#142 - Mario Baddour on Balancing AI, Empathy, and Global Growth at InteLogix

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What you cannot transact to a digital solution on is when you go get diagnosed by a
terminal illness and you come back to talk to a representative from your healthcare

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provider to put a new plan now to suit your needs for the next six months.

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That is a very, very sensitive conversation.

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This is a conversation where you're shedding tears with the customer, with the patient, uh
and you're sharing life experiences together as you put that plan together.

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And I don't see AI ready or able to do that yet.

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oh

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All right, so today on The Necessary Entrepreneur, we're joined by a leader who's
redefining what it means to run a modern business at the intersection of technology and

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human connection.

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Mario Bedor is the CEO and president of Entologic, formerly GC Services, one of North
America's largest privately held BPO and customer experience providers.

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Since taking the helm, Mario has led a major transformation rebranding the company,
embracing cutting edge tools like AI and digital twins and expanding globally.

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all while keeping people and empathy at the heart of operations.

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He believes technology should amplify, not replace the human touch.

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And he's built a culture around resilience, adaptability, and doing right by both
employees and clients.

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From scaling organizations across continents to embedding ESG and everyday business
practices, Mario has proven that growth and responsibility can go hand in hand.

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We're going to dig into his journey.

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the future of customer experience and the leadership principles that drive him.

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Mario, welcome to the necessary entrepreneur, man.

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Thank you, Mark.

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It's a pleasure to be here.

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I look forward to our uh dialogue.

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ah

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So give us the breakdown on this business BPO.

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You know, it's business process outsourcing, but from the layman's term and layman's
perspective to really break down what this industry means and what you guys are doing with

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it.

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Yeah, look, this industry has uh evolved a lot.

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uh think I was reading the other day an article, and many of us in the industry didn't
know that Coca-Cola started that in 1950.

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They needed a bit of some labor arbitrage and augmentation, the resources, uh simple
fingers and toes.

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And then back.

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kind of fast forward to the 80s, uh outsourcing in the US at least became a thing.

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It became part of the supply chain, uh not only uh augmenting resources, but also uh
outsourcing processes.

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The company felt the need to, hey, I can bring someone to uh not only help me with labor,
augmenting labor, but I can also...

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uh

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trust the organization to give them a whole process to go manage it for me.

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So staffing and recruiting, but also potentially training on a process and delivering that
process.

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uh Fast forward to the nineties and uh I would go even to the last 10, 20 years, uh the
industry became much, much more evolved and it now

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Outsourcing is really an extension of the brand that you partner with.

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And by that, mean, you truly, there is a value from outsourcing beyond simple labor
arbitrage.

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The value is a consultative value.

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um It's a em learning things before we used to go bring bunch of consultants to kind of
take a look at your process, see how they can approve it, how they can deliver continuous

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improvement.

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Well, now your outsourcer is expected to always be closing the loop on defects and
improving the process, providing feedback to the brand on how to improve the product and

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how to elevate the product.

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uh So labor arbitrage, the way it started, is table stakes at this point.

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Delivering on certain service levels are basic.

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uh The organization now is expected as an outsourcer

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to partner with the brand and truly be a trusted advisor, a partner with the brand and
say, look, we listen to your customers firsthand.

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We're learning what the need is.

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We're learning what the challenge is.

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And we put a framework together to improve that entire product for you.

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And by the way, we're going to do it cheaper, better, faster by lowering your total cost
of ownership.

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And by the way, we're going to do that through all the digital solutions out there.

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So it became a much more complicated world.

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And, by the way, we're going to do all this with trust, partnership, and a lot of empathy,
because we're to treat your customer like it's ours.

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So it started with, hey, let's get a couple bodies to help us out 75 years ago, right?

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To now.

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It's actually part of that supply chain, part of your supply chain as a, as a company.

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What's the challenges?

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if this happened with Coca-Cola in 1950 and it's evolved through all these different
decades with businesses, what's the biggest challenge for companies?

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Cause you would think the old way was hire somebody with the level of expertise in all
these areas.

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What's the challenge that caused or really created an opportunity for this business model
to evolve in this BPO space?

