433- AI Needs Use Cases, Not Hype w/Alex Vasilescu

432-Alex Vasilescu

Host: Mike Kelley

Guest: Alex Vasilescu

Alex Vasilescu: Right. There's lots of hype about and around AI for sure, but a

lot of companies, and you've probably read the Gartner reports and a few other

reports are stating that AI for right now, it brings some value, but not the

value that we think it can bring right now. So it's a constant evolution into

the adopting the technology and make it better, right? So here at NIO, again,

people are excited about technology, but they want to see use cases, right? They

want to see adding value before we can say we're gonna go all in on this

technology, right? So it's better to take it step by step and adapt it,

gradually instead of rushing it and not having the results that you expect to

have.

Mike Kelley: Oh, it's great to have you with us again on You've Been Heard.

We're here for the technology enthusiasts who are currently at the helm of

organizations, as well as the future leaders preparing for their seat at the

table. We're all about the real talk here, cutting through the jargon to find

out how today's top minds are successfully navigating the future of technology

and leadership. Alex, huge welcome to the show. We're so grateful that you've

carved out some time to dive into these topics with us today and share your

experiences with our community over at youvebeenheard.com. For our listeners,

we're sitting down with Alex Basilesko a real gem. And Alex's profile is that he

has a master's of science in information technology leadership. it represents a

leader who didn't just land in management and in a management seat, but took an

intentional deep dive into the academic and strategic mechanics of what it takes

to lead tech organizations. Alex, we got a lot of ground to cover from the

intersection of academic theory and the trench of reality to your personal

journey from Europe to the US. But I'd love to start by handing the floor to

you. Would you introduce yourself to our listeners and share a bit about your

path?

Alex Vasilescu: Sure. thanks so much, Mike. Thank you for the invitation. glad

to be here and be part of this show. I listened a few, podcasts before and these

are really great. So, I started, my IT career back over thirteen years ago,

right after college. I was born and raised in Romania in Bucharest, which is the

capital of the country. Right after college, I went for the, basically for the

business administration degree. and at the same time did also law. So kind of

dual degree. So after, high school where I got, all the, courses in German. I

went to the university, which was still in German. So that was the normal path

for me. And then after finishing college, obviously like a young, individual. I

did not know exactly where to go. So I had a friend that started to work at Dell

Services on, a German service desk, and he got me introduced to that, position.

So I applied to the position, got the job pretty easily because I was a German

speaker. I knew something about computers, but not a lot. But mostly, I got

hired because of my language and the ability to support, customer German

language. What was really interesting hearing the story was my first customer,

Dell Services, was called mag. Mag was a company based in Sterling Heights

manufacturing. So supporting, those right with different problems, having,

opening tickets, resolving tickets with their issues, it computers. So it was

great for me because I learned a lot very quickly. And that was the moment that

really clicked for me and I felt like I want to pursue an IT career, so I did

not want to do anything else.

Mike Kelley: Yeah. So you've taken what has been a somewhat common path for a

lot of us working on the service desk or the help desk and starting in there

now. am I catching correctly? Three languages that you speak? Yes. So yes, three

languages that you speak, a law degree and, computers to hang dude.

Alex Vasilescu: Yeah that's correct. Romanian, German and English. So being at

Dell Services, which I learned quickly after it was a former Perot Systems

company that was bought by Dell. Right. So Perot, as we all know, was a great

leader, a visionary, in the IT industry. I had the opportunity to meet

outstanding people from different, technologies. Right? So I learned that what

exchange is, what Linux is, what Citrix windows. So all these paths at different

technologies. So I had to the opportunity to sit with some great individuals

that taught me a lot about these technologies. I was staying over time a lot,

working extra hours just because I was so passionate about what I've seen in it

and what I can do supporting those customers. So that was after one year. I

quickly, navigated into another position, which was much more technical. It was

a system administration analyst position. because I wanted to see how I can work

more with technology be, even closer than, I thought I can be. So that was my

first interaction with pure technology and not customers anymore.

Mike Kelley: what was the main heart of what that system did.

Alex Vasilescu: So basically we're working with VMware, creating virtual

machines, touching a little bit about networking, some Linux part on those

machines and servers. Right? So that was the core function of that, role, but

being only in front of the machines for one year and not dealing with customers,

team members, any interaction made me think that this is not for me. I want to

go back to being into IT operations, talking with people, being around people,

leading teams, collaborating with team members and things like that. So, I

decided that I need to go back where I was, like more it service desk slash

operations. Then an opportunity came for me and I moved to us, in, metro Detroit

area, Michigan.

