0:15

Pushkin. This

0:20

episode is a paid partnership with

0:22

T Mobile for Business.

0:28

Hello everyone, Malcolm Glawell here

0:30

today I'm having a special conversation

0:33

hosted by my good friends at T Mobile

0:35

for Business about how the digital

0:37

revolution is going to transform

0:39

everything about the way we do business.

0:42

I'm talking to Heather Nelson, the Chief

0:44

Information Officer at Boston Children's

0:46

Hospital, Al Lettera, senior

0:49

vice president of IT at Trackner Supply Company,

0:52

and Kelly Field, president at

0:54

T Mobile Business Group, who you may remember,

0:56

by the way from our episode at the

0:58

Las Vegas Grand Prix. So

1:01

you might think, hasn't the digital revolution

1:03

been happening for a while now, Sure,

1:06

but it's been unevenly distributed.

1:09

When the folks at T Mobiles say that thanks to five

1:11

G, businesses are now able to transform

1:13

how they do business at scale,

1:16

which is all these interesting ripple effects,

1:19

including IT moving from a support

1:21

role to a leadership role. So

1:24

I wanted to talk to two brilliant IT leaders

1:27

who are transforming two radically

1:30

different worlds, healthcare and

1:32

retail. Buckle up, because

1:34

there's a big technological change happening.

1:37

This conversation is for all the CIOs

1:40

and business owners who are dreaming up new

1:42

ways to make things run better. But

1:44

it's also for everyone who goes to

1:46

the doctor or shop's retail. Callie

1:49

and Al and Heather really convinced

1:51

me that five G is changing just

1:54

about everything with

2:04

me is Alaterra you

2:06

and it for tractor supply. Yes, one

2:08

of the the grandest, oldest is

2:10

a tractor supply not far from my home, so I

2:12

drive by it all the time. And then we have Heather

2:14

Nelson and you were the CIO for Boston

2:17

Children's I am. And then

2:19

we had the president of t Mobile Business

2:21

Group, Kelly Field. Kelly, we have done this before.

2:24

I really look forward to this conversation. Well,

2:27

I wanted to start with you, Al,

2:30

and I wanted you to give me a

2:32

kind of blue sky picture of

2:35

where you would love to be five

2:38

years from now, which tract to supply in things

2:41

digital.

2:41

Yeah, five years from now is really going to be eighteen

2:43

months from now, so because it's

2:46

going that fast. But to

2:48

us as an organization and service

2:51

of our customers and our team members, it's

2:53

really going to be a consumer

2:55

and team member centric strategy that is

2:57

really taking into consideration, putting

3:00

everything at the fingertips of the team

3:02

member and the customer.

3:03

So it's right there available.

3:06

To them when they're either shopping,

3:08

their working on their farms, or

3:11

whether they're working within the communities

3:13

that they're serving. It's all the

3:15

information that they need is at their fingertips.

3:19

Heather, do you have a give us a vision

3:21

of a vision?

3:22

I'm going to use one of your phrases.

3:24

We really are at a tipping point with healthcare

3:26

delivery in the enabling technology.

3:28

Our patients are consumers and

3:31

we have to make it easier for patients

3:34

to come to us. We have to make it easier

3:36

for physicians care team members to care

3:38

for those patients.

3:39

So self service and.

3:41

Access will

3:43

be where we need to focus on, and

3:45

I know for Boston children it's one of our pillars in

3:47

our strategic plan is to increase the access

3:50

and the self service for our patients.

3:52

Al you talked about both customers

3:56

and people who are protractors. Now do you think

3:58

of this as being a revolutionists

4:00

equally weighted in those two groups or is it tilt

4:03

in one direction more.

4:04

Than now it's equally weighted.

4:06

You know, the intersection of technology,

4:08

you know, with the retail industry

4:11

is not just focused on the customer

4:13

side the team member interaction with

4:15

the customer's paramount to our success. If

4:17

you go back, we've been in business eighty five

4:19

plus years. The secret sauce

4:21

of our business is our customer relationship.

