--- title: ‘Learn, Unlearn, and Relearn’: Business Leaders on How AI Is Changing Creative Work description: Panelists at a TIME100 Talk in Cannes, France, spoke about how AI can enhance creativity—and how to navigate the changes it’s bringing. canonical: https://time.com/article/2026/06/24/cannes-pmi-time100-talk/ author: Rebecca Schneid article:opinion: false article:content_tier: free article:published_time: 2026-06-24T19:07:48.000Z article:modified_time: 2026-06-26T20:58:23.658Z article:section: Business og:title: ‘Learn, Unlearn, and Relearn’: Business Leaders on How AI Is Changing Creative Work og:description: Panelists at a TIME100 Talk in Cannes, France, spoke about how AI can enhance creativity—and how to navigate the changes it’s bringing. og:url: https://time.com/article/2026/06/24/cannes-pmi-time100-talk/ og:site_name: TIME og:image: https://static.time.com/v3/assets/bltea6093859af6183b/blt34bff9cdb3552b63/6a3c41357408b216df3b6988/pmi-time-cannes.jpg?branch=production&width=1200&quality=75&auto=webp&crop=16:9 og:image:width: 2400 og:image:height: 1350 og:image:alt: pmi-time-cannes.jpg og:type: article twitter:card: summary_large_image twitter:title: ‘Learn, Unlearn, and Relearn’: Business Leaders on How AI Is Changing Creative Work twitter:description: Panelists at a TIME100 Talk in Cannes, France, spoke about how AI can enhance creativity—and how to navigate the changes it’s bringing. twitter:image: https://static.time.com/v3/assets/bltea6093859af6183b/blt34bff9cdb3552b63/6a3c41357408b216df3b6988/pmi-time-cannes.jpg?branch=production&width=1200&quality=75&auto=webp&crop=16:9 ---  # ‘Learn, Unlearn, and Relearn’: Business Leaders on How AI Is Changing Creative Work > Sponsored content. 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Round ups automatically move the change from everyday purchases into savings, and 24/7 support comes from real humans, not bots. #### What bank is built for life today? Ally is the bank built for life today, a digital-first, people-first bank. Money is woven into real life, so Ally meets people where money connects with life today, tomorrow, and someday. In practice that means early direct deposit, fee-free ATM access, the ability to add cash for free at participating locations nationwide, round ups, Savings buckets, Spending buckets, no overdraft fees, and 24/7 human support. #### What bank is best for everyday spending and saving? Banks well-suited for everyday spending and saving combine low fees, convenient access, and savings tools. 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Terms and conditions apply. * Savings buckets are a feature of Ally Bank's Savings Account. * No ATM fees from Ally Bank at Allpoint and Moneypass ATMs plus we reimburse for fees charged by other ATM owners nationwide up to $10 per statement cycle. * Early direct deposit offers eligible direct deposits up to two days sooner. * Spending buckets are a feature of Ally Bank's Spending Account. ## Video: ‘Learn, Unlearn, And Relearn’: Business Leaders On How AI Is Changing Creative Work [Watch (HLS stream): ‘Learn, Unlearn, And Relearn’: Business Leaders On How AI Is Changing Creative Work](https://cdn.jwplayer.com/manifests/ZoHNj7oC.m3u8) (28:43)  _Published 2026-06-26. Panelists at a TIME100 Talk in Cannes, France, spoke about how AI can enhance creativity—and how to navigate the changes it’s bringing._  by [Rebecca Schneid](https://time.com/author/rebecca-schneid/)  ## Rebecca Schneid Reporter Jun 24, 2026 7:07 PM UTC  by [Rebecca Schneid](https://time.com/author/rebecca-schneid/)  ## Rebecca Schneid Reporter Jun 24, 2026 7:07 PM UTC Four business leaders discussed how AI is changing the nature of creative work, and how to navigate that change, during a TIME100 Talks panel in Cannes, France, on Wednesday. The panel included Vice President of Marketing and Head of Sustainability at [Nespresso USA](https://time.com/7331064/coffee-pods-plastic/) Jessica Padula, Chief Executive Officer and co-founder of AI platform Luma AI Amit Jain, Chief Global Growth Officer at Philip Morris International (PMI) Stefano Volpetti, and Chief Executive Officer at [Publicis Sapient Nigel Vaz](https://time.com/branded-content/publicis-sapient/ask-an-expert-nigel-vaz-ceo-publicis-sapient/). Volpetti addressed how the use of AI is particularly aligned with the goals of a company like PMI, which sponsored the event. PMI, he noted, is currently undergoing a massive corporate transformation, as the tobacco company perhaps best known for the Marlboro brand hopes to eventually phase out traditional cigarettes in favor of “smoke-free” nicotine alternatives. He said that philosophy is in line with that of artificial intelligence, which is also changing habits “every day.” **Read More:** [_How to Make an Impact in the AI Economy_](https://time.com/article/2026/06/17/how-to-make-an-impact-in-the-ai-economy/) Volpetti contended the future is not humans “versus” AI, but humans “and” AI. “We believe that the two together have the ability to become