Mike Kelley: What was the time period when you came to the US?

Alex Vasilescu: That was ten years ago, twenty fifteen, twenty fourteen around

that time. And I was, driving by Sterling Heights. I've seen the company Mac

that I used to support, back in Romania. So that was something pretty,

interesting. So like, wow, you know, I supported this company in us from across

the ocean from Romania. So it was very, very interesting to see that. And

quickly after I started to apply to different jobs and I got my first job at HP,

I was very excited. Just want to tell you, I was very excited being in us, being

able to apply to a US company and working, for that company over there. that was

based in Pontiac, Michigan. And I got the job as a major incident manager. It

was a tough interview, different, discussions with different leaders from that

group. I knew something about incident management, but not a lot. So once I

started the job there. I had only one customer that I had to support, which was,

Royal Dutch Shell Company, like the oil company.

Mike Kelley: and you're handling the major incidents.

Alex Vasilescu: Yes. So we were.

Mike Kelley: A little bit of pressure.

Alex Vasilescu: Oh, yeah. it was amazing because we were supporting their global

operations across the entire world. we were distributed across two different

regions, twenty four by seven follow the sun model ITIL based operations. and I

had the opportunity to work with individuals that have been doing major incident

management for ten, fifteen years, just doing major incident management. So they

had a huge experience. I was working on a night shift during that time. And

after one week of starting, the leadership informed me that we had a global

operations center. So they informed me that I had to be responsible to be the

shift lead for the entire global operations center. And I was very young during

that time, just to put it in perspective, which was a huge pressure for me, the

outages that we had for that company.

Mike Kelley: Oh, there's no outages. Come on, be real. It was twenty fourteen.

Everything was solid back then. Yes, yes.

Alex Vasilescu: All those outages were, very Impactful with lots of stakes, into

those with lots of pressure with, huge business impact,

Mike Kelley: And high visibility, lots of supervisors of all kinds of different

groups reaching out going, when's it going to be fixed? When's it going to be

fixed? What's wrong? Right? What happened? How are you going to keep it from

happening again?

Alex Vasilescu: Exactly. So you can imagine, Mike, we had calls where we had

over one hundred and fifty people in there.

Mike Kelley: Oh, man. Just dealing with it. Just trying to fix the issue.

Alex Vasilescu: Yes. Just trying to fix the issue. Just getting real time

updates. sometimes we had situation where we had two or three major incident

managers into that call, because it's impossible for one incident manager to

handle one hundred and fifty people at a time, because you have to take notes,

you have to lead the call, you have to lead the next actions. You have to always

know what has been tried, what else is on the table? What other teams have to be

engaged? Disengage. So things like that.

Mike Kelley: And so you're doing this globally. so when an incident like that

happens. Does the incident management follow or does the team stay engaged for

multiple hours and then only get relief when it starts to hit like twelve,

sixteen, twenty four hours that one hundred and fifty people have been working?

Yeah.

Alex Vasilescu: So that's a good question. I can give you like an example on

this. when I got on shift one day, we had an outage. Very impactful. Just to

give you a perspective. None of the shell vessels around the world were able to

get into the port. There was a system that they have been using to scan some

documents whenever they were getting close to the port. Right. And that system

was down. So when I got on shift, that system was already down. I was running

the call for eight hours straight. Right. And when my shift ended, there was

someone else that took over from me together with the rest of the teams. Right.

By the time I went home, I went to sleep, woke up, came back to work. That call

was still going for. I took it over again for three or four more hours and then

it got resolved. So it was close to twenty four hours where none of the US

vessels, belonging to shell could land in any port in the world. You can imagine

the magnitude of the business impact, And that behind that.

Mike Kelley: Yeah. When all production or all delivery stuff.

Alex Vasilescu: Deliveries, stops. Yeah

Mike Kelley: So cuz they want that money now.

Alex Vasilescu: Yes, yes. And you have to do delivers. And there's a chain right

behind all that.

Mike Kelley: And man. Yeah. So I want to dive into that specific issue and I'm

curious about all kinds of different things about it. Yeah. But let's not get

lost there. Okay. So incident management, what were the big things that you

learned from your time doing incident management? And then what was the next

step in your career?

