,000 of revenue that's getting generated in any given month. Now, the end that follow-up on delinquent accounts represents is called days outstanding. It's a measure of how fast that organization could collect on money that it was owed. And if let's say and I think this was the actual number for them let's say, 90 days was their day's outstanding number, and what they wound up doing was saying, look, we need to get that number to be 60 days rather than 90 days. You know the value of that is, thomas, that moving from 90 to 60 on that collection it's $833,000. It's almost a million dollars of value. And so what they found is they were recreating and again, this is where you know the job description is less important than the clarity Now, what they wrote. When they created that job description, they said you know, that's just. You know, following upinquent accounts is an activity. Your job is to move days outstanding and our target for this next year is to move it from 90 days to 60 days. Now look at what gets set up. First of all, we've said to the person in that who goes into that job you're responsible for something that's really important Making calls. You're going to have to do really important Making calls. You're going to have to do that. Sending emails, you're going to have to do that. But that's not your job. That's a tactic. Your job is move days outstanding from 90 days to 60 days, and that will create about a million dollars of value to us.

Speaker 2: 25:14

Think about the individual that goes into that role. Think about the difference that you feel in pride in the sense that what you're doing every day actually matters to the business. That's what our customer discovered and it's a very small mental paradigm shift that actually creates the opportunity for the company to do that. It's moving from tasks to outcomes. That's what is so critically important when you think about it.

Speaker 2: 25:39

That person now they come in, they want to do that job. They also are in a better position to go back to the boss and say, hey, wait a minute, if this is my job, shouldn't I be doing these things? And the boss and we learned this later the boss is like, yeah, I hadn't even thought about it. Do that right. That's initiative and that's what most managers want. But you can't get initiative from people if you talk about tasks and you stick them in a little box. The ends are not negotiable, they're set by the manager. But they should be really truly outcome focused, because that creates the opportunity for the individual in the role to innovate. That leads to purpose. That leads to you know that individual really recognizing how they are doing something important for the business.

Speaker 1: 26:23

I see a reverse of your product on the consumer side is, yeah, rewriting a resume to meet exactly that. That has the same tonality that goes the other way with it. So you can use the GPT to do all this stuff. But it does a terrible job writing a resume in my opinion. But the flip side is, if it's outcome-based to a role that you're trying to find, it might be an interesting flip use case.

Speaker 2: 26:49

Well, you know. So let me a cluster piece. Yeah, Let me tell you another Buster piece. Yeah, and the manager may not be able to give them that role they want, as long as it's creating value for the company itself.

Speaker 1: 27:42

Is there a use case where either it's a candidate that's applied for something or it's somebody internal Same thing. There's a person and they have clear skills but they're just not in the role that fully utilize those and you may not do that. You may not discover that until the interview. If it's a new candidate, you may have not discovered that until working with the person for 18 months. Like hey, I know you got hired for that. You do it good just because you're a talented individual, but clearly you are really good at this.

Speaker 2: 28:17

Does it take? Could it look at their CV, so to speak, and then say here's the job description for this clearly talented employee? Yeah, we are not, so we don't do anything on the candidate side with resumes right now. That's on our roadmap for the future. But one thing that Athena does do once she walks you through the process of defining the connection to strategy for this role and the achievements that you need it to produce, she's going to look at those achievements and say, okay, let me think about and make some recommendations around competencies and skills that are necessary for you to execute those responsibilities well, and she's going to engage the user in a conversation about those skills. Now, what that does is it sets up for really good performance management. So you know, a typical job description reads like an obituary Task, task, task, task, blah, nothing right. The way that Athena writes that performance-based job description is she's got the achievements up front. She's got examples of starting tactics. Here are some of the things that you're probably going to have to do in order to get to some of these achievements. She's got competencies and skills.

Speaker 2: 29:16

Now, when I sit down with you as my boss on a weekly basis, we're talking about the stuff that matters in my one-on-one. Where are you to the results you said you would generate? How are you showing up with others vis-a-vis the competencies and the behaviors? Let's talk about your growth path around these particular skills. Now, if the role pivots I mean, we talked about that a little bit earlier right, it's an easy change for you to make, so that what you are saying to me is this is your job. This is why it's important, this is how I'm going to measure you and that always stays current. That leads to less need for you to manage me and greater satisfaction on my part, because I know what you want and I'm out doing it.

Speaker 2: 30:01

What can a user or a company expect to kind of pay for this? What's the load on them? You know so we price as if you were hiring an AI coworker, and so you know. The reality, though, is we're about half the price of what you would pay to put another HR person into your organization. You know, our target customers are paying between $50,000 and $75,000 a year, and that's unlimited usage for every one of their managers and every one of their employees.

Speaker 1: 30:28

Do you base it just on flat usage or like if it's a company has you know if it's HR 1 versus an HR 50.