4:24

So the team members are facilitating that and

4:26

without the right tools, without the right

4:28

experiences, without the right information, making

4:32

them more productive, and just giving

4:34

them access to whatever it

4:36

is they need to services.

4:38

Customers's paramount to the success of

4:41

our overall digital strategy.

4:42

I'm just going to jump in and I love working

4:45

with both of these leaders because they are

4:47

so customer centric, which I think really resonates

4:49

with me at Tea Mobile. But

4:52

I love the call out for the

4:55

digital transformation impacts the way that you're

4:57

able to serve your customers and the relationship that you have

4:59

with them in so many profound ways, especially given

5:01

AI and where it's taking

5:04

the need for data and connectivity, but also

5:06

for your employees in a digital age.

5:08

A lot of times.

5:09

People ask me, well, why do you need to invest in your

5:11

employees and or your providers

5:14

in the same way because everything is self served

5:16

and digital. I think about it like Iron Man having

5:18

Jarvis. You know, you equip them with

5:20

the technical tools that make them the

5:23

very best heroes you for

5:25

your customers, and that's something that I appreciate about

5:27

that.

5:28

And we want to empower our patients.

5:30

And yes we're a children's

5:33

hospital, but these kids know technology,

5:36

they know how to use iPhones

5:38

and iPads, and so why not make

5:41

sure that they have the tools and

5:43

the apps to do that at home

5:46

to do that so that they're empowered and

5:48

they feel in control of their head.

5:49

Give me, give me a concrete example of something

5:52

you would like a patient to be able to do

5:55

that they can't do now.

5:57

I would say any of the of the wearable

6:00

devices.

6:00

What if we were able to do more

6:03

home infusions for our cancer

6:05

patients so they don't have to drive and

6:08

to come to the high spital, and then making

6:10

sure that that information then gets

6:12

back into the electronic health record seamlessly,

6:16

so the physician knows that

6:19

how there's getting her infusion that day, and

6:21

we can call and be proactive with

6:23

her parents.

6:24

That's what I want to see. I want it to be almost

6:27

like concierge care for.

6:29

Us, which is there an obstacle to getting

6:31

there right now?

6:32

Well, we are starting to break

6:34

down those those barriers with

6:37

our five G cellular network. You

6:39

know, hospitals, for example,

6:42

we've been so reliant on Wi Fi and

6:44

Wi Fi is just not meant for a mobile

6:47

environment.

6:47

It's not meant.

6:48

I mean, I have calls dropped from the

6:50

OAR to the ICU

6:53

and that's frustrating for clinicians.

6:55

I went into my bank yesterday where I bank for twenty

6:57

years, because they had locked

6:59

me out of my

7:02

account digitally, and I had to do something transfer

7:04

money, and I went in transfer money, say,

7:06

waited the line, finally got to the teller, went

7:09

to all kinds of stuff and then she looked at me and she goes, can't

7:11

do that. It's like, why can't

7:13

you do it? And she said not making this? She said

7:15

Wi Fi is down. It's like, all right, you

7:18

see that's what happened, right.

7:20

These guys delivery lose customers customers

7:23

the way.

7:24

No one seemed to care at all that they had lost me as

7:26

a customer, which she's hurt my feelings.

7:29

WiFi is not going away, but it doesn't have

7:31

to be my primary focus anymore.

7:34

And also it's not just about

7:36

the four walls of the hospital anymore.

7:38

We want to one of our other strategies

7:40

over the next couple of years is to do as much care at

7:43

home as possible and to have a

7:46

five G enabled environment

7:49

that levels the playing field for our patients.

7:51

Wi Fi was a.

7:52

Great solution in the four G era, and

7:55

as we

7:57

start to learn to use data differently and

7:59

we start to see the evolution of how

8:01

we can take important customer or

8:04

patient information and get smarter

8:06

and provide better solutions or faster,

8:09

or whether it's from a cost perspective or whether it's

8:11

from quality of treatment perspective. The

8:13

amount of data that is available

8:15

to us and us being able to do something

8:18

with that data is so quickly and rapidly

8:20

evolving. And in a Wi Fi world,

8:23

you need more consistency.

