Beyond the Shortage: Scaling Healthcare Support with Agentic AI | Jaspreet Singh & KAY

(0:51) Thank you for having me.

(0:52) Yes, I think, as you said, we've all been in this industry (0:56) for the last three decades and more.

(0:59) And fortunately, I've been very fortunate (1:02) to actually dabble my hands in all parts of customers' life cycle.

(1:07) So I consider myself lucky.

(1:09) But also I think that I've been very intentional

(1:13) about my overall customer journey.

(1:17) Because, I mean, this is one thing that I actually talk

(1:21) to a lot of youngsters and early career professionals also.

(1:26) How do you think about your career?

(1:28) And I think when I was starting, obviously I started

(1:32) in customer support, but I was very clear

(1:34) that I don't want to be in customer support all my life.

(1:38) I want to be managing a P&L.

(1:41) I want to be general management at some point of time,

(1:44) not the title per se, but I want to be doing general management.

(1:49) So that took me to a journey where I moved from customer support

(1:53) to consulting, then professional services,

(1:56) then sales, delivery, sales excellence, by the way,

(2:01) and then back to support.

(2:03) So I think it's been very intentional choices

(2:06) that I made during my career.

(2:09) And part of it was to really make sure

(2:12) on how I can participate across the customer life cycle.

(2:16) Because I think many times we tend to gravitate

(2:20) towards one area, make that as our expertise area.

(2:24) And we say, oh, we are good with that and we're going to stick with that.

(2:27) And that's not a wrong thing to do.

(2:29) But I think for me, the choice was more breadth and depth

(2:33) in every single area, but then keep going breadth and so on.

(2:38) So I think in my case, I just chose that path,

(2:41) not saying one is better than the other,

(2:44) but I think it has served me well

(2:46) because I personally believe that having touched customers

(2:51) across the whole life cycle, I can appreciate

(2:54) what their issues are, what their requirements are,

(2:58) what the outcomes that they expect,

(3:01) what builds trust, what creates loyalty,

(3:05) rather than just saying I'm going to sell by relationship

(3:09) or sell by force.

(3:11) So I think it just has been intentional,

(3:13) but a very, very fortunate career journey for me also.

(3:19) Yeah, for you it was intentional, for me it was accidental.

(3:23) So my first, right out of college,

(3:26) I had a company where there were three amazing people working:

(3:30) me, myself, and I.

(3:32) So I didn't know how to scale the business. (3:35) And that's when I moved into working for bigger companies

(3:39) where I did sales engineering, marketing, etc., (3:43) and learned the various aspects of the business.

(3:46) So I always think what you just said, (3:49) everything about doing from professional services to sales

(3:53) and all of that, gives you a perspective (3:56) to run a business completely.

(3:58) Another fascinating thing with your background is you have done, (4:02) you know, you started at Microsoft, (4:05) then you were at Autodesk, and you have been in technology companies. (4:10) Why Empower Pharmacy? (4:12) That's an interesting question because I keep getting that a lot nowadays. (4:16) So I think it was an interesting choice to make. (4:19) I mean, when I was, you know, when we all reach this stage (4:23) of the career—I don't want to mean that I'm old, (4:26) but the stage of career that I had— (4:29) You look like you're 18. (4:31) No, 21. We'll make it the drinking age. (4:33) 21, you guessed it right. (4:34) Yeah, exactly.

(4:36) So I think when I was at a stage of my career (4:39) where I was deciding what makes sense for me

(4:42) professionally in terms of my learning growth, (4:45) which actually has to continue, whether from a breadth standpoint (4:48) or from a depth standpoint. (4:50) But also at this stage, I was also looking (4:53) to find more meaning, more purpose for what I want to do, (4:57) which actually can leave a larger legacy and impact (5:01) not just to myself, but to the larger community, (5:04) to the world that I belong to. (5:06) And I think when I got this opportunity (5:09) or when I was thrown this opportunity over to me, (5:12) I thought this medication is a huge area of challenge (5:16) that this country faces. (5:18) We all need to participate in these challenges (5:21) and be able to solve those challenges (5:24) because the larger humanity needs those.

(5:27) And that's the legacy that I want to leave. (5:30) I want to make sure that whatever businesses I do,

(5:33) I'm able to not just leave the legacy of me and myself, (5:37) as you were talking about, and growing it just vertically (5:41) or from a monetary standpoint, (5:43) but also leaving a lasting impact to the humanity

(5:47) that we all belong to and can contribute to (5:50) worldwide problems that we have. (5:52) Now, within the US, as we all know, healthcare has been a huge issue. (5:57) And I've been very passionate about healthcare (6:00) from the word go. (6:02) As a matter of fact, some of my family members tell me (6:05) you're a pseudo-doctor also because I can prescribe medications (6:09) and then talk about a lot of the symptoms. (6:12) No, I don't prescribe, but I can try.