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Cause it seems to me that a company again would, they'd want to have access to the person,
a normal

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whatever that normal employee is working just for them.

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What caused this to happen?

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Was it access to talent?

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Is it risk?

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What is it?

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A couple of things.

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I love that you mentioned risk.

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um The legal framework in this country is fascinating.

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It's always been built.

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You know, can think of it.

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There's two systems in the world, legal systems.

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There's the English system and the American system.

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And the American legal system is very unique in a way.

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It was built and designed and constructed.

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um

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in order to, in the industrial age, to promote capitalism and to promote business growth,
et cetera.

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And by that, I'm no attorney in any way, or form, but it's fascinating to understand how
our legal system has been built because once you understand that, you realize that unlike

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other systems in the world, it's ever evolving.

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It always evolves.

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And the legal system has allowed in many ways this industry to flourish because now

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A brand would say, look, I can outsource the liability, back to your comment around risk.

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Look, I can focus on building the product.

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can focus on design.

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can build a robust R and D, while let someone else handle the, um, the dynamics and, and
labor that I don't have to worry about.

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We're the most litigious country in the world.

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So when you start dealing with labor, as you know, you, you have a lot of intricacies that
you have to kind of.

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plan for and design for uh from a compliance standpoint.

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And it's very, very valuable for a brand to focus on what they do best, build the product
and let someone else manage the labor for you.

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So that's kind of how it started in the beginning.

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uh I love that you use the word risk because truly risk and need of labor uh pushed this
industry significantly to

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to uh become what it is today.

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uh Of course, there was cost reduction pressures at some point.

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em You built a product, you were unique delivering that product, but then competition
happened and now other companies are competing with you, the incumbents have similar

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products, therefore now you need to start reducing your costs, companies realized they
could lower.

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labor costs and operational costs by contracting uh work to uh an outsourcer that has a
lesser uh expenses internally and they can deliver a process in a leaner way.

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And probably at some point in this dialogue, we'll get to how it even evolved beyond the
US uh in offshoring markets such as global markets, such as the Philippines, India,

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Eastern Europe, Latin America.

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So now you're like, Hey, we can even do it even cheaper in other countries.

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em There was repercussions to that where you had to send a lot of expats to build these
markets and build two things, a, the affinity to the U S culture.

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So when you're calling, you're talking to someone who uh understands em the U S culture,
understands the way we talk, the way what's interesting to us, et cetera.

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Um, but also it evolved so much offshore to the point where now you do it because you gain
experience by, um, outsourcing to certain, um, hyper scalers, countries, I would say.

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Um, but that's, um, but that's a topic I think we should probably touch on later on.

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Or benefits, pros and cons, you know, um, maybe you want to talk a little bit about some,
um, the politics that.

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uh different governments bring to the table when it comes to offshoring and keeping the
work onshore as well.

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Yeah.

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I think what we can do is we can go ahead and do that.

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Maybe we can get back to later is I was thinking about what the journey was that attracted
you uh here to this industry.

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Yeah, look, it's fine.

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mean, I, I, uh, I went to school for architectural engineering, so this was not the plan.

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Uh, right.

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as an architect, I realized very quickly, I don't think I'm going to get a job if I don't
learn AutoCAD at some point, because we were doing drafting everything manually.

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So, um, as an intern at Hewlett Packard, I had an opportunity to go in and, uh, learn
AutoCAD and, and practice, uh, my, my AutoCAD skillset and, uh

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I happen to speak languages as well.

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As you know, Canada is, I was in Canada at the time.

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is a bilingual country in French and English.

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were building our first, HP was building our first call center and they needed the
legislation in Canada is to deliver services in both official languages.

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So they needed someone who spoke French as well.

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Lo-be-hold, I was called on.

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I was a young engineer at the time and I found myself with a headset on in the call
center, uh designing curriculums, learning curriculums.

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was back in the days, it was much, much different.

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uh You would talk to the customer uh and uh we were working on product line 30 and product
line 30, a Hewlett Packard used to be those large pre-press machines, uh the large

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plotters.

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So you'll be talking with a press house, um configuring the plotter, trying to diagnose um
issues with it.

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And at some point you would say, look, give me your address.