Alex Vasilescu: So, in that role there, ITIL best practices were industry

standard. All the processes were very well defined from A to Z. We knew exactly

what we have to do at each point of time, what teams we had to engage. who was

writing the RCA, who was responsible to do problem management, five whys,

Fishbone, all those, different processes that have to be followed after the

incident had been resolved. So it was a very well established, process and,

structure, which made it easily for us to work. But again, the pressure, and the

complexity of the outages were there. Yeah. And another thing that we were

supporting, we were supporting also business continuity for them. So whenever

there was a major, disaster around the world or anything like that, we have to

do special preparations for that. There are special meetings that we had to do

before that in order for us and for shell safety, guidelines to be followed and

making sure we follow specific standards before that disaster hit, we had,

department of, meteorologists that were jumping in on calls, giving us the

latest, updates, dashboards with real time data and things like that. So, a very

well organized operation.

Mike Kelley: and especially back in twenty fourteen, twenty fifteen. And, just

having that level of structure, even at my point in my career at twenty fifteen,

I've been involved for fifteen years and, we weren't doing ITIL. We didn't have

all of those methodologies. I was working in a much smaller shop right.

Alex Vasilescu: Agree. And this was for me a moment where I learned in those two

and a half years, a lot every day. For me, it was, a capturing an absorbing of

the information from anyone. And that's how I learned the best practices from

that time. Right. And after two and a half years, unfortunately, the contract

ended or it was offshored or something like that. I cannot remember exactly what

happened. And, I had to find another opportunity within it. And I landed at

Ford, which was, kind of short, tenure there. And then I continued my career as

part of the managed services, providers ended up, at stefanini as a service desk

manager, which was, another great, experience because, I was dedicated to Honda,

which, it's manufacturing, client. And, we had so many.

Mike Kelley: So many another small company that. Yeah, I didn't mean not much,

Yes.

Alex Vasilescu: I remember while we were supporting them, we had, that keyword

that, they always, use when there was something bad happening lying down. So it

was impactful. I studied pretty, small with them because, the size of operation

with them was not significant, but based on some really good results that I had

with the team, we were able to expand operations like, the footprint of the

desired support across the entire US. And I was responsible for all the

factories like East Coast, West coast, and, we had some really great results in

experience there. And I was growing the team a lot. And again, all the industry

standards, best practices that I learned from there, I applied to this account,

making sure, things, are going well and we improved on. and my last part of the

career last seven years, approximately, I was with, a smaller company called

secure twenty four, which was kind of a medium size, but with a decent number of

customers. And, here basically I started the major incident management and

problem management best practices from scratch. We are supporting over four

hundred customers, across different industries. So I was implementing the core

process for all these, companies. Right? Because we have been a managed service

provider. So we were supporting different type of infrastructures or

applications for them or cloud based, infrastructure, things like that. So

Mike Kelley: It was a chance for you to leverage all of that experience that you

had working on the service desks and then doing the incident management both at

HP and yes. And the other one.

Alex Vasilescu: So it was a great opportunity for me. And this is the moment

also when I started because I wanted to pursue further, I constantly see myself

being an IT operation leader. So I started my master's in IT leadership at Walsh

College and with the concentration, executive leadership are definitely a very

good experience, which I recommend to everyone, right to continue to do a

Masters and continue the studies. I learned a lot, applied lots of standards,

and based on the experience that I had and what I learned from the teachers, it

was an amazing experience. So I was promoted as a director. So it's a pretty

young age being the director and being customer facing with different, customers

from different industries help me a lot, right? To grow, my experience and my

exposure and, I expanded the team across us, APAC and Europe. Right. So I had a

global team. and then we were quickly bought by NTT, which gave us more and more

opportunities with different, customers. In my last year I've been with NTT

supporting Gainwell. I'm not sure if you, are familiar with that Gainwell

supports the entire Medicaid for United States. Okay. so it has a vast

infrastructure and a big footprint, right?

Mike Kelley: And now we can start to talk about compliance and, all kinds of fun

stuff in that realm. Yes.

Alex Vasilescu: Different regulations.

Mike Kelley: Yeah, yeah, yeah.

Alex Vasilescu: Different regulations, different, compliance standards that had

to be followed and, a great experience, as well, because I'm coming back to

situations that are really impactful and very interesting for me to learn about

the client. Very interesting to understand what can be done, what processes need

to be implemented, what improvements we need to do. And going back to

implementing ITIL best standards, I'm a big ITIL, practitioner and, advocate. So

in all the customers and companies that I've been and all the customers that I

supported that what I have been doing all the time. And now for a few months, I

started a neo genomics, which is the first time in my career where I'm not part

of, a managed service provider company. So I'm doing it and applying best

standards for my company. I'm the senior, IT service delivery manager

responsible for the service desk for ServiceNow implementation for ITIL best

practices, also major incident management, problem management, and incident

management.