8:26

You need SLAS, and

8:28

you need to be SLA is.

8:30

Service level agreement.

8:31

So you need to be able to say where this

8:33

type of surgery are using this kind of machine,

8:35

If we're going to capture data, or we're going to actually

8:38

in the future use an automated device

8:40

to do some important kind of function, we

8:42

need to be able to say the latency

8:45

and the capacity,

8:48

that those things are firm and that there's

8:50

no variation, and you can't do that

8:52

on a Wi Fi network. When you've got hundreds

8:55

of other kinds of connections all around it. But

8:57

with a private network or a designated

8:59

network slice, what you're able to do is

9:01

to say, okay, these are the guaranteed

9:04

service levels that we're going to give this connection

9:07

all the time.

9:07

I can build be spoke digital connections

9:10

between individual bits of technology

9:13

and some kind of central command

9:15

post in a way that I can't.

9:17

Do with with Wi Fi.

9:18

And the other thing is is Heather does

9:20

more and more transformation of

9:23

the way that her it organization

9:26

serves their ultimate mission as

9:28

a hospital and for children. The

9:32

amount of connections are going to increase.

9:34

I mean there are it's probably from hundreds

9:37

to thousands to tens of thousands.

9:39

What do you mean when you say amount of connections

9:41

be more?

9:42

I mean every physician has their

9:44

own cell phone, a nurse has,

9:47

you know, his or her own cell phone plus

9:49

a device that's provided to them for

9:51

their clinical shift. They've

9:54

got workstation on wheels. We've got workstations,

9:57

you know at the nurse's station. We've got medical

9:59

devices. We've got ventilators, we have you

10:02

know, ivy pumps. All of those things

10:04

are wired.

10:05

If you will.

10:06

And then you have the patients who have

10:08

their devices, their iPads, their

10:10

cell phones, and everyone

10:13

expects everything to work perfectly.

10:16

In addition to that, aside

10:18

from the quality of service that you

10:20

receive, you think about patient data

10:22

or HIPOC compliance in your field,

10:25

the security measures that are required

10:27

if you have to do VPN and

10:29

Wi Fi access for every one of those secure,

10:32

there's a lot of room for attack and

10:34

era. And one of the things that we've been talking

10:36

about and working with all

10:38

of our customers is how do we take

10:40

the very connection and

10:43

encrypt it.

10:44

I want to come back to that point in much more detail,

10:46

but before we I want to talk to

10:48

you el. Can you do

10:50

the same thing. Give me a

10:52

very specific example of something

10:55

you would like your customers or

10:58

your employees in your

11:01

REACHUIL outlets to be able to do that

11:04

you think would make a meaningful difference.

11:06

The big focus from us is on our team

11:08

members right now in service of the customers.

11:11

It's basically delivering predictability

11:14

so that you can make sure that these

11:16

things all work. And it's a complicated

11:18

process that you have to make very

11:21

very simple.

11:22

So here's an example of it.

11:24

When you're dealing with, you know, the customer

11:26

base that we're focused on. It's the

11:29

people with farms. You know, they have animals,

11:31

livestock on their farms. It's a very

11:33

very you know, important thing, right, So

11:36

we've got to make sure that if they ask information

11:38

about what's the right food, what's the right ingredients

11:41

that we're making up that food, what's the

11:43

right food for the right time in the life cycle

11:46

of a let's say a chicken. It's very important,

11:48

but we got to take it to another level, like what about

11:50

the sustainability of how that food

11:53

was created?

11:53

Like what ingredients go into that food.

11:56

So the idea is that what

11:58

we're trying to do is to increase the kind of sophistication

12:01

of the encounter between the store

12:04

and the customer. I don't just go in

12:06

there and say I want that. Now

12:08

the customer is going and expecting a much richer

12:11

kind of interaction with the

12:13

store, and you need to be able to measure up to

12:15

that expectation.

12:16

So are your team members? Are your team members?

12:18

I mean they have their handheld their devices

12:21

and so when you're talking about

12:23

you at their fingertips, you're

12:25

bringing all that data forward.