(6:15) So I think that the interest was always there on what we can do. (6:20) So I think when I got this opportunity of Empower Pharmacy, (6:24) I was blown away by the fact that this is a compounding pharmacy (6:28) which is making personalized medicines for the people who need them the most. (6:33) And some of these medications are life-changing, (6:36) even though they are not traditional medications in a sense, (6:39) but they're very personalized: men's health, women's health, (6:43) hormone replacement therapies, and so on. (6:46) Newer areas, but it's really life-changing (6:49) for the patients who experience that.

(6:52) So I realized that this personalized medication (6:54) or this particular industry will benefit (6:57) if I can go there and bring a lot of the learnings (7:01) that I've been having in the technology space (7:04) and can apply it to our patients, our providers, and our prescribers (7:09) to help them with the journey.

(7:11) So I think my intent was two-way: (7:13) one, how can I help the company, (7:15) and how the company can help me in my own growth. (7:19) And both of us can help the larger problem (7:22) that the US is facing at this point of time, which is healthcare. (7:26) So that's why I chose to join. (7:28) Yeah, it makes a lot of sense and it also resonates quite well. (7:32) So we work with medical devices, (7:34) one of the industries that we work with. (7:37) And I can imagine during COVID time, people couldn't go into the hospitals. (7:42) They had to utilize the AI agents to really diagnose, (7:46) troubleshoot, triage problems without even going into the hospital. (7:50) And that was a huge impact.

(7:52) So one of the times I actually had it in my LinkedIn, said: (7:57) "Save lives and create experiences with field service agents." (8:01) And then somebody said, "It's cheesy." (8:04) So at some point I removed it.

(8:06) But let's talk a little bit more about taking a technology approach (8:11) into a company like this. (8:13) So for example, in the technology industry, (8:16) things are slowing down in, you know, (8:19) you can see the stock market has slowed down. (8:21) But every healthcare company I talk to, (8:24) they have 3,000—if they have 3,000 openings, (8:27) they are only able to fill in 10% of their openings. (8:31) They have so much dearth of specialists because, (8:35) you know, 60% of their workforce is retiring (8:38) and they have a lot of problems. (8:40) They are only finding generalists. (8:42) So it's a very different—is "dichotomy" the right word— (8:46) between what you see in tech and what you see in healthcare.

(8:51) How does automation help with the problems (8:54) that you see within the healthcare industry?

(8:58) Yeah, I think that's actually a very, very good question. (9:02) And that probably will determine (9:04) what the future landscape of jobs will look like. (9:08) I think just because the supply or the demand was very high (9:12) in the IT software industry, the supply tended to train themselves (9:16) for those needs and so on.

(9:18) And now those needs are coming down, (9:20) you will have to self-adjust and make sure (9:23) what is the right demand that's going to happen in the future. (9:27) And if the demand is going to come in healthcare, (9:30) maybe some students will choose those new alternate career paths (9:34) and so on. Who knows, plumber will become the most sought-after job (9:39) at some point of time, HVAC and so on and so forth.

(9:43) But I think jokes apart, to your point, yes, (9:47) the reality is talent is short, (9:49) and talent has been short in every industry that we belong to. (9:53) As a matter of fact, I come from Autodesk where, (9:57) while we were a software company, (9:59) we were dealing with construction, we were dealing with manufacturing, (10:03) we were dealing with media. (10:05) And the reality was the construction workers were hard to find. (10:10) A lot of the research and the state-of-the-survey reports (10:13) that we had done, a lot of our customers were telling us (10:17) the talent actually is their biggest problem. (10:20) Talent is the biggest challenge that they want us to solve, (10:24) and we were trying to solve that challenge through software.

(10:28) So I think same is exactly what you're saying (10:31) is happening in healthcare too. (10:33) There are not enough good talent available. (10:36) There is talent available, but there's not enough good talent available. (10:40) So the question is, how do you bring the talent and the technology (10:45) and complement them to make sure that you still (10:49) can make a great combination, (10:51) which probably is a new talent? (10:53) And I think in my mind, that's probably the talent of the future. (10:58) You will get the best talent from the human IQ and EQ (11:02) that comes together. (11:03) You supplement that with the AI and the technology, (11:07) and then you get the larger or the complement of better talent (11:12) that is required in the healthcare.