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I'll drive down and we'll finish by tuning it on site.

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So that was the dynamics was much different at the time, but fast forward, the business
grew.

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um We uh had a need to outsource.

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similar to kind of what we talked about earlier.

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We had a need to augment our labor.

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It was simply labor arbitrage at the time.

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I'm talking 25 years ago.

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And then, uh you know, it evolved to uh myself managing and being engaged with our
vendors, uh building relationships with our vendors.

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And soon enough, I jumped on the other side of the fence and I don't regret uh anything of
it.

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uh

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The other side of the fence is operations, right?

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It's outsourcing.

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on the client side, you're an uh inch wide and a mile deep.

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You're highly specialized.

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And on the outsourcing side, you start with being a mile uh wide and an inch deep.

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But as you progress in your career, you realize that

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The opportunities are great.

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The exposure is fantastic.

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You get exposed to various industries, fintech, hospitality, travel, automotives,
healthcare, e-commerce, et cetera, et cetera, then telecom, et cetera.

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And then you eventually become, there is an opportunity if you take it seriously and you
actually are curious enough.

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and engage appropriately with your clients, you can become a mile wide and a mile deep.

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And that's something very, very unique in this industry and it's hard to let go of.

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So why come be the CEO of the company that you're running and operating now?

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Why come do this?

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What led you here through this journey?

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Look, this was, this was fascinating.

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I've always been involved in public companies, much larger organizations.

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uh My last uh engagement was with a, a global firm.

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were about in 13 countries, 50,000 employees plus.

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uh We've had lots of fun.

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spent there almost 10 years.

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Learned a lot, became the global COO, uh led various regions and

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there was an opportunity here to come in and take all these lessons learned throughout my
career and, um, deploy them to do something unique, um, to, do something, something unique

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on an asset that was frankly, uh, in distress at the time.

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And I thought, what a great opportunity.

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If you can come in, do it right.

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Um, do it thoughtfully.

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and strategically and make money also for the investors at the same time.

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And, and, and, and that's kind of what we set sail on.

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came in here, uh, when I say we, because when you're a CEO, I think your value is no
longer whether you can operate or not.

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Your value is can you assemble a team that will come join you on the journey and, um, do
what you do best.

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And as easy as this sounds,

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As a CEO, think your biggest challenge is being able to assemble a team for the various
phases of the organization and various stages of the organization.

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uh There are teams that are very good in demolishing things and cleaning things.

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So, so you can pave the way to, for rebuild.

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There are teams that are great at building and they are teams that are amazing at
stretching and growing uh what you've built.

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And.

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Sometimes you're lucky if you have the same team members that can do all these stages and
sometimes you have to pivot.

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It's almost like um Think of it as a I use a football analogy you have to trade your your
players depends on what your strategy is for the season

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So you said the lessons that you learned brought you here, sometimes the hard lessons of
being a CEO.

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And then also you mentioned about really the difficulty, what makes you really valuable is
being able to assemble a team, a great team to execute the business plan for ROI, to give

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a great experience to the current employees, to help them.

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I'm assuming it matters to you and reading some of your bio, it matters to you to help
build people to this next place as well, to give them the opportunity, the same one that

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Mario had 20 or 30 years ago.

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So what are some of the critical things that you've learned about assembling this team?

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Yeah, Marga, that's a great question.

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I've had amazing mentors and I've had not so great mentors that I still consider great
mentors because you learn equally from both.

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ah learn things that you shouldn't be doing, ah but you also learn things that you should
be doing, doing more of.

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I, and I'm, um,

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I always looked at any, I still till today, go to work thinking, how can I surround myself
with better people than I?

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And how can I learn from the team around me?

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um And this is not just because, I'm trying to be humble here.

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No, it's because this is what motivates me.

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I've always been the reason why I'm in this, in this industry, because nothing irritates
me more throughout my life since I was a kid.

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Um, it's other than being faced with something that doesn't work.

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It just gets irritated.

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I want things to work.

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Um, and, and sometimes, you know, I realize some people are okay with facing something
that doesn't work.

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They just move on to the next thing.

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I get irritated by it.