12:27

Can I offer something that I think is really

12:30

incredible that tractor supply is doing. So. I grew

12:32

up on a farm, and I remember something would break

12:34

on the farm. You're on a farm, You're out twenty thirty

12:37

forty to fifty.

12:38

Miles from what where the store

12:40

is.

12:40

Oftentimes maybe not in a place where Amazon's going

12:42

to show up and deliver that same day.

12:45

To be able to work with a retailer

12:47

that understands when you have to stop

12:50

and go and get the correct solution for the thing

12:52

that broke down. The timing of

12:54

crops or the timing of when you've got to get

12:56

cattle ready for sale is so important

12:59

that if you have to go off and spend eight hours to

13:01

track down where do I get the thing that I

13:03

need? It really does have an impact

13:05

on your profitability, your bottom line as

13:08

a farmer. And I think you guys are really

13:10

helping to bring technology

13:12

into a way that really serves your customers.

13:15

We'll be right back after a short break.

13:25

We're back. I want

13:28

you to dig into this a little more because there

13:32

are probably there is probably you know, when

13:34

I compare the two worlds

13:36

that you guys come from,

13:40

consumer reactions, feelings about those

13:42

two worlds are very different. There's

13:44

an enormous amount of customer

13:46

dissatisfaction in healthcare. It's

13:49

annoying to go to your doctor or the hospital half

13:51

the time. Yes, seventeen million forms. Doctors

13:54

hate digital health records.

13:55

When you think about where healthcare started with

13:58

the electronic health record, it was everything

14:01

that we did on paper, We're going to now

14:03

make it electronic. And I remember

14:05

talking to some EHR Electronic

14:08

Health Record vendors twenty five

14:10

years ago and they're like, we're going to make it faster,

14:12

We're going to make it easier physicians. And I said, never

14:15

tell them that, because nothing is

14:17

faster than a piece of paper and a pen when

14:20

it comes to documenting.

14:22

And now the pendulum.

14:25

Has shifted with electronic health records,

14:27

with ambient AI, with.

14:30

Quick quick do you mean by ambient da air?

14:31

I can talk in the room, you

14:34

know, the hey Google.

14:35

Oh, I say okay.

14:36

And you know we've been we've

14:38

been piloting that in some of our nursing units

14:40

where they come into the room and the end

14:43

they can talk to the patient and capture

14:45

that information instead of sitting

14:47

there with their back to the patient typing.

14:50

Yeah. So the simple act of if I can

14:52

do stuff while I am

14:54

still engaged with you. Why

14:56

do I makes all the difference.

14:58

In the world, Because you know,

15:00

in my world, meeting with customers

15:03

really trying to listen and focus on

15:05

what do they need, what's the problem that they're trying to solve,

15:07

But then it takes thirty min it's forty

15:10

five minutes of quiet,

15:12

focused time to just capture what are all the next

15:14

steps and what are the things that I've got to go and do afterwards.

15:17

And so that's less time that I get to spend

15:19

with the customer, and it might mean less time that I'm really

15:21

able to focus in on what the customer is telling me.

15:23

But with tools that

15:26

we have today that we're

15:28

already using and selling and

15:30

providing for customers, we're

15:32

able to take recorded sessions like this, and

15:34

the AI will summarize

15:36

the action items and we'll even set up a

15:38

calendar appointment. So I think about in healthcare,

15:41

if I were able to get the

15:43

discussion with the doctor and they say,

15:45

hey, Keli, you're forty five, you need

15:47

a colonoscopy, wouldn't

15:49

that be great if it was already scheduled

15:52

and that that follow up was already

15:54

taken care of, because because I may not want to

15:56

schedule that I mean admitting that I have forty nine

15:58

forty five and have to follow but mightbe more than I can handle.

16:00

But if you.

16:01

Can use and I'm making a joke, but imagine

16:04

what that will empower in terms of healthcare

16:08

for us to tools that take

16:10

people from not wanting to deal

16:12

with the message and putting them into

16:14

the next stuff.