(11:14) So I think same is the status for our industry, (11:17) our company per se. (11:19) Take, for example, in the pharmacy industry, (11:21) you need a lot of pharmacists. (11:23) You need a lot of pharmacists right from the verification of the drugs (11:28) to verification of the orders, to taking calls (11:31) when patients call about their prescription and so on. (11:35) And pharmacist is a very unique and niche talent. (11:39) There are not enough pharmacists in the market today. (11:43) So what can you do now, thinking about a pharmacist

(11:47) and supply that pharmacist with a lot of technology (11:51) that they actually can use?

(11:53) So when I came in—and it's only been eight to 10 weeks (11:57) that I've been here—I realized a lot of the pharmacist bandwidth (12:02) actually is getting spent on the mundane administrative tasks (12:06) that they're doing. (12:08) So now if I compare the talent, he or she is a pharmacist (12:12) and we're asking them to scan a label, do a rework, (12:16) enter the things again, or do the corrections, (12:20) send it back to their data entry department and so on. (12:24) So the reality was the productivity was low, (12:27) and that's the problem. (12:29) If I can bring the productivity of every pharmacist up by 50%, (12:34) now you talked about the healthcare shortages, (12:37) that whole thing shrinks by 50%.

(12:40) We can reduce the demand by 50% just by training our pharmacists (12:45) and amplifying their skills by technology (12:48) or supplementing them with technology—you can easily do that. (12:53) So we just started a couple of projects just in the last eight weeks, (12:58) and we have been able to bring our productivity up (13:01) by 10 to 20% already. (13:04) And a lot of that was very small stuff, (13:07) which was like those mundane things. (13:10) Why can't the trigger come from the software (13:13) rather than coming from a manual check? (13:16) Why can't things be scanned from the inventory (13:19) right at the warehouse to right where the ordering system is? (13:24) If these two systems can talk, (13:26) the pharmacist doesn't have to worry about that.

(13:29) So I think for me, it's that unique skill that I bring in, (13:34) that being in the technology space,

(13:36) I'm so used to finding challenges on the technology side (13:40) and the software side. (13:42) And when I come in, I notice how that knowledge can come in handy. (13:47) So yeah, I think exactly as you were saying, (13:50) we have a responsibility to make sure (13:53) that we can improve productivity by using the right technology, (13:57) supplementing the right talent, (13:59) and bringing the overall productivity up.

(14:02) And as I said, we already are seeing some benefits, (14:05) but I'm sure if you and I were speaking

(14:08) in the next six months, I would have gained a lot more efficiency.

(14:13) And we're looking at everything from pre-verification (14:16) to post-verification to all the life cycle

(14:19) of the order management, how much more we can do. (14:23) So I think that to me is a great way by which we can help the talent (14:28) which is existing in the market. (14:31) And then there's an altogether different field (14:33) on how you can now bring up the new talent and so on. (14:38) And that's a separate field that we can talk about. (14:41) Yeah, if you remember—which you will—nurses used to stand (14:46) and count in their thing, IV drops, (14:49) you know, how many drops go through in a minute or something.

(14:53) All that was changed by technology, right? (14:56) So nurses don't have to do that, (14:59) and they can actually spend time in the empathy, (15:02) in novelty and, you know, high-level governance stuff.

(15:07) So that's exactly is going to happen all throughout. (15:11) And people like you who are with critical thinking skills— (15:15) it's one, I think technology gave you that critical thinking skills (15:20) and that you're taking it into another industry and applying that. (15:25) So, you know, these mundane tasks can be automated (15:29) so people can focus on empathy, novelty, (15:32) and the high-level governance that humans need to do (15:36) for them to be in command over whatever automation it is. (15:41) It can be AI, it can be the IV drops that we talked about, (15:45) any of that, right? (15:47) Absolutely.

(15:49) You know, talking about that critical thinking, (15:52) you probably are going to be seeing, and especially in healthcare, (15:57) in your field, 60% of the people are retiring, right? (16:01) So the people coming in are generalists. (16:05) We are not able to fill in the roles, and it is impossible. (16:10) And to your point earlier, it's impossible to find good people. (16:15) So what do you—you write a lot of "Tuesday Tips."

(16:19) I don't want that here because that will make this question very easy. (16:24) But if I am one of those people who are not qualified today (16:29) and they got rejected from one of those roles, (16:32) what can I do to improve my critical thinking skills (16:36) so the next time I do an interview, I get picked?

