A CEO's Guide to Adopting & Implementing New Technology with Nathan Whittacre, CEO of Stimulus Technologies
In this episode of Exploring Growth, host Lee Murray talks with Nathan Whitacre, CEO and Founder of Stimulus Technologies,. They discuss the challenges and strategies involved in adopting technology as a growing business. Nathan emphasizes the need for founders to shift from tactical problem-solving to strategic decision-making. The episode offers practical advice for business leaders navigating the evolving tech landscape.
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Nathan Whittacre
00:00:00
You know, the companies that we struggle with. You know, maybe not the most, but ones that we struggle with are the the owners are still trying to do it. You know, they're setting up the, the email accounts for their employees or, you know, they want to have control over everything rather than just setting the strategic direction of the way things go. The worst, the clients that we have the most trouble with are the ones that don't want to implement any new technologies that probably still be happy with windows 95 on all the computers that they can.
Lee Murray
00:00:36
Founder CEOs who are in growth mode often find themselves in a place where they have to make decisions around adopting new technology, and it can be very overwhelming. So today, my guest is Nathan Whitacre, CEO of Stimulus Technologies, and he's going to walk us through the right mindset and approach to proper technology adoption and implementation. So welcome to the show, Nathan.
Nathan Whittacre
00:01:01
I think it's great to be here.
Lee Murray
00:01:03
Yeah, this is interesting topic. You know, every company has got to go through this.
Lee Murray
00:01:08
And so I thought, you know, let's carve out a little time to to chat about it before we get into this. Tell us a little bit about yourself and your company.
Nathan Whittacre
00:01:17
Sure. I'm Nathan Whitaker. So as you said, CEO of founder of Stimulus Technologies. We started the company in 1995. So next year is 30 years of running the company. And even before that, you know, as a kid growing up, I was always interested in technology, experiment around with different types of technology and eventually got my bachelor's and master's in computer science. founded the company with my brother and my dad, and, you know, big growing the company by helping other companies grow and expand their companies through technology. So, we operate in five different states in the United States and help companies from coast to coast, and even to Hawaii, use technology better. We have a full range of offerings from, IT services, cybersecurity, voice over IP and internet services. So everything related around technology for businesses, we we help them out with.
Lee Murray
00:02:20
That's awesome. so 95 that's you've seen a lot of change happen in tech with technology. What was it? What did the landscape look like back then for how you guys fit in the market?
Nathan Whittacre
00:02:34
Yeah. So I remember one of our first marketing pieces was, announcing windows 95. You know, we would build computers with windows 95 on them. That's amazing. And that was a, you know, big rollout for us. you know, windows 95 was, you know, quite a bit different than, you know, the windows three one or DOS. it was the first operating system with like a web browser built into it. And it was, you know, or actually, I think it was windows 98 that had Internet Explorer for the first time. So it's definitely things have changed a lot since then to think about, you know, having a computer, even without an internet browser, you know, that's included or even, you know, viable or people, you know, may have had AOL, or some other type of dial up connection.
Nathan Whittacre
00:03:23
And so computers have come, you know, from a personal standpoint and from a corporate standpoint have changed dramatically over the years, that we've been in it. And our model of delivering service has changed quite a bit to how we worked with companies has changed a lot. So it's, I've seen it. I've seen a lot of that.
Lee Murray
00:03:44
I mean, that's probably a podcast on its own. You know, I would imagine going from a desktop computer that was there to sort of process, Us, you know, not to to make a lot of it, but process data into, you know, privately or, you know, content privately. It you would you went to, connectivity, you know, connectivity of all the different types of, PCs. And, you know, then on the onset of the internet, I'm sure there's probably a lot of learning the technology while you're flying the plane, because you have to learn what's happening so that you can then therefore work with the clients that you are working with and help, you know, advise them.
Lee Murray
00:04:30
I mean, tell me a little bit about what that was like going from, just, you know, PCs on desktops to being interconnected with the web and adopting all that technology, but then also advising.
Nathan Whittacre
00:04:46
Yeah, it's a very big change. And I think we, it hasn't stopped for sure. It was on a, webinar just a minute ago or earlier this morning that, there was somebody that came on that, you know, the the emcee that introduced him and said, oh, he's an expert on AI. And and the guy that came on said, well, I don't think anybody can say that they're an expert on AI. You know, that's such a brand new technology for business implementation, right? that there's very few people that are experts in it because, you know, generative AI is so new. And I think that's the way it's been in the industry, you know, for 30 years is how do you claim to be an expert on, you know, internet services when it's a brand new technology and we're still inventing how it works? I mean, there might be, you know, a very small pool of people that are experts on, you know, writing HTML code back in 1995, for example.