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And I think harnessing all that and bringing it into the office every day to make sure
that we build things that work, um, has been very rewarding to me.

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And I've been with leaders and mentors where they're okay with working with things that
are not working very well, as long as they can make some profit out of it.

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And I've been with others that are extremely irritated with things that don't work.

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I have seen that if you take the time to fix something that isn't working, not only could
be profitable, it could be very profitable and sticky to the marketplace as well.

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um

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I have had in my journey the...

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the luxury I would say and the fortune to work with a lot of private equities in the past
10 years or so.

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And this BPO space has been uh lately accumulation of many companies put together by
private equities, merged, acquired, et cetera.

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00:19:26,248 --> 00:19:31,360
And you've seen some that have treated the assets very well.

205
00:19:31,360 --> 00:19:32,870
They invested in it.

206
00:19:33,258 --> 00:19:38,161
thinking of the long-term growth, of skating where the puck is going.

207
00:19:38,741 --> 00:19:51,108
Or I have seen the other side where uh their only interest was to extract capital m and
dividends from the asset without reinvesting in it.

208
00:19:51,108 --> 00:19:54,350
And I have seen the end result of that as well.

209
00:19:54,350 --> 00:19:59,973
So what I try to do here at Interlogix is come in, build a team.

210
00:19:59,973 --> 00:20:01,570
uh

211
00:20:01,570 --> 00:20:10,597
that believe in the mission, build a team that are loyal to the missions more than the
individuals, because I think that's very important.

212
00:20:10,597 --> 00:20:19,783
And when you're dealing with companies of our size, it's very easy to become loyal to
certain individuals and then you lose sight of the mission.

213
00:20:20,003 --> 00:20:30,080
I always give my team a uh horrible visual, but it's on purpose for them to remember that
a pilot's mission is to land the plane safely.

214
00:20:30,158 --> 00:20:40,753
uh even if the copilot is misbehaving, uh they're within their rights to do whatever they
want to uh contain that copilot, right?

215
00:20:40,753 --> 00:20:49,016
Tie them to their seat, lock them in the restroom, do whatever they want to do with them,
as long as the plane lands safely and the passengers are safe.

216
00:20:49,016 --> 00:20:52,718
And that's what I mean by loyalty to the mission, not to the individuals.

217
00:20:52,718 --> 00:20:57,184
If you keep that in mind, uh it gives you a true north.

218
00:20:57,184 --> 00:21:00,878
as to how to operate and how to lead an organization of this size.

219
00:21:00,878 --> 00:21:04,461
And we brought a team that thinks exactly the same way.

220
00:21:04,461 --> 00:21:10,286
And we're having lots of fun working together and turning things around.

221
00:21:10,286 --> 00:21:14,955
Are you also referring to everyone taking ownership of their things?

222
00:21:15,074 --> 00:21:16,014
Yes.

223
00:21:16,334 --> 00:21:16,794
Yes.

224
00:21:16,794 --> 00:21:23,877
um You have to, you have to take ownership.

225
00:21:23,877 --> 00:21:28,898
You have to show up, first of all, and you have to be present and you have to be engaged.

226
00:21:28,898 --> 00:21:39,591
And, and then, and then you, you have to take ownership and do what's right and ensure at
the end of the day to, once you deliver the results, you win as a team.

227
00:21:39,591 --> 00:21:41,471
Don't take credit for it by yourself.

228
00:21:41,471 --> 00:21:44,102
And by the way, what I just, um

229
00:21:44,268 --> 00:21:46,709
went through is our values at Entilogix.

230
00:21:47,082 --> 00:21:47,543
Awesome.

231
00:21:47,543 --> 00:21:48,223
Of course, right?

232
00:21:48,223 --> 00:21:50,805
They're, being branded in your brain there.

233
00:21:51,326 --> 00:21:58,653
You talked to internationally to circle back here about, um, offshoring and about labor in
these other countries and stuff.

234
00:21:58,653 --> 00:22:00,045
Where's your, where's your brain out there?

235
00:22:00,045 --> 00:22:03,718
I mean, I'm sure you could riff on this for 45 minutes and just go with.

236
00:22:03,788 --> 00:22:04,018
Right.

237
00:22:04,