(16:40) Yeah, I think that's actually a good question. (16:44) I think that has remained valid for all these years.

(16:48) It's even more prominent right now when the talent shortages are so high. (16:53) But the reality is that many times (16:55) we are only focusing on the technical skills that we bring in. (17:00) And I think those were important, and they will remain important. (17:04) But the reality is, with all the large amount of information (17:08) that we all have available, you should also know (17:11) how to use the ecosystem a lot better (17:14) compared to what we have done in the past. (17:17) Now, I think if you think about, whether it is pharmacist, (17:21) technician, customer service person in my industry, (17:25) or for that matter in the software industry, (17:28) a lot of the talent that comes in early (17:31) used to be given 12 weeks of training

(17:34) to give them all the SOP, all the stuff that happens and so on.

(17:39) We have been able to shrink all of that 12 weeks (17:42) to four weeks, two weeks and so on. (17:45) And the reason for that is because now (17:48) there is so much information available (17:51) that I can supply my starting talent (17:54) with a lot of information at their fingertips through bots and so on, (17:59) which could be internal-facing and so on. (18:03) All the time in training— (18:05) So I think same thing is true for a lot of the talent (18:09) coming from outside: that you may not have the practical exposure, (18:14) but if you spend the right time on the internet (18:17) and use the right AI tools, there's so much that you can parse through. (18:22) There's so much that you can learn. (18:24) Like, I did not know about the healthcare space a lot (18:28) just before coming, but within 10 weeks, (18:31) I've been using ChatGPT, Claude, Gemini, and so on.

(18:36) And you can't believe the amount of knowledge I have gained (18:40) in just these last 10 weeks.

(18:42) It's probably more than four years of degrees (18:46) because the information was so sparsely available and so on. (18:51) So I think my recommendation to those individuals (18:55) is that they can actually get onto a lot of these tools (18:59) and do a lot more research. (19:01) Think a lot more about what prompts they can ask, (19:05) because there is information available. (19:07) The question is, how are you asking for that information? (19:12) And believe it or not—forget the talent that has not come in— (19:17) but even the talent that actually comes in, (19:20) I noticed that there is lack of urgency (19:23) and lack of initiative with these individuals (19:27) who think of AI usage but only for casual purposes.

(19:32) They're not using it for formal purposes like training, (19:36) like coding, right? (19:38) Think about a coder, right? (19:40) People are able to use a lot of cloud code (19:44) and build applications which were not even possible (19:48) just a year ago or so. (19:50) Same way, I think if somebody is coming in the healthcare space, (19:55) if they could just spend two weeks of critical time, (19:59) very focused time on the AI, asking the right questions, (20:04) researching the right topics, going deeper (20:07) into certain facets of those topics and so on, (20:11) and then come back, I'm sure they'll be a lot more prepared (20:15) for those interviews and those opportunities. (20:18) Because the specialization—there's so much information available (20:23) on the market and now it is becoming so much more accessible.

(20:28) So I think it is all up to us, our own intent. (20:32) So yes, use that for fun stuff, (20:35) but use it for real stuff also, where you can train yourself, (20:39) you can challenge yourself, you can learn yourself,

(20:43) you can do real-time projects with those AI tools (20:47) at your fingertips and so on and so forth.

(20:51) But I think all of that is possible. (20:53) I couldn't say this five years ago; (20:56) you will have to come, make your hands dirty. (21:00) And I will always say on-the-job training (21:03) is the best form of training, which probably it still is, (21:07) but I think enough virtual paths have been created (21:11) where you can actually make your hands dirty (21:14) without literally putting your things in a mud.

(21:18) So we are really hiring for the attitude, right? (21:23) Because the aptitude can be gained as you're working (21:27) and utilizing these AI tools to just say, (21:31) "Hey, I am learning about this. Help me, question me, (21:35) or make me a better person or skilled with this thing." (21:40) Whatever the topic is—making apple pie— (21:43) is a very clever way to utilize. (21:46) So definitely. (21:48) So when it comes to change management, (21:51) do you see healthcare to be slow when compared to tech (21:56) in terms of change management? (21:58) Or are you seeing at this point there's so much investment (22:03) that's happening in healthcare? (22:05) So I'm doubting that, but I would love to hear your perspective (22:09) on where you're seeing differences.