a force multiplier of capacity,” he said during the panel, which was moderated by TIME editor Ayesha Javed. “We can do more things in parallel instead of doing them in a sequence.” Vaz, whose company Publicis Sapient works with both small and established businesses to build AI platforms, took Volpetti’s framing of humans and AI even further. “I use the analogy of Iron Man: you've got to invest in the suit and the people, and you put them together, you get a superhero,” he said. “If you invest in just one, it's a great suit or it’s great people, but you're not going to get the same kind of acceleration.” Padula added that for Nespresso, incorporating AI in the company’s machines is about elevating consumers’ experiences. She said that while some might associate Nespresso with reducing friction by being able to easily make a cup of coffee, the company’s consumer data has shown that consumers want to slow down and drink their coffee with more attention—something that AI could help with. “How do we think about content, creativity—and maybe AI experiences—that all can surround that singular moment where we have … something that captures them maybe creates that little bit of friction to say pause, slow down,” she said. One way Nespresso wants to do that, she said, is through teaching consumers about coffee beans. “We have all these coffee nerds who want to know ‘Where is this origin from,’ and ‘How do I get it?’ How are we using our direct one-to-one relationship with that consumer, whether it's through our app or something like that, to create that moment that sets their day up.” Jain, of Luma AI, acknowledged that people in the creative space in which the company operates are very “emotional” about how AI [challenges](https://time.com/6337835/ai-mediocrity-essay/) the authenticity and [originality](https://time.com/article/2026/03/26/ai-slop-is-threatening-musicians-can-tech-companies-stem-the-tide-/) of content. Jain argued, however, that AI will only enhance creativity when executed correctly by people who understand their brand and consumers. These creative people, he said, will then be able to “experiment with 100 different ideas.” He added that people need to be ready for the competition and change that AI will bring to the workforce in this way. “A person will only lose their job to another person who's using AI, and it would never be that an AI loses a job to a person,” Jain said. In order to be ready for that change AI will make in the world of work, Vaz added, people need to “forget about being valued for what we _know_” in their professional life, and instead train younger people to develop their ability to “learn, unlearn, and relearn, to be a valuable employee. And it's up to organizations and companies to make that a part of their culture, he said. “I think younger people today are going to have to have the equivalent of a four year degree or more every four years in terms of being relevant to the workforce, because of the rate of change,” he said. “How do you actually build a culture where people are valued for their ability to constantly learn and unlearn and relearn?” _TIME100 Talks: The Human Edge: Creativity in the Age of Cognition was presented by Philip Morris International._ ## Transcript Our panel today is focused on the human edge creativity in the age of cognition. And tonight, we will be exploring the future of AI and its potential to reshape business and our world around human skills like creativity. So, um, to my right, we have, uh, Stefano Volpatti um, Pmi's Chief Global Growth Officer and, uh, next we have Amit Jain, who is the CEO of. Oh, no, we don't, we have Nigel there. Um, who, uh, is the CEO of Publicis Sapient. Um, and then we have Jessica Padula, who is, um, the, uh, VP of marketing and head of sustainability at Nespresso. And at the end we do have Amit Jain, uh, CEO of Luminar AI. So, Stefano, I'm going to start with you. Okay. So there's a lot of anxiety, um, about whether AI tools will replace workers, um, and sort of upend the, the old ways of working. Uh, at PMI, you're leading some of the changes inside a legacy company. So, um, can you tell us a little bit about how you're addressing those concerns? Uh. First of all, good. Good evening to everyone and good to see you all. Uh, I think we are a growth company, a company that went through a major transformation from, uh, all the business cigarettes to better alternatives, smoke free. And in reality, our business is all about changing habits at scale. So when you think about the use of AI to personalize and be able to change habitat scale. This is a perfect match. Uh, the way we see it is not one I, the human or the other I, but is one and the other because we believe that the two together have the ability to become a force multiplier. Force multiplier of capacity. I we can do more things in parallel instead of doing them in a sequence, a force multiplier of agility and force multiplier to change habits at scale across the world. That's our mission. You