Nathan Whittacre
00:05:44
So it is it is interesting that we've had to constantly adopt to these new technologies that have come out, and it's really staying up on our trade. You know, it's. We're always reviewing how we're delivering services, what our service offering is, how we interact with clients. And then, you know, taking one of the biggest things that we do is we take a business need that a company has and translate that into a technology solution. And sometimes that's really hard. It's we have to do a lot of research to understand, you know, what problems the client's having and then in turn, see what opportunities are out there to solve that problem. And maybe there's not a technology, maybe something has to be written, you know, new code. Or maybe we just have to wait for things to be solved. you know, it's definitely, has changed a lot over the years, and we've had to work hard to keep up to it.
Lee Murray
00:06:44
Yeah. For sure. And we fast forward to today.
Lee Murray
00:06:47
everything is technology based in some form or another. Software based. I've heard people say, you know, every company is a software company. you know, and I think that there's a lot of merit to that. as you are working with companies now and again, a lot of people listening are founders, CEOs of, you know, second stage growth companies. What's that shift from your perspective? You know, adopting technology, working with technology, as you're growing and scaling your company. What's the shift that a founder needs to make as they're going from founder to CEO, from a mindset perspective? from a thinking perspective.
Nathan Whittacre
00:07:29
I think as a founder, you know, if you're a small company, you know, solo entrepreneur or, you know, one person or small team, you know, you're handling everything within that small team, you might actually have all those hats on yourself. And it's really easy to pick and choose technologies that you're comfortable using in that small team. And because it's very small. you can, you know, build in a lot of security and a lot of processes that work for that small group.
Nathan Whittacre
00:08:02
But moving to a larger group when you have, you know, 20, 30, you know, 50, 100 employees, you have to really think about how technology works quite a bit differently. and you're no longer the one necessarily implementing it. You know, the companies that we struggle with, you know, maybe not the most, but ones that we struggle with are the the owners are still trying to do it. You know, they're setting up the, the email accounts for their employees or, you know, they want to have control over everything rather than just setting the strategic direction of the way things go. the worst the clients that we have the most trouble with are the ones that don't want to implement any new technologies that probably still be happy with windows 95 on all the computers that they can.
Lee Murray
00:08:48
I don't know how they would even be a client of yours.
Nathan Whittacre
00:08:50
I don't know either, but, But, you know, there are a lot of people that are scared of technology and scared of, how it affects their business and don't want to invest in it because they.
Nathan Whittacre
00:09:00
There's a lack of understanding. You know, the power comes from just not understanding what the technology is or not. Not knowing how to talk about it. But I think that transition, you know, whatever in your business and I've gone through it myself as we've grown, the company, is taking and and understanding all the aspects of the business enough that you can have a good discussion with the professional, that will be implementing it inside the company. So, yeah, rather than, you know, doing a bunch of Google searches and finding out, you know, which online file sharing system you want to use, or, project management system or line of business application, you have to go to a trusted advisor or guide that helps you through that process and say this is a problem that I'm having. I want to, you know, have my employees to report KPIs on a dashboard, and I want to be able to track those. what kind of technologies do you recommend to do that? And then what do we need to implement inside the organization? to, to solve this problem.
Nathan Whittacre
00:10:06
And so that's a shift. You know, it's definitely a shift for, you know, a growing company to move away from, you know, always in operations, being tactical about it to looking strategically and then having those discussions with the professionals to actually do the implementations.
Lee Murray
00:10:23
Yeah for sure. Okay. So if we look at, what a successful implementation looks like inside of a company, let's, let's break that down. I mean, I'm sure that there's lots of ways you've seen this happen. Good, good, bad and ugly. what are some sort of sort of framework of, or, you know, outline of how you would think about advising someone for best practices.
Nathan Whittacre
00:10:50
Well, let's start off with what not to do. Yeah, that'd be great. Most companies do is they go to a conference or they go, you know, listen to a podcast, maybe. Or, you know, they hear or one of their buddies has it and they say, oh, there's this new technology out there.