(22:12) Yeah, I think in general, the regulated industries (22:16) tend to move slower, right? (22:18) I mean healthcare, financials, and so on and so forth, (22:23) because of the inherent risks which are present to those industries. (22:28) And we are no different, being HIPAA compliant, (22:32) privacy, PHI, PII—all of that is critical, right? (22:36) So in general, there is a lack of pace or slowness (22:40) in terms of the adaptation and change management in general. (22:45) But having said that, I also will say, (22:48) it also depends upon the area of change that you're talking about. (22:53) Because many times I notice the companies or organizations (22:57) who tend to be slow also want to shield behind the reason (23:02) or an excuse that they're not moving fast enough (23:06) because of this regulation and so on.

(23:09) Not saying that you have to break those regulations, (23:13) but the reality is there are a lot of internal things (23:17) that you can change without touching the PII, (23:20) without touching the HIPAA, without touching the PHI. (23:25) So why there is a lack of change on the, let's say, (23:29) infrastructure upgradation that you have to do? (23:33) There's no reason for you to not upgrade infrastructure and so on. (23:38) So I think that's where the leadership becomes very critical. (23:43) We as leaders have to make sure— (23:46) it doesn't matter which industry we belong to— (23:49) have to make sure that we are able to paint the larger picture, (23:54) paint that better vision that we are trying to create (23:58) for our individuals and our employees on where we are taking them, (24:03) what problems they're facing today and how we make those problems disappear.

(24:09) As long as you can make sure that people who are going to go through the change, (24:14) you can get ahead of the resistance curve, I think change is possible. (24:19) But it depends upon the leader to comprehend that resistance (24:23) and understand what are those underlying reasons of those resistance

(24:28) and how you can make sure you have a better world (24:32) that you can take them to. (24:35) So I think ultimately it is up to the leader to pick the right sponsors of change. (24:41) You again do the usual change management techniques: (24:45) pick people who are going to be your supporters or change agents, (24:50) and pick people who are going to be dragging those change (24:54) and really attack or confront them with what those resistances are (24:59) and how we can help them overcome that resistance.

(25:03) So I think the principles will remain the same, (25:06) but I urge lot more leaders to listen closely to their employees (25:11) as to what that resistance really is. (25:14) Many times, I think leaders are trying to make change (25:18) just because they think change is great, (25:21) but just because they think doesn't mean change is great. (25:25) You have to make sure change is great from an employee's perspective too.

(25:31) It resonates quite well. (25:33) Essentially what we are saying is a leader's role (25:37) is changing from being a taskmaster to being a role model. (25:42) So, and because they have to model that critical thinking and that alertness, (25:48) because a lot of times, when you use some of these AI tools, (25:52) they are fed with what it's fed with. (25:55) So you have to still use the alert (25:58) and you put it on your critical thinking cap (26:01) and be the skeptic and start questioning which one is right, (26:05) which one is not right.

(26:07) And a lot of that role model comes from the leaders themselves. (26:12) And a shameless plug to the "Beyond Break-Fix" book. (26:17) Yeah, we have a chapter dedicated to it, right? (26:21) And you're right, whether it is PII or whether it is HIPAA, (26:26) whether it is any of that stuff— (26:28) all of that can be augmented today with AI agents. (26:33) And all of it can be—anything can be augmented. (26:37) So there is no excuse to not bring down that onboarding time, (26:42) like you said, down to 40% of what it used to be

(26:46) or 20% of what it used to be. (26:49) It's a little scary that every talent who comes in today— (26:54) for example, in our company, we have four times AI agents. (26:59) So even if you hire them, they are a manager of AI agents (27:03) right off the bat, right?

(27:05) So you are managing a hybrid workforce. (27:08) You're managing your "carbon employees" (27:11) and you're managing your "silicon employees." (27:14) So in that realm, how do you think traditional companies (27:19) have to look at this level of automation (27:22) for them to be relevant 10 years down the road? (27:26) Yeah, no, I think, again, in my mind, (27:29) because the companies don't change, it's the leaders who will change the company. (27:35) So I think the fundamental of this actually starts with the leaders. (27:40) I noticed that a lot of leaders today come and talk about, (27:44) "Hey, we all need to be AI native, we all need to be AI aware, (27:49) we all need to be very deep into AI." (27:52) But what does it mean?