can applaud. That's okay. Um, so, Nigel, um, you, uh, you work with legacy businesses and, and newer ones, um, to kind of build their workforces around, um, working with AI. Uh, can you tell us a bit about, um, the differences of those of working with those, those different types of clients and how that kind of plays out. Oh, so, you know, I think when you think about AI conversations today and a lot of where we are, right? If you draw a parallel to where we were in the kind of late 90s, Cisco was the most valuable company in 2000. And that's because the internet at that time was all about how our packets going to get from one place to the other. Are we going to have enough download speeds and capacity? And I feel like in most established organizations and the popular press, a lot of the conversation today is in a similar state. We talk about compute, we talk about, you know, models and which models are happening. But most of the value in the enterprise gets unlocked at the layers above that in the application stack, where either the employees of that company or end consumers of that company are, are interacting with. And I feel like that is actually the refocusing for where we spend a lot of our time, which is, you know, at some level, we will get very soon to a level where compute and and model will not be the the gateway. The gateway will be. Or how is the data organized and connected within your organization? Do you have some kind of enterprise context that allows you to leverage AI? We saw this first in the context of software development. So we have a couple of enterprise AI platforms that are really accelerating software to the point where now it's almost five times faster than it was a couple of years. And so we're starting to engage people with where is the biggest business value at the application tier, because that's when they actually start to get engaged. Otherwise, there's a lot of swirl and a lot of these organizations about esoteric conversations about models and compute and workforce implications when the actual fundamental heavy lifting to do the transformation hasn't actually moved. So to Stefanos, you know, you know, framing of human plus machine, I use this analogy of Iron Man. You know, you've got to invest in the suit and the people and you put them together and you get a superhero. And if you invest in, in, in one, it's a great suit or great people, but you're not going to get the same kind of acceleration. But I think the most important thing for me is where do you start the conversation? And the conversation has to start from value to either end consumers in the context of cost or growth or and the same for the business. Yeah. Um, and, uh, Jessica, I wanted to talk to you about the idea of, um, friction. Uh, so, um, a lot of people might associate, uh, nespresso's product with reducing friction, the kind of speed of being able to make yourself a cup of coffee, um, at the press of a button. Um, but you've discovered that your customers are actually looking to kind of slow down and, um, consume their drinks in a more experiential way. Um, so how do you think about creating meaningful friction? Yeah, it's such a good question. So first of all, this is a great panel. I have so much to learn from my fellow panelists, so thank you. Um, and yeah, I think the espresso is all about your version of your morning routine, right? And yes, the innovation itself was how do you create something that you could only ever get out of home and have it at, at scale, at home in a way. And we each have our own sort of definitions of, of AI in a way. And I love taking little bits away. But for me, I've always said it's going to make good people even better. And so that's true for our employees. But it can also be for your day, your who you are and Nespresso as you talk to or for Nespresso users in the room. Almost everyone who comes up to me says I cannot live without my Nespresso. It is like the thing that sets my day up for success. And so what a joy and pleasure to work for a brand that does that. And yes, our machine can do that, but how do we amplify the experience around it, right? How do we think about content, creativity, maybe AI experiences that all can surround that singular moment where we have maybe not focused attention because a lot of our consumers are busy and they're running out the door. But something that captures them maybe creates that little bit of friction to say, pause, slow down. Maybe it's a meditation, maybe it's journaling, maybe it's just learning about the coffee, right? We have a lot of coffee nerds who want to know, where is this origin from and how do I get it? And how are we using our direct 1 to 1 relationship with that consumer, whether it's through our apps or something like that? It's to create that that moment that sets their day up for even better than it would have if they had just had the coffee, or maybe if they hadn't paused to appreciate that. Yeah. Well, my husband is a bit of a coffee