Mike Kelley: How many people sitting at computers?

Alex Vasilescu: Around two thousand.

Mike Kelley: Decent population to take care of, across multiple countries.

Alex Vasilescu: Yes, it's global, but majority of our customers are in us.

Mike Kelley: Okay.

Alex Vasilescu: Yeah, it's a company that, does cancer testing and research and,

it's a medium sized company that is growing. And, again, they have their own,

improvements that we are working on right now and implementing or continue to

expand and, optimize service now and IT service management functions.

Mike Kelley: Okay. So now, did they already have ITIL or you're starting it from

the ground up again?

Alex Vasilescu: they had, some ITIL standards, but, I'm coming right now to

optimize those and improve those and, adapt new standards that will help and

translate in better support and experience for the customers.

Mike Kelley: Okay. And so what are some of the other current challenges that are

in front of you today? what are the things that you got to deal with over the

next couple of years?

Alex Vasilescu: So as I see the challenges, it's also how AI is trying to be

adopted because everyone is talking about this. I'm participating pretty

frequently in conferences in, round tables, again, everyone has their own

experience and journey, right? Especially using ServiceNow or adopting any AI

technology in their environment. which gave me the understanding that there is

no one size fits all process or way on, adopting this. Everyone has their own

journey. Everyone has their own, technology that they can leverage or use.

Everyone has their own data, which is very important. Everyone has at their own

pace on doing this. Right. and what is outstanding and, nice to see is that we

learn one from another. That's what I've.

Mike Kelley: Seen.

Alex Vasilescu: Based on interaction discussions, we learn from each other.

Mike Kelley: The whole purpose behind the community that You've Been Heard for

us to help share. and for me to learn from you, for me to help you and for us to

help those that are following behind us. that's. Correct. And to learn from

those that led before us. So many things are different. it's amazing. I mean,

we've got a decade difference, maybe fifteen years difference in our starting

point in our careers. do you feel that the speed at which things are changing

today is vastly different than what it was when you first started picking up the

phone? and supporting mag. Yes.

Alex Vasilescu: I can truly say that, the environment is completely different.

Everything is changing pretty fast and rapidly. expectations are completely

different. What I've seen throughout my, last roles into the managed service

provider role is that, customers are becoming very demanding, right? and here, I

think there is a, little bit of a disconnect, right? We as managed service

provider, we are there to support the our customers. in order to do that, I feel

and I learned from one of my mentors, which is Paul, from secure twenty four is

that we have to build a relationship with the customer, right? We have to

explain them what is possible, right? What technology is available, what will

fit their needs and explain them at what pace this can be implemented. Right.

But I feel like now everyone wants everything very fast to be implemented

rapidly. And that can create some, disconnects and issues.

Mike Kelley: Okay, let me make sure that I have what you're saying, and I'm

wanting to put that into the context of the AI and of the organization. So neo

genomics is cancer research, right? Yes.

Alex Vasilescu: And testing.

Mike Kelley: So how are they thinking of AI? Like, I work at a trucking company,

something nice and simple. We just move stuff from here to there. of course it's

never quite that easy, but the cancer research and what are the leaders or what

are you hearing as the mandates from up on high on utilizing AI? Is AI going to

solve cancer for us? And I'm assuming it's not. Yeah.

Alex Vasilescu: that's a tough question. but as I hear from my leaders, everyone

is excited about the technology, right? But we want to see how we can leverage

technology to help us into our day to day operations. Right. There is lots of

hype about and around AI for sure, but lots of companies and you've probably,

read the Gartner reports and a few other reports are stating that AI for right

now, it brings some value, but not the value that we think it can bring right

now. So it's a constant evolution into the adopting the technology and make it

better, right? So here at NIO, again, people are excited about technology, but

they want to see use cases, right? They want to see adding value before we can

say, we're gonna go, all in on this technology, right? So it's better to take it

step by step and adapt it, gradually instead of rushing it and not, having the

results that you expect to have. right? That's how the approach that I've seen.

And again, we come back to governance, we come back to data, to security, to,

all these important aspects, that are very critical for an organisation like

this.