(27:54) The moment you dig deeper, a lot of the leaders themselves (27:58) are not dabbling their hands with the AI. (28:02) If you don't role-model the AI usage in your own company (28:06) by you being the AI user first, (28:09) then you can't expect your managers, your supervisors, your directors (28:14) to be AI aware either, right? (28:16) And that actually happened to me. (28:18) In the last 10 weeks, I've been using a lot of ChatGPT (28:22) and other tools in my own life. (28:25) And the moment I started sending presentations built by AI, (28:29) my team actually started feeling uncomfortable: (28:33) "Hey, if you could make this presentation, why couldn't I make this presentation?" (28:38) And they started going deeper and asking for that (28:42) because I sent a presentation on a topic I don't even know, (28:46) but it felt like I knew a lot about it (28:49) because I could gain a lot of that knowledge from AI tools.

(28:54) So I think for me, it's very critical (28:57) for all of us to really start thinking AI native. (29:01) We have to start thinking it's the human plus machine (29:05) which have to coexist going forward, (29:08) whether it's the managing that you're talking about, (29:11) whether it is as a peer, right? (29:14) You could be developing, AI could be testing, or vice-versa. (29:19) Or you could be using humans for the empathy and the software skills (29:24) to communicate those messages. (29:26) A lot of the work that you're carrying to your client (29:30) could actually have been done by AI. (29:33) You are the presenter, you are the empathizer, you are the connector, (29:38) but you're not the "doer" of that work.

(29:41) In the past, all of those roles were so separate (29:45) that you could do all the way from writing those things (29:49) to presenting those things and so on. (29:52) So I think we all have to get comfortable with that. (29:56) And the reality is productivity will go up dramatically. (30:01) I mean, think about the support world. (30:03) I was reading an article just last week (30:06) where it said that 60% of the support jobs are down (30:10) compared to just last one year. (30:12) Not saying that the overall support roles are down— (30:16) support roles are still up because overall companies are there— (30:21) but the same company is able to do a lot more (30:25) with 40% of the agents that they had in the past. (30:29) So the reality is that the workforce will shift.

(30:33) So are you investing in those future-forward insulating areas or not? (30:38) And so I think as leaders we have to start identifying (30:42) what is possible to be done with AI, (30:45) where it has to be human plus AI, and where it has to be human only. (30:50) Because there are certain cases, like in my own case,

(30:54) when a patient calls and they have questions about a medication, (30:59) they do not want to talk to AI because that's where they have a concern. (31:04) They want to really make sure that this particular thing

(31:08) will not infect me or give me another thing. (31:12) At that time, telling them "press one, press two"—it's very uncomfortable. (31:18) So I think we have to make choices for which roles (31:22) are right for a human interaction versus where we can do the stuff.

(31:27) As I was saying, the prescription can be scanned and processed (31:32) and that can be fully automated—the patient doesn't care (31:36) because that area is not impacting them personally speaking.

(31:41) But when somebody is talking to them (31:44) and talking about the after-effects of that medication,

(31:48) then you need the human and so on. (31:51) So I think as leaders, we have to become a lot smarter

(31:55) about bifurcating our departments into every single department: (32:00) marketing, sales, consulting. (32:03) Every single department has to think what all is possible (32:07) from an AI perspective and what all can be trained.

(32:11) And then we will have to make sure (32:14) that we are all becoming a lot more AI native (32:18) in terms of our own trainings and in terms of our own usage. (32:23) And then also, I think we have a responsibility as leaders (32:27) not to just take care of the employees that we have, (32:31) but also the future talent that is coming in (32:35) so that we can show them the light. What are those newer areas?

(32:40) Because just like when the internet revolution happened, (32:44) newer roles got created. (32:46) I'm sure there'll be a lot more newer roles (32:49) that will get created in the AI. (32:51) I'm not here to make a prediction whether AI will take away jobs, (32:56) but the reality is that there will be new jobs that will get created. (33:01) We have to be ready for that.

(33:03) So I think we all will have to make sure (33:06) that we are contributing from our perspectives (33:10) to move the company forward, to move our employees forward, (33:15) and to move the future talent forward also. (33:19) Yeah, thank you so much for that. (33:21) You and I can talk for another hour on this topic, (33:25) but we try to keep the experience dialogue to sizable chunks. (33:30) So I'm going to pause the recording for now (33:34) because I think the biggest lesson that people can take away (33:38) is to be a role model and give it a try. (33:42) Try to be a role model, try to get the bite-sizes of how to use AI (33:47) and automation into the system so we can alleviate (33:51) some of these concerns in healthcare. (33:55) Thank you so much, Jaspreet, for your time. (33:59) Thank you so much for being here. (34:03) Thank you so much for having me, it was wonderful.

(34:07) Thanks a lot.