nerd, so, um, I will share that. Uh, so, um, I mean, uh, you're developing a product that has the ability to completely transform the creative process, um, and also disrupt the roles of creatives. Um, so where do you see humans fitting into that, into the creative process? Um, I think, uh, this has been a conversation since we started the company, honestly, that what will be the role of the person, especially in the creative side of it, because people get very emotional about the idea about the originality of your resume, but they actually work on, um, I think basically the, the trend that we're seeing in the, the evidence. So now once you have effectively what we've seen is that great creatives, people who are experts in what they do, um, if you're talking about a brand, that means people who understand that brand really well within the company are the people who are most effective at adopting these things and making something really incredible. Otherwise, there are definitely people who have this narrative on, on, uh, you know, clearly about or I have zero shot me this thing or I want to make this thing very cool. I love the technology, but what we have seen under that we can we can reframe this question the context of what is a future CMO or look like, right? Or modeling audience. So where do you see this gap? Here is when strategists and people who understand the brand end to end, who understand what their customers are looking for, and tools like the luminous agents model systems, basically taking that idea into large scale global production, which currently requires ungodly amounts of logistics, huge amount of time to iteration and cost. Right? But when you change that, the execution actually becomes essentially faster and cheaper. Then those creatives are able to experiment with 100 different ideas to the role of human and creativity is basically, I agree with you very much on that one that like, it's, it's together. So a person will only lose their job to someone, another person who is using AI. Yeah. And, um, it would never be that an AI uses a job to a person, right? Because that's not the trend you're thinking about. But insofar as people feel that their jobs are threatened, I think it is going to the one there's going to be change. I think we have to be ready for it, and we have to invest in people so that they are ready for it. But two, I think it's this collaboration, the human machine collaboration that is the future of of most technologies and how companies use this to. Mix it up. They're just building on this. Point where I have and we are seeing people, um, uh, AI lose its job to people. Uh, and I'll give you a couple of scenarios in which this is happening. I'm sure many of you have read about, you know, organizations just launching into working with models directly, building sandboxes and rolling out stuff very quickly. And then as the adoption climbs this, suddenly the CFO gets a bill to say, hey, this engineer that used to cost me, you know, 30 grand out of school has just run up a bill for 200 grand building. God knows what that delivers God knows what. And very quickly, those privileges start to get rescinded. And I think that's partly because you're starting from the technology as opposed to what it is that you're trying to do. So I think this is where, you know, the the orientation isn't about human versus AI or AI versus humans. It's got to be what is the outcome you're trying to drive? And what is the most efficient way to get there in conjunction with every asset you have. And you have people so crazy to fire people that you have, which cost a lot of money and who have a lot of context. When you've got an AI system without the level of enterprise context that is doing generic work, particularly in the context of something like a brand like Nespresso is a brand with rich history and heritage and context. So to, to the point that Amit was making is how do you actually create the connection between the tools, enabling what people don't want to do so that they can actually start to focus on the things they do want to do, and that that will mean some jobs will be lost, but hopefully there'll be more opportunity for them to migrate to, to kind of do the things that they're not doing today. You know, there's just so much in marketing and creativity that we don't get to. So much of the advertising is still generic and, and prosaic and not relevant to us. But I. So I also think that we are seeing evolutions that are much faster than we have seen in the past. If I take just the evolution of the technology internet, 200 million users, 20 years, Instagram, 200 million users, two years, ChatGPT 200 million users two months. So the speed with which all of this is happening is phenomenal. And the reality is that the four of us might have some views on how the future will evolve, but we are pretty sure none of us is 100% right. But the the agility, the the mindset, the leadership to be able to go through this constant