16:15

Kind of Well, this brings a question

16:18

I had for al. You're asking a

16:20

lot more of your retail

16:22

staff. They're no longer simply

16:26

managing a transaction. Now the real partners

16:29

with the customer. If you upgrade

16:31

the technology, you have to start redefining

16:33

your relationship the role of your

16:36

sports staff.

16:36

If you notice I keep bringing up the customer

16:39

and the team member and they're intertwined. That's

16:41

one of the reasons why is because you

16:43

got to think through all this. As you add more

16:45

capabilities, you got to increase the productivities,

16:48

Like how do I use AI to actually generate code?

16:50

We actually do that.

16:51

Now, how do we use it to generate test

16:53

scripts so that we can test things faster

16:55

get it into market.

16:57

And the same thing.

16:57

Does apply, you know in the walls

17:00

of the retail location. Is because it's like

17:02

how do I make replenishment faster? How

17:04

do I make you know, labeling

17:07

faster in a store? What's the process for

17:09

that? So anything and everything

17:11

is on the table now.

17:13

So you when you roll out of

17:15

the big difference between your world and Heathers

17:18

is Heather You're at one institution. How

17:20

many stores does tract Supply have?

17:22

We have twenty two hundred Tractor Supply stores

17:24

and two hundred at pet Sun stores.

17:25

Yeah, so when you roll out something,

17:28

do you roll it out incrementally or

17:30

do you do it in all twenty two

17:33

hundred places?

17:33

Some days we do it in an incremental

17:35

fashion. What we do is, you

17:37

know, we have labs within our Store

17:40

support Center and Brent La, Tennessee to

17:43

support those locations, and we

17:45

test in those labs.

17:46

Typically. The second thing we do is we work

17:48

very closely.

17:49

There's a group of stores that are considered,

17:52

you know, like the test stores,

17:54

but they're they're the team members

17:56

that have more of that that engineering,

17:58

that tinkering mindset. So we've identified

18:01

roughly one hundred stores and they basically

18:03

we deploy it to them and they test it and they give

18:05

us feedback and then we kind of iterate

18:08

through it and then we start deploying it two

18:10

larger volumes of the store of the change.

18:12

I think we were talking about it earlier, which was

18:15

the role of the CIO really

18:17

evolving. The

18:21

work that I've done at T Mobile for twenty

18:23

years with my IT teams

18:26

is very different today than the work that we were doing

18:28

twenty years ago. And I think you all,

18:30

it's fun to hear you talk about your risk takers

18:33

or you want to move fast because

18:35

of the speed of what is happening

18:37

with data and what is happening with

18:40

the connectivity solutions and what we

18:42

can do with AI. And

18:44

I think in retail and in healthcare,

18:47

there's people that are willing now to

18:49

push the limits. So you're now a

18:53

culture leader for your company, whereas before

18:55

I don't know if I thought of my head of IT as

18:58

a culture leader for the company per se. But

19:00

you're changing the way that people work. You're changing

19:04

what they are able to provide for their customers

19:06

in profound ways, and I think that's a really

19:08

cool part of your jobs.

19:09

How long before an IT person becomes the CEO

19:12

of a traditional bricks and motor

19:14

company.

19:16

That's my ultimate goal is to be CEO of the hospital

19:18

someday for reals.

19:21

It's a big jump because.

19:25

If you don't position yourself as

19:27

a partner with the strategy

19:29

and with the business, especially in healthcare,

19:32

then you become the order taker. And

19:34

my philosophy is I don't want my IT teams

19:37

to be order takers. I

19:39

want us to be seen as partners.

19:41

I'm curious about the relationship

19:43

between the interaction between

19:46

you and non IT people

19:48

in your organizations. We spoke to about this a little

19:50

bit. I want to dig in on this. Are

19:53

there parts of your vision

19:57

for the company that are difficult

19:59

to convince others of to explain

20:02

to do people get how

20:04

you said, whether you guys are at a tipping point?

20:07

Do non IT people get that? Do

20:09

it?

20:09

Is?

20:10

It a hard time convincing?