Mike Kelley: Do you see or do you hear any of the desires? And do you have any

of the requests coming from the people that the doers versus leadership,

leadership comes in and says, we're going to use AI by this time and it's going

to solve these things. And then for me, I've got people out there at the

co-worker level, the everyday workers. And there's some that are grabbing for

it. There's some that are pushing it away and there's some that are just kind of

watching, waiting to see what happens. what is your population doing?

Alex Vasilescu: So here depends on the leadership. That's how I see it. If the

leadership has a clear vision on where the company is going and what technology

needs to be adopted, this will translate basically to the rest of the

departments and team members. in the same time, we have to be realistic on what

can be done, what is available and the process of implementing that as going

back to the conference that I attended at ServiceNow, and there is this

discussion about AI. Everyone is talking about data. If you don't have clear and

concise and organized data for AI to help you solve some problems. Then you'll

probably say that, AI, for failure.

Mike Kelley: so interestingly enough, one of my data people, I sent them to a

conference earlier this year. and one of the things that they came back from

that conference which was, okay, we've got lots of this data that's not set up,

that's not organized. It's not. and we need to take AI and use AI to set this up

for use by AI. So, back to the unstructured data. So grabbing that unstructured

data and starting to put some more of the metadata on the unstructured data so

that it can then be ingested and cleaned and set up for better consumption or

other use cases.

Alex Vasilescu: So for me, when I'm talking about data, I'm thinking about it.

Service management. That's where I want to leverage AI. So for me, having AI

leverage, use it at it service management level, I need clear tickets. I need to

have clear documentation and KB articles and then clear workflows and, a

modernized ServiceNow tool. So if I have all these and I will bring an AI

solution, this will help me to drive some automation, solve tickets faster,

ensure better response, for the customers and things like that. So every

department is using AI a little bit differently.

Mike Kelley: Right? How many years of data do you have in your ServiceNow

implementation.

Alex Vasilescu: I've been using ServiceNow for the last ten years.

Mike Kelley: Okay, well, you've been using it for ten years, but how much data

does NIO have in their ServiceNow implementation? because I see that as part of

the challenge is, here's a way you want to use it. Here's the ten years worth of

data. Now that ten years worth of data we've got to search through it to make

sure that we've got all of the different classifications or tags or, how many of

the ten thousand tickets over that ten years have a solution and how many of

them just got closed because they aged out?

Alex Vasilescu: That's correct. Yeah. that's a fair example. And actually, one

that happens in lots of companies. and I had discussions at, different

conferences about this with different, team members. here at NIO, they've been

using service now for I think three or four years. because, basically there was

another company that used Service Now it was brought about by NIO and this is

how they, adopted ServiceNow. Right. So I'm still again, in the process of

analyzing all that data and putting the foundation right on all these structured

and healthy processes before we can go to the next step. And I've learned that,

service now, it's very capable right now in terms of the AI technology. So they

have some great, tools that they put at the interface of of service now. And

that will help and translate into a much better experience for the customer. So

I'm very excited to go there and ensure that, we can leverage what's available

from, ServiceNow in terms of the AI technology.

Mike Kelley: Okay, so. Quick question and kind of a change in the approach on

this. so your responsibility currently at the organization is more around the

service delivery and the service desk. And so focusing in on that, then you're

leveraging the embedded AI within the toolset that you're using. are you

participating in the general use or general adoption of AI within the

organization, not the embedded AI. That's like inside of ServiceNow, but say

Claude or ChatGPT or one of those as an enterprise account for the organization.

Are you doing anything in that realm?

Alex Vasilescu: Yes, so basically the approach when it comes to AI, as I said,

every department has their own approach when it comes to that. But at the top

level, there is a committee steering committee that oversees all this, right? So

it's, overseeing the technology that is being used. it's overseeing the

governance. It's overseeing the examples or the use cases that can be adopted.

And there are special selections that will be done. Right. in order to have the

right people for these committees, moving forward.

Mike Kelley: Okay. are the different departments who are using the technology

differently? Are they all using the same tool or do you have or is NIO or is in

your experience? Have they been diversifying and using multiple tools?

Alex Vasilescu: They are being diversifying and using multiple tools.

Mike Kelley: You got any lessons or any things that you've learned from watching

that or doing that?

Alex Vasilescu: not right now because it's still at the early stages. Right. And

as I said, the approach is let's look at the use cases first. See how much

adding value and, good improvement will bring for the company and for the

customers. And then we'll probably accelerate the adoptions. But as of right

now, it's kind of in early stages.