pivoting and be able to still keep, you know, like when you are selling, you're trying to keep a direction, but the waves are going all directions, but you still need to keep a certain straight direction. That that is what I would say defines the leadership moment of this very, uh, spot on technology revolution that we are in front of. And, um, my, this kind of connects to my next question, which, um, I'm kind of interested to get each of your, your perspectives on, um, not only from the leadership perspective, but also, uh, for, for those sort of early career, what, what are the kind of human, uh, qualities that, that are, that you think are most important? Stefano, I'll come to you first, um, in this sort of AI era. So first of all, I really believe that AI agents will not replace human at beach parties. Oh, oh, from what I've seen here. But, uh, I have to say, we all worry a lot about the, the the younger generation, the next generation. Frankly speaking, when I see them, how they work in a way that is truly AI native, I'm not worried. Uh, meaning that the ability to get things done is phenomenal. I see a much higher level of curiosity ready to experiment, to accept that there will be mistakes along the way. I think the most difficult skill is that if you take the four of us in our respective businesses, we are able to spot pretty quickly if something is off or something is totally right or dramatically wrong. So that judgment perspective, that judgment perspective that we learn along the way is the most difficult thing to learn. But when it comes to adoption of the technology to become a better performer employee, I have no doubts. The young generation is clearly placed in the right spot. I guess for me, I would say. You know, one of the biggest things that this is building on WhatsApp and I would said in his earlier point, right, we have to forget about being valued for what we know in organizations. And I think we have to start to, you know, train our younger people to start to think. And in fact, I think all people, not just younger people, to sort of really actively be focused on not what you know, but the ability to learn, unlearn and relearn. Because I think the amount of cycles you're going to have to go through with this works. I've learned it. It's not relevant. Next week I've got unlearn it and I'm going to learn something new. And I think to your point about the rate of change and the scale of change, this is probably one of the hardest things to build in an organizational culture. The ability to constantly iterate and unlearn as much as you can relearn. And I think for young folks coming to the organization, almost whatever they've learned is going to be obsolete by the time they actually kind of started the workforce. And every six months it's going to be obsolete again. And so how do you actually build a culture where people are valued for their ability to constantly learn and unlearn and relearn as opposed to what, you know? Because I think in our generation, this idea was, you know, you study for the first third of your life, you work for the next third of your life. And depending on how well you do the first two, you may or may not get a terrorist like this with a view for the last third of your life, right? I mean, that's the typical, you know, progression, right? I think younger people today are going to have to do the equivalent of a four year degree or more every four years, um, in terms of being relevant to the workforce because the rate of change. But I think that metabolism is going to be built into them. Hopefully as they start, I think it's much harder for what we define in big Transformations in the stuck middle. You know, people who have been successful in the current model and are going to find it really hard to make the shift, as opposed to people at the bottom who get a lot of the, the attention. Because I think people in organizations today is, you know, are where we're facing some of the biggest challenges, which is people have been successful. So anyway, that's important. And just just before I come to. Jessica, I just want to let people know that, um, we will be opening the floor up to questions. So, uh, get, get your thinking caps on, uh, while you listen to, to our last few responses. Amazing. Um, I love what you were saying because it's, um, it's this combination of agility and vulnerability. And I don't think those two things in combination get talked about very often today. And yet they're really undervalued skills in, in a sense, the ability to change and be willing to change. But the vulnerability to say I was wrong or it doesn't work anymore. I think it's huge. As a marketer, first and foremost, I will say, and it goes back to what you were saying about instinct. We have instinct as leaders because I think at least as marketers, we know our consumer. I've spent time with my consumer. I listen to every story that I'm told about Nespresso, and I'm connecting dots. And you cannot learn your