Speaker 2: 30:34

Yeah, Well, when you think about it, you know if I, if I put a new HR person in, I'm going to pay between a hundred and $125,000 for for that person and they're going to work regular hours and they're going to have benefits, costs and they're going to take breaks and they're going to get sick and they're going to be human beings. But when you put Athena into the organization, she's available 24 seven. So if your managers are thinking about this on the drive home, she can have a conversation with you on the way home. If you know, if you know she's working on the weekends and she doesn't complain, she doesn't get sick, she's always on and she's always ready to generate stuff and that's and that's what we think it's good value.

Speaker 1: 31:10

I mean so it becomes like an an uh, an agent for the entire HR organization and managers, for that matter too. I mean it becomes something that's a very pointed job, specific, if you will, a role or outcome specific AI agent. I believe AI agents are the future that we're about to face, where AI agents do a lot of the work for you and bring you in when it can't figure out with another AI agent what needs to happen.

Speaker 2: 31:33

So I think there's there's one thing that I need to point out for the sake of people listening, which is this is very much a system that requires both artificial intelligence and human intelligence. The most important person entity in this equation is the manager themselves. They are the ones who are accountable for the results. They are the ones who have this stuff inside of their head. Athena helps unlock that, so we don't call her an agent that operates on her own. She is an AI coworker that works with you, helps draw out your best ideas and then does the heavy stuff for you, but what she can't replace is human judgment and the ideas that the manager has about what's necessary, given their unique context.

Speaker 1: 32:18

Well, exactly, and I think most organizations recognize that AI plus automation is still a little bit on the dangerous side, very fairly highly risky, but most want them to accelerate the knowledge worker. So, if it moves me forward, 10, 20, 30% faster, better, more precise hires. 10, 20, 30% faster, better, more precise, you know hires. 10, 20, 30% better a candidate. You're trying to get these marginal firm-wide benefits that lower attrition. 5, 10, 15%, like that's what happens when you put things in order that move faster, clearer, more clarity. You got to bring humans together so you have more consensus because it is clear what's supposed to be going on. There's no, you know. All those things stack incrementally to benefit, to move forward, better productivity and outcome and you know what?

Speaker 2: 33:03

here's what. Here's what a lot of our customers, who are customers now what they found is they went to the website and they got in and tried it, and we're convinced that when people do that, they they're going to immediately see how Athena and how Propulsion AI are going to change the character of the business and it's going to change the results that those businesses are achieving. And it costs you nothing no credit card up front, just get in. You can start immediately. It's a fully cloud-based system and I would encourage anybody who's really curious about it go try it out, because it's going to change your mind about how you're utilizing people as strategic assets in your business.

Speaker 1: 33:44

I mean before you kind of. I love I always call it the shameless plug so people know what's coming, you get ahold of you, but you and I were talking this off camera. Like this can really actually benefit any industry because you're the knowledge piece of the industry. When you come into it, it helps you with the reasoning, thinking, organization and it does what it does based on your knowledge effectively. So that means it's applicable in any industry. You've had some really good successes in healthcare. What was the other one that you was talking about Healthcare.

Speaker 2: 34:10

manufacturing is another big one in our pack for us. Yeah, manufacturing is another big one in our pack for us.

Speaker 1: 34:15

Yeah, so if you need those use cases typically to make the business case and you're in healthcare and you're listening, give them a call, propulsionai or getpropulsionai, yeah.

Speaker 2: 34:27

The website is getpropulsionai and it's free, so I think that's a good thing. Try it out for free, kind of thing you can try it for free.

Speaker 1: 34:32

Yeah, yeah, absolutely. So, like I think that's a good thing, try it out for free, kind of thing. You try it for free? Yeah, yeah, absolutely All right cool, scott.

Speaker 1: 34:39

Thank you, by the way. This is like I think what you're solving is it's pointed, and I and I and I believe, I truly believe just coming from an AI solves one thing really well and the cost of that is less than hiring a human or a team of humans, or it's just not being done across the team. You have a business case and a use case that can be sustainable to go do something for you. So it's, it's, it sounds like that's there and you're. You're finding people who are like yes, we need this. I love that, I guess that's fantastic.

Speaker 2: 35:17

We're growing pretty quickly and that means good things, because Athena is the first of about six AI coworkers that we see working together, and so we're excited to continue to deepen the number of organizations that are using this current product and that are are interacting with Athena, cause it means it means growth for us and the ability to produce more. That does Awesome. Hey, listen.

Speaker 1: 35:42

Scott, thanks for jumping on the day with me. Again, appreciate it.

Speaker 2: 35:44

I'm really happy to be be back and thanks for thanks for taking the time to dive deep.

Speaker 1: 35:49

Yeah, no, I love this stuff, it's you know I'm an AI nerd. Maybe one day I'll restart that channel again. Love this stuff, it's you know I'm an AI nerd. Maybe one day I'll restart that channel up again. But anyway, thank you so much for joining. Anyway, listen, check out getpropulsionai If you'd like to. You know if you're, if you're a HR professional, you want to see how to you know to apply this to your own organization. Give it a shot. Thanks for listening. Thanks, thomas.