Nathan Whittacre
00:11:05
I know I need to implement ChatGPT inside my organization. I got to have AI today. And so they come back in the office and they tell us, you know, their, their, operations person, we got to implement this new technology. And they throw a bunch of money at it. And a few months later, they're everybody's frustrated because they spent some money and didn't get any results or ROI out of the money and time that was spent. So that's what's not to do. I think the the first step to implementing any new technology inside organization is to drill down to a problem that you have. You don't you don't need to have a solution to find a problem, you need a you need a solution to solve a problem. And so first identifying what the issues are. And then what is the. And then setting what the end state should be inside. You know that that solution. So let's say for example you know a lot of growing companies need to implement a new accounting system. I love this example because if you do a quick Google for ERP solution failures, you will have 10 million search, you know, search results.
Nathan Whittacre
00:12:20
so, you know, companies often want to implement ERP because they understand that an enterprise resource planning system is the next evolution to, you know, your basic QuickBooks online accounting package or something like that. And so they say, okay, I got to do this. But they don't ask like what are the end results? What do we want out of this? What are our goals and how do we know it's successful. And the first step to a successful technology implementation is really define what the outcomes are. Then you have to define who the stakeholders are in that implementation. And a lot of times when especially, you know, developing or implementing a technology that's widespread across organization, everybody inside the organization has to be involved. Everybody's a stakeholder. Whereas, you know, maybe a small implementation, only a few people might be affected by it. But a big thing like an ERP system or a new line of business application, is is affecting even your, your frontline workers, you know, customer service agents, accounting people, whatever it may be.
Nathan Whittacre
00:13:25
Every everybody's affected by it. So identifying who's going to be affected, how they want to see those outcomes and what problems they are having that can be solved by this new solution. And now you have a good definition of this is the type of system that we want to implement. Then at that point you go to market and say what What offerings are out there that can solve these problems for us and generate these outcomes. And the nice thing about it is that it really narrows down the list of the solutions you can buy, you know, rather than, you know, talking to a ten different vendors. And all of them sound pretty good. You might, you know, talk to ten and know that there's 1 or 2 that can solve the majority of those problems that you're having, and you have to set priorities for the problems, too, because sometimes they're not. All, issues can be solved by the one solution. You have to have your top priorities that need to be solved, or top maybe integrations that you need to, to include.
Nathan Whittacre
00:14:26
And once you've gone through that whole process, you've chosen your system. then at that point, you start your implementation. You need a champion inside your organization that that drives that implementation and ensures that it's, that it's successful across the whole organization and developing new policies and procedures, standard operating procedures, workflow diagrams, things like that, so that everybody can follow and be trained on through that implementation. Because what happens a lot in organizations is you get a new piece of software that looks cool and great, but suddenly, you know, people fall back to the old way of doing things. So they say, well, I didn't have enough training or I didn't understand the new process. And without clear training and clear new methods of operation, that new system won't stick. And that's where, you know, a lot of CRM or which the, the customer relationship management softwares, which is another failure. Often CRM, ERP, that's where all these fail because they, people just want to go back to the way that we did it before.
Nathan Whittacre
00:15:29
It was a lot easier. And, you know, there's just always resistance. So providing that training, providing those workflows will lead to that success SAS in the full implementation.
Lee Murray
00:15:43
So okay, I have some questions here. Let's unpack all this. the the the team member, the the champion you mentioned. Would it make sense to have sort of denote a champion, a, you know, main person that's going to be throughout the organization for at the beginning, where you're going to look at the solution providers and then have that person have continuity all the way through. So that seems like they would have, you know, you get to the end of implementation and there are some people that are going to no matter how well it goes, they're going to be upset or, you know, kind of sneer at certain things that have happened or occurred. So it seems to me that a champion from the beginning can reference all those conversations and say, hey, remember when we had this conversation about this? We knew this wasn't going to be exactly how we wanted it here? and dispel some, you know, discontent, maybe.
Lee Murray
00:16:37
would you advise to have that person be have continuity, or would that be really more on the back end for implementation?
Nathan Whittacre
00:16:43
I think it's continuity throughout and it doesn't necessarily be need to be, you know, a senior level executive or, you know, somebody inside the organization that has, you know, full authority. They need to have authority given to them to drive the implementation, but they should be the champion of the operations, you know, the go to person that understands how everything is pieced together. So I think choosing that position early on is the best, because your vendors know who they should go to, you know, for questions or implementation issues. The employees know who to go to, and they just become an expert on the system throughout the process. And they can answer all the the why questions. You know, there's a lot of why questions that come along after, oh, why did we do this? It was it was working just fine before. And and then that person. Yeah they forgot and and they say oh well we did this because we were having this problem.