20:11

And sometimes I will tell

20:13

you the introduction

20:15

five of a private five G cellular

20:18

environment, first of it's kind in healthcare.

20:21

I really had to sell that to the organization because

20:23

they're like, well, we have Wi FI And they said, then why do you keep

20:26

calling me and telling me that your calls are dropping

20:28

from the o R to the ICU.

20:31

So putting it into.

20:33

To some you know, to articulate not to

20:36

talk about the bits and the bytes, but to

20:38

talk about what problems are we trying to solve and

20:40

can technology do that? And if

20:42

so, are you willing to do that with

20:44

me? Because I am not an

20:46

end user in the host. I don't I don't

20:49

use the electronic health record, but

20:52

I have to make sure that it works and

20:55

sitting at the table and having the conversations.

20:57

Because I will tell you when I go to do my.

20:59

Budget every year, I don't know how you how are

21:02

but you know storage and

21:05

compute and you know, a

21:07

new virtual server somewhere is

21:09

not as sexy as IVY

21:12

pumps and an MRI machine.

21:14

So I'm competing with you

21:17

know, the same dollars. And but

21:19

yet I have to

21:21

explain to my peers, you

21:24

can't have the cool, sexy stuff if the

21:26

foundation, if the infrastructure isn't

21:28

there.

21:28

We have to invest in.

21:29

How large is your team your I T team.

21:32

I have over four hundred you're four

21:34

hundred people.

21:35

How long is your team?

21:36

So we have roughly four hundred team

21:39

members and about a thousand contractors that work

21:41

for us.

21:42

You're talking just about the it Yeah, Oh

21:45

my goodness.

21:46

Yeah, it's a it's a complicate it's

21:48

a complicated enterprise.

21:50

I mean a lot of different skill set.

21:51

Five years ago, how large would probably

21:55

half the size?

21:56

Is that same for you headn't.

21:57

Yeah.

21:58

In other words, I should be telling my daughters

22:00

there's really only one thing you should be studying.

22:05

Dentistry.

22:08

CIOs have to prove the value of it.

22:11

That's our I mean, we have to market

22:13

it because in healthcare and healthcare

22:15

I t I'm not a revenue generating

22:17

department. I'm not a radiology department,

22:20

you know, I'm not a surgeon surgical

22:23

department.

22:24

I'm a cost center.

22:25

So I have to show the value,

22:28

whether that's qualitatively or quantitatively,

22:31

just about every single day.

22:32

And so it's it's a balance.

22:35

One of the things I love in when I'm talking

22:37

to people who are experts in

22:39

a particular field is they see

22:42

the world differently than because

22:44

you have an area of expertise the rest of us don't

22:46

have. Right, So this is one of the question on those

22:48

lines, I would like

22:50

every one of each of you to describe

22:53

a situation that you're in

22:55

in the world where you say to yourself, under

22:58

your breath, you guys really

23:00

need my help. Give

23:02

me the you guys, I actually have one. I'm not

23:04

an IT person I have on you guys, not

23:06

the story of my bank about it, but I

23:08

want alan We're going to go first, give

23:11

you an example of you guys really need play help.

23:15

Honestly experiences

23:18

at like concert events,

23:20

sporting events. I

23:22

think there's a lot of opportunity and

23:25

I'm not trying.

23:25

To So what do you what do you go to? Are

23:27

you a football fan? What are you football?

23:29

Concert? Yeah?

23:31

What is it you want you're not getting?

23:33

I mean, I want to be able to have the connectivity, be

23:35

able to interact more with the stats,

23:37

with the you know, what's

23:40

happening on the field. I want to be able to be in a position

23:42

where I don't have to leave my seat because I actually want to

23:44

watch the game.

23:45

You know.

23:45

If I'm at a concert, I want to be able to you

23:48

know, is there a way I could zoom into webcams

23:50

to see closer if I have bad seats to the

23:52

show, if I want to know the song that they're

23:54

playing, or you know, the number of times they've

23:56

played it depending on the type of music you

23:59

like. You know, I just see

24:01

a much more interactive experience.

