Dan Shipper: evaluation

Transcript context

…A billion. I predict a billion dollars in a few years. But yeah, basically people are like, can you come help us learn how to do this? So what we do is we spend some time going and researching your organization. So we go in and try to understand what are all the different teams doing, what are the repetitive tasks, some of the stuff we were talking about earlier. And then what we will do is first we present a little report, tells you here's everything that we found. Here's not only that, but you have a chatbot where you can chat with all the interviews that we did and you can pull out your own insights. We have a whole dashboard where it shows you, here are the teams that are really into this, here are the teams that are not. Here's how much leverage you might be able to get on different teams based on the interviews and based on the AI analysis. It's pretty cool. And that's an app that I coded over a weekend with Devin a year ago. And then Alex runs part of the consulting has helped upgrade it. Then what we do is we have a training curriculum. So we go in and train each team and we customize it based on the interviews that we do. Because one of the interesting things about AI is it's such a general purpose technology, and I think people who work inside companies, 10% of them are like, I'm super curious about this. 10% are like, I will never touch this. And 80% are like, if you tell me how to do it for my job, I'll do it. And so we customize the training to be like, here are the exact prompts you're going to use and here's the exact situations you're going to use them. And that really, I think helps drive the adoption. We spend four weeks with each team, an hour a week, that kind of thing. It seems to be really cool. And then we'll often also after this, go and build automations and do some of the AI operations stuff we were talking about earlier. Companies really like it. I think we work with a lot of big hedge funds and PE firms and big companies, all that kind of stuff. To your- Companies, all that kind of stuff. To your second question, which is, "What separates the good companies from the bad, or the companies that end up adopting this?," I think the number one predictor is, "Does the CEO use ChatGPT?," or insert your own chatbot. If the CEO is in it all the time, being like, "This is the coolest thing," everybody else is going to start doing it. If the CEO is like, "I don't know, this is for someone else," no one else is going to be able to lead that charge, and they're either going to have ... Either they're going to be negative on it, and so definitely no one's going to do it, or they're going to have way unrealistic expectations because they have no intuition for what's possible, and they're just going to get really disappointed. and so definitely no one's going to do it, or they're going to have way unrealistic expectations because they have no intuition for what's possible, and they're just going to get really disappointed. But the CEOs that are using it all the time are able to both drive the excitement and set reasonable expectations for what can be achieved, and so those things end up working really well, and the people that do this really well ... So, for example, we work with a hedge fund called Walleye, which I had the founder on my podcast, AI and I, a few weeks ago, their gigantic $10 billion hedge fund. One of the things that they do, which I think they're basically the model for how to do this, first thing you did, which a lot of CEOs are doing is send the, "We're an AI-first company" email. Everyone's got the memo. You just got to really do it, and one of the things he said in his memo, which I love, is, "I wrote this email with ChatGPT, and you should too." So you got to like ...…

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