Nathan Whittacre
00:17:40
We wanted to solve it. Oh that's right. I forgot that we had that problem before. I'm glad that that's gone now. I know we have these new sets of problems, but I'm glad that that other one is gone.
Lee Murray
00:17:50
So where do you find the champion? Is it typically a department head or an executive, or is it as obvious as that, or is it? How do you determine who that is?
Nathan Whittacre
00:17:59
I think it's a lot of times the department head or somebody inside the organization that wants to take that on, they have to have enough authority to to drive adoption. Yeah. You know, but it could be, you know, a front line employee that's really good at their job and and can lead that implementation. but just as long as the leader of the organization or leader of the department, you know, clearly spells out that that person has authority to drive the.
Lee Murray
00:18:25
Adoption, right? Yeah, that makes sense. So make it a little harder. So I agree completely. Going back to the beginning of what you were talking about, people finding they get emotional out of the conference because it was a dynamic, you know, keynote speaker talking about X, Y, Z.
Lee Murray
00:18:41
And, they come back on fire and everyone else is disconnected from what they heard. that's that's what I see a lot is they get they get, you know, someone tells them they should do something. So they come back and they start guns blazing. I think that, it sounds like the, the next natural step is to audit that thinking and and look to see, okay, this this is a solution to what problem. And do we have that problem. Because if you don't have that problem or a sub or a set of problems that that would solve, that it doesn't really make sense to move forward with a solution that with problems you don't have.
Nathan Whittacre
00:19:21
Yeah for sure. Right. One thing that we've done in our organization, we've adopted, iOS, the entrepreneur operating system. Yeah. Excuse me. So what I like about EOS a lot is that you identify the issues that you're having, and then you prioritize solving those issues and having, you know, a written list of all the problems that we're trying to solve.
Nathan Whittacre
00:19:49
You realize that when a new problem comes along, it does fit in to a priority list. And the question that I've asked a number of times inside my organization has said, is that problem more important than these other top priorities? You know, why are we bumping that to the most critical thing that we are solving today? If there's only certain amount of time and bandwidth inside the organization. Sure. And so having an existing list of issues and goals that you're, you're working on allows you to quickly identify what problems take the most priority. And maybe it does. Maybe it maybe immediately that problem. you know, for competitive reasons or, For regulatory reasons, whatever it may be, has to bump to the top of the list. But unless you have that identified beforehand, it's hard to, hard to ask those questions, right?
Lee Murray
00:20:46
I want to go back to one thing you mentioned about, failure, adoption, actually not or implementation. Not not taking. What kind of responsibility do the solution providers themselves have in trying to make their solution that their client is buying take and and I mean responsibility, but how much, impact can they really have reaching across from providing a solution to each individual client, and helping that adoption take place?
Nathan Whittacre
00:21:20
That's a really good question.
Nathan Whittacre
00:21:23
What I find with a lot of technology vendors, is you have a salesperson that's very raw, Ra ra. Let's do. This is going to be the greatest thing since sliced bread, right? And then as soon as you sign the contract, they're gone off to the next cell and it's left to the implementation team. What I've what I would recommend to everybody in here that's listening to this is get some type of engineer on the call and ask the tough questions to an implementation person or an engineer, because a lot of times a salesperson will say, oh yeah, we can do that. That's a functionality. And then when you talk to the people that are actually implementing it, they may tell you, you know, that's a future release or, you know, it doesn't exactly work that way or it doesn't integrate exactly that way. And we've we've seen a lot of solutions fail because the salesperson has sold something that, you know, doesn't exactly work. Right. And, and, and that sales person's already moved on, and it's hard to hard to throw the vendor completely under the, you know, that that salesperson under the bus.
Nathan Whittacre
00:22:37
But I honestly it's their responsibility to ensure that it's completed. But I, I think getting a clear statement of work from the vendor and an understanding of what their, you know, the end goal is what they're solving. it can't just be, you know, buy this product and expect it to work perfectly. You need a very clear statement of work that everybody understands, and then you can go back to the vendor and say, it's your responsibility to make sure that XYZ is done properly. Yeah. These are the problems I'm trying to solve. These are the integrations that need to occur. This is the outcome that we expect. And now I can hold their feet to the fire and saying, I'm not getting what you told me would be sold. Yeah.