Mike Kelley: Okay. Again, how much is the executive team pushing it versus the

individual departments pulling it?

Alex Vasilescu: I think it's fifty fifty. people are curious. And we have team

members, that I hear are mentioning AI and are mentioning about the use cases

that they heard about outside of work or, the capabilities about what anthropic

can do nowadays, what, X AI can do with different areas. So you hear of examples

of people getting excited because they leverage these different tools at home.

And then you have also leadership who's excited about the technology on how we

can leverage that to be more efficient, be, faster and ultimately, will

translate into better services for the customers.

Mike Kelley: Is your organization doing the SaaS AI or are you doing a in-house

AI. For.

Alex Vasilescu: Right now? it's more of a SaaS AI. but probably there will be

discussions also for other methodologies, probably.

Mike Kelley: Yeah. I'm sure with some of the discoveries and the intellectual

property that has to be generated, there's going to be some things that they're

going to want to leverage AI with, but they don't want it being anywhere near

public. Right, or. Even I know SaaS isn't public, but there's still that fear

that it's somebody else's systems versus ours that we own and we have control

over.

Alex Vasilescu: That's correct.

Mike Kelley: So. what things have you picked up on in your career? what things

do you hold as fundamental truths that you're trying to bring with you at each

of these, organizations or that you're trying to teach your coworkers today?

Tell me a little about some of those.

Alex Vasilescu: At every place where I've been, I tried to provide my one

hundred and fifty percent. I go all in with all my knowledge, all my energy, and

all my passion about it. I'm very passionate about technology. I'm very

passionate to work with people. All the teams that I have been leading, I was

doing that with passion and I tend to know everyone on my team very well. I try

to build a very strong relationship with my team. I advise them both career wise

and on a personal level if I can. I learn from everyone in the same time and any

individual that I worked with I learned something. That was my go to and I try

to be like a sponge, absorb all the information and put it back in my head and

see when will be the time when I can use it. So I go all in. I'm big on it. Best

standards and practices. I like standardization, I like clear processes, clear

structure, being able to answer any question, pretty fast. I was passing all the

audits in all my companies that I've been to between thirty and forty minutes. I

had situations, for example, when I was in front with the auditors, I had to

explain about the major incident management or problem management process, from

the beginning to the end. Right? I was talking nonstop, I think for thirty

minutes at the end of the audit, the auditor, coming back and saying, Alex, I

don't think I have any other questions. I don't remember when was the last time

where I did not have a question about the process. So that gave me the feedback

that I needed that I'm doing the right thing. I'm implementing the right

processes, using the tools correctly and making sure I always stay on top of my

teams and, on top of my deliverables.

Mike Kelley: Okay. what would you want to pass on to somebody that's following

behind you or that young guy at the help desk that's just learning how to start

navigating, support at an MSP. How do you want to help him with a quick

sentence?

Alex Vasilescu: So to constantly learn, never give up. And just think that the

sky is the limit.

Mike Kelley: All right. I warned you about this question. So what will we as IT

leaders be talking about in eighteen months that we're not talking about today?

Alex Vasilescu: Probably about some AI capabilities that we were, using right

now that I guess in eighteen months we're not going to use anymore. And when I

say that, it's like quick prompts that made us very excited, like one year ago

where ChatGPT was able to give us some answers back. Probably all these things

will be fully automated in, two years from now and will not even talk about this

anymore.

Mike Kelley: Yeah. Huh, that'll be interesting for us to get to that point

because like right now, I can't have a conversation with almost anyone without

AI being part of it. Yes,

Alex Vasilescu: it will be part of our life. And, the reports and everything.

what I'm reading is that, sooner or later, everyone will have their own personal

agent that will help us on day to day activities.

Mike Kelley: All right. Well, at the end of the day, when you've secured the

environment, empowered the people, what's the one thing that you want to make

sure the business and the industry has finally heard from it? Leaders like

yourself.

Alex Vasilescu: To continue and drive business forward, keep innovating because

that is what makes this country amazing. And that's why we have outstanding

companies that are leaders, within the world because of the innovation and the

constant, information changes and constant collaboration and constant ownership

of new things and challenges that we take upon.

Mike Kelley: Awesome. Thank you for your time. And thank you. For participating.

And thank you, our listeners and remember to hit that, like that, subscribe that

button and leave a review at wherever you're grabbing our podcast from and stop

by, youvebeenheard.com and check us out.