24:03

So Heather, your choice

24:06

choice, I'm

24:08

going to stick with how health care. It

24:10

would just be lovely if if

24:13

a patient that moved either

24:15

between hospitals, moved

24:18

between states, that

24:21

we didn't have to fill out the forms

24:24

again, how

24:26

nice would it be for that?

24:30

Kelly.

24:31

Yeah, I have a dear friend that has cancer,

24:34

and watching her try

24:36

to figure out how to become an expert in the medical

24:38

field just so that she could get

24:40

the appropriate treatment and coordinating

24:43

all of the different doctors that

24:45

were required, I think was

24:48

really tough to watch, and I think

24:50

lots of unfortunately lots of families

24:53

have gone.

24:53

Through kind of that experience.

24:57

I think one

24:59

that I do every day, or it seems like every

25:01

day, is I get on an airplane. And

25:03

I think airlines have come a

25:05

long way to make it more digital and more self

25:07

serve and more connected. But I

25:09

still think there's an awful lot that they

25:11

could benefit

25:13

from in both your experience

25:16

and being able to focus on the experience of a

25:18

person that's flying all the time and

25:21

what that experience could look like. I think we've all

25:23

decided we're going to sit like we're

25:25

in a bus and we

25:28

just take it. But I think there's

25:31

a lot of things they could do to make

25:35

what it's like to try and manage a travel

25:37

schedule through flight and connect with people that you

25:39

love or business could

25:42

be seller.

25:43

I think what I just came up

25:45

with listening to you, which

25:47

is it's just about

25:49

deplaning from the airplane, drives

25:52

me up the wall. Right. So

25:55

we have an AI system that creates an algorithm

25:57

what's the fastest way to deplane this thing?

26:00

And it looks and sees where

26:02

you are, how you're sitting. All you

26:04

to do is punch in how many bags you have, where they are,

26:07

and then you sit in your No one move.

26:09

You sit in your chair with your phone, and

26:13

this is your chair. Malcolm, get

26:15

up now. I swear

26:17

to God they would make it. Okay, here's the other one say

26:20

I at the same thought. I was on it. I was in a vacation

26:23

my family. But some hotel. We go down

26:25

the to the to the

26:27

restaurant in the morning. Person looks

26:29

at me and they go, what's

26:32

your name? They type

26:34

type it in, what's your room number? Type

26:36

it in? What's your telephone number?

26:38

Type it in, and then they stare at

26:40

the screen for what looks like forty five

26:42

seconds. The email place is half empty,

26:45

and then they print out a piece of paper

26:48

and take it and put it on my It's like, is

26:51

this nineteen eighty five? Like, what is

26:53

going on here? Why can't the person all

26:55

I want to your point about healthcare? Maybe this

26:57

is way way lower stakes, but I just

26:59

want someone to look me in the eye and say, welcome

27:02

to the restaurant. That's all I want. Yeah,

27:05

yeah, like this is I feel

27:07

like, will you give me yourself at

27:09

the end of this so I can just call you next time I had

27:11

this experience, I just hand the phone them I

27:14

have someone to talk to.

27:16

Yes, Malcolm, thank

27:18

you.

27:20

Well, this has been incredibly fun.

27:22

Thanks to all of you. Good luck with what

27:24

you do, and may you someday we

27:26

can do this in a couple of years, And now I hope I'll be

27:28

talking to the CEO of Boston

27:31

Children's and of Tractor

27:33

Supply. This

27:43

episode was made in partnership

27:45

with T Mobile for Business and iHeartMedia.

27:48

Special thanks to Calli Field, President of

27:50

T Mobile Business Group, Heather Nelson,

27:53

Chief Information Officer at Boston

27:55

Children's Hospital, al Letera,

27:57

Senior Vice president of IT at Tractor

28:00

Supply, and the entire production

28:02

crew at iHeartMedia. This

28:05

episode was produced by Nina Lawrence,

28:07

and Ben at Apph Haffrey, Editing by

28:09

Sarah Knicks, mastering by Jake Gorsky.

28:12

Our executive producer is Jacob Smith.

28:15

I'm Malcolm Glama.