Lee Murray
00:23:17
Yeah. Managing expectations, it sounds like, is the responsibility. I'm kind of drawing an answer here. being the responsibility of the salesperson. Therefore, the responsibility of the company to set and manage those expectations for the client, leading them, you know, versus, kind of leaving it up to the client to navigate that, in detail because the client doesn't know what they don't know.
Lee Murray
00:23:43
you know, and the solution provider does. So as we move on now. you've sort of given us a great framework. Let's let's see what this looks like. how it plays out in two different areas. as we're looking at adoption implementation. The first one we had talked about is, cybersecurity. Talk about how like, what does adoption look like? What is implementation for new technology look like? since cybersecurity is a big deal.
Nathan Whittacre
00:24:13
Well, we wish it wasn't a big deal for sure. Of course, you know, and unfortunately, it's the thing that's one of the things that's changing the most and constantly changing in our field today. You know, technology has become a little bit more static. But protecting that technology, I think is becoming more difficult, especially with, you know, generative AI, I think, has given hackers a big boost over the last year and a half since ChatGPT came out. So and some of these other models that are available. so any, any cybersecurity implementation generally coincides with some type of compliance implementation too.
Nathan Whittacre
00:24:55
Okay. and, and a lot of businesses say to us, you know, I don't have any compliance needs. I'm not in a regulated industry. I can tell you that every business that takes a credit card has some type of compliance. And if you want to apply for any insurance policy, there's, compliance requirements. And I've, I'm seeing the insurance companies getting a lot more strict on their requirements to even offer a cyber insurance plan or some type of, you know, cyber liability insurance policy, which every business should have today. when one hack, could cost you more money than a fire burning down your building ever would. That's crazy. You know, we often think, oh, I gotta protect my vehicles. I gotta protect my building. but really, a hack can be more devastating to a company than any of those events. So buying that insurance is essential. And then what? What is the insurance company requiring you or recommending that you do inside your organization? And that's every every year I'm seeing that change dramatically or be more strict every year.
Nathan Whittacre
00:26:09
so what type of implementations are we seeing today. the the most basic one that we're seeing is making sure that multi-factor authentication is enabled on all accounts, email accounts, bank accounts. any confidential or proprietary information that you have, making sure that those are protected by multi-factor authentication. When I say that it's you have a username and password and then a one time passcode. either you know, an SMS text or, an authenticator app that's generating a code or biometrics. biometrics being the best out of those three. So that's that's a requirement today. And it's a moving target because as you implement new systems, you have to make sure that multi-factor authentication is enforced on those systems. Yeah. another changing, requirement is having, what we call EDR solutions, which is, an advanced endpoint protection system beyond virus protection. We used to just, you know, install virus protection on all the computers and call it good. Now we have to have this advanced, antivirus, you know, 2.0, type solution. And so that's, that's now becoming a requirement.
Nathan Whittacre
00:27:24
and then if you're in any type of regulated industry, speaking of regulations, whether it's, you know, HIPAA or, you know, you need NIST compliance, maybe working with the government. there's FTC safeguards. If you're in the banking or automotive industries, there's all these things that are now coming down from government agencies, implementing more advanced security, like zero trust or, managed detection and response. these are advanced what we, you know, five years ago, we'd say only a company with tens of thousands of employees would need these type of technologies. But now it's, you know, even a small company needs to implement much more advanced technologies. So, it's really understanding what your requirements as a business are, what type of information you need to protect, and who's telling you to protect it. And then you decide what you need to implement. And there's a full array of, of different things that may need to be implemented.
Lee Murray
00:28:23
Okay. Yeah. So then what would be the thinking around problem solution there? You know, kind of going back to our you hear this from a conference.
Lee Murray
00:28:30
You get excited. It doesn't it's not really something you need versus you have a problem. You're looking for solutions. how should a business owner, you know, try to try to try to navigate that?
Nathan Whittacre
00:28:42
Well, one of the biggest problems is, you know, the the compliance side of things. You're being told by your insurance company or regulatory body that you have to implement that. So that's like a non-negotiable, right? you know, another problem you might be solving is, you have confidential data that you want to protect, or a new software system you want to protect is identifying that as an area that you want to protect. And then you need to find a solution to protect or keep that safe. so that, and, and any growing business, you know, you got to start thinking also about, protecting your bank accounts, protecting your processes and your accounting department, which is, you know, the financial fraud of things. you know, it's it's all, you know, building these firewalls up around different parts of your organization and thinking how to better protect it.
Nathan Whittacre
00:29:34
But what we're seeing is a lot of that is still getting driven by the compliance side of it. You know, the ensuring that we're compliant. So, what? You know, going to a conference and hearing something, you know, you might go to a conference in here, like I need to implement zero trust. That's, you know, what I got to do today? I'm going to buy this piece of software, you know, from CrowdStrike or one of these companies and, and implement zero trust in my organization. But you haven't done other basic things first. And so it's there. I, I have kind of a ladder that you have to climb up before you achieve, you know, some of these higher level level of implementation of cybersecurity. So don't you can't get to the top level without implementing the basic processes. And so having somebody walk you through that, a cybersecurity professional that can say, okay, this is where we're at today. This is the current state. This is our end state.
Nathan Whittacre
00:30:30
but we got to implement these things along the way to get there. And that that takes a little bit of thought and planning.
Lee Murray
00:30:37
Sure. Yeah. I like that. this has been a great interview. I appreciate you coming on and delivering lots of value. to wrap it up. Is there a question that I haven't answered? or is there something you want to say to, you know, a bunch of, founder CEOs that are running companies and thinking through this?
Nathan Whittacre
00:30:56
I think we touched on it briefly. I is certainly, you know, the hot topic today. and I think every business owner should be thinking about ways to automate their work. And through that automation process is how you become an expert in what you do. we have to differentiate our differentiate ourselves as businesses, moving forward, because there's going to be a lot of companies that are coming along that it may be more efficient, maybe offering automated solutions to what we already do. And we we have to figure out ways to differentiate ourselves, whether it's, you know, personal interactions, or, you know, faster service, cheaper service, whatever it may be.
Nathan Whittacre
00:31:41
But, you know, figure out ways inside your organization that you can automate your processes and the way you do things. So we could be more efficient going forward. And that's what, you know, the the idea behind AI is I can get rid of these mundane tasks that we have to do, turn it over to the machines, which we've been doing for years with computers. Right. But we could do it even better today with with AI solutions. but, you know, think about that inside your business. What are the what are the ways that we can improve the the way we work through automation and using AI to to assist with that? There may not be solutions for it for today, but they'll be coming out and just exploring those. Those opportunities. And it's exciting. I'm as a technologist, it's a it's a new frontier and I'm very excited about it.
Lee Murray
00:32:28
Yeah, of course I love the way you said that, that we should all be working on automation so we can learn the business that we're in.
Lee Murray
00:32:35
I think that's that's a gold nugget if there ever was, because it's so true that as soon as you start working on systems and processes and really examining what it is that you do, you start to learn what it is that you do. that's that's huge. Thanks for that for sure.
Nathan Whittacre
00:32:53
So that's that would be my nugget. And then, you know, if anybody wants to connect with me, on LinkedIn, happy to have a further conversation with people about technology. You know, something I'm passionate about, obviously. And yeah, yeah, I'm happy to have a further conversation.
Lee Murray
00:33:08
That's awesome. Thanks. And I think you have a book that you wrote.
Nathan Whittacre
00:33:11
I do. So, the CEO's Digital Survival Guide. it is, a book to help Mostly, you know, growing business owners understand all the technology that they need to implement inside their company. And I drill it down into terms and stories that are relatable, so that you can have these conversations and know what you need to be doing.
Nathan Whittacre
00:33:33
So, back to that, LinkedIn. If you connect with me on LinkedIn and send me a quick message and say, I heard you on the Exploring Growth podcast. I'll be happy to send you a free copy of the book.
Lee Murray
00:33:44
That's awesome, I appreciate that. That's nice. and then also you have a podcast of your own.
Nathan Whittacre
00:33:52
I do so stimulus tech talk. We we discuss a lot of these topics in more in detail. we go into AI, cybersecurity, general business processes through technology. we have we published about every other week. That's great. Find us on all the resource.
Lee Murray
00:34:10
Awesome. This has been great. Thanks for coming on and I appreciate all your ideas.
Nathan Whittacre
00:34:15
My pleasure. Thanks, Lee.