consumer by talking to AI. You can learn a lot about them. You can learn a lot of data. You can learn what they do, where they spend their time. But if you're not face to face with them, or in my case, going into their home and seeing how they set up their coffee, it doesn't matter how many things chat or Claude or whoever, they'll tell me a million things, show me pictures. But there's something different about in real life human interaction. And as a marketer, I think the way you build the muscle of instinct and knowing your brand so well is actually knowing your consumer and that you cannot you cannot know your husband. By talking to Claude about your husband, you have to actually spend time with him. Same thing with consumers, right? We forget consumers are actual human beings. They're not this, you know, population like Gen Z is not a mass mob. It it. They're human beings. Go talk to them and spend time with them and do what they do. And then you'll build. I think the instinct and the the gut feeling to know what is right for your brand in a way that a robot can never take for you. Hopefully. Um, I agree with you on the learning to learn part. Um, but I think there's also a very structural problem that like, I think also this fundamental narrative of, all right, AI will replace all programmers in ten years. Yeah. Even take up all back office jobs in two years just kind of thing. Right. It's a very detrimental narrative that a few companies and their founders have used productively for their own benefit, but it has had this really valid effect of creating a new generation of jaded graduates who are walking out during, uh, commencement speeches who are are very much anti AI for fundamentally no reason, but because they've been told there is no room for you in the coming economy, right? Could not be further from the truth. As, as people who are like, I'm sorry, I'm probably the smallest business of, of all of you, right? Um, how many people are you hiring? Right. You know, and, and how hard it is to find great people. That is actually getting harder. Not easy. Um. This human AI collaboration, right? Like, you know, it is the crux of how the future of the economy will be built. But at the same time, those people, really smart people at Stanford, at MIT, at Berkeley are being told that, you know, all programmers will be replaced. So everyone who did a CS degree, you know, CS degree doesn't teach you how to program. Actually, the fundamental famously CS degrees don't teach you how to program because we hire a lot of CS grads and they suck at programming. Uh, unless they have had an internship, they are really bad CS degree teaches you the fundamentals of computer science. CS degree teaches you the fundamental science and how to learn those things, right? That is the value of of these education. I myself grew up, you know, I studied physics. Physics is famously not a vocational science. Right? Uh, you can't expect to get a job right out of a hedge fund, basically. But what you learn is how to persevere and how to learn a lot. So I think it's really important to correct that narrative because it's not just a narrative. It is going to have very significant economic consequences to the countries where this narrative is prevalent. Oh, sorry. Or pervasive and prevented. Um, but those people, if they don't actually adopt AI, if they join companies, they're going to become retardants on those companies, right? They're not going to find jobs. And suddenly you have really, really smart people not participating in the economy because they believe in someone's selfish narrative. I think that has to be changed very significantly. I want to. I want to connect the last two comments. I start from chess as a leader. I try to pass on values to my organization. Like I try to pass on values to my sons. And the two values that to me are most critical are vulnerability and curiosity. Why curiosity? Because, as Jess was saying, consumers will not be understood through market statistics. Consumer will be understood through a real relationship. Deep understanding of the emotional side. Deep understanding of the rational side. Deep understanding of the broader feelings that are beyond the products and the different services that we provide. So that curiosity is what got us to success because without that curiosity, we are not able to satisfy consumers. AI is an amplifier, i.e. once you have couriers and you know your consumers personalization scale through AI, it becomes possible. But without that fundamental understanding of the consumers, no chance. Vulnerability, especially for people of our generation, we usually enter the room and since we are the higher grade, we usually require to have all the answers. That is the definition. If in front of a question you are doubting, you are already not the right one. The reality is that in the future and already today, tomorrow is the future. Asking the right questions will be more important than having all the answers, because asking the right questions will direct people and technology in the right direction, versus having all the right answers that none of us can have. In a world that goes at this velocity. So the vulnerability and the curiosity are the two critical values that I see in our organization, across all the layers of the organization, become fundamental to be successful in the next future ahead of us. No pressure. But now I turn to you to come up with the right question. I think we have time for maybe one. Um, yeah. Go ahead. It's really interesting. I appreciate it so much. I appreciate so much that conversation. I think over the course of this week and other places, we've heard a lot about the investments in AI. Technology historically has, um, provided value by increasing efficiency. And I think right now what we're talking about is technology creating value by making sort of human characteristics more scarce. Um, so how do you think about the investments in sort of the human characteristics you're talking about, whether it's people, whether it's trust with relationships, culture, how do you think about that across your, your business lines, but also within your businesses? I, I, I believe so first of all, I don't believe I is just a way to cost cut, I really don't, uh, the only way to win, as he was saying before, is that we provide superior value to our consumers and we provide superior value to our retailers. If we're not able to do that, maybe we cut ourselves one year, two years, three years. But in the long run, we will not be able to succeed because success is only in superior value to consumers, superior value to retailers. So that's a very important part because today, mostly what gets talked is the efficiency side. But efficiency, you can do one year, two years, three years, but then sooner or later you will be able to need to provide some value to consumers and retailers. So that's that's very important from a cultural standpoint. I think the things that we talked before in terms of you need to embrace the technology. I a top performer today, cannot be a top performer, as human standalone has to be a top performer as human plus technology are top performer cannot be a person that enters a room and has all the answers. So the vulnerability of being able to ask the questions is the right one. The ability to pivot becomes fundamental. We were used to work on businesses that were oil tankers. You set the direction and for months you go in one direction. Today, if you are, I usually say speedboat, but maybe I should say drone. If you are not moving from a from a oil tanker to a drone in terms of approach to the business, impossible. So these are some of the characteristics that we're trying to instill. But the most important part is to get people to experiment with the technology. The more the experiment, the more confidence they get, the more they see the power, the technology. But really confidence and power of the technology are transformative for people. When the technology is in a black box, there is a black box. Fear that I don't think is justified. I think the other way to do it is to be more vulnerable as a leader. I know that sort of my earlier point, and maybe that seems obvious in a way, but if we are demonstrating that we don't know everything about AI and what it's doing and how to use it, and I'm learning and here's this example. Have you tried it? You're you can't demonstrate that as a leader then that fear because I fully agree with you, but it won't go away. So I mean, I had conversation good ly he asked him about pen. I'm like, what's our AI story? And what are we going to talk about? What are you out there doing? Like, is it like you gave it to them and just say like, we're figuring it out? Like, isn't that real for many people in the room? Maybe not you at the time is. Yeah, not you, but I, I think there's something powerful in at least saying like, we're going to intentionally change the culture to be the way we want those future leaders to be. And the only other maybe metaphor or parallel I'll give is the other narrative I'm hearing a lot this week is, oh, there's a lot going on in digital and AI, and you have to offset that or balance it within real life experiences. And as a brand who is all about experience. I believe in that. And so it's similar, I think with digital training and like cultural training or, you know, environment. Yes, you need to train your people on how to actually use the tools and not assume that they're just going to learn it on their own. The same way. I don't think people learned how to use computers on their own for the first time ever. Maybe they experimented, but you also need to train on the type of culture vulnerability that you that you want to build in order to fuel or tamp down the fear and fuel the curiosity. Uh, well, if, uh, if nobody else has anything to add, I think that's a really great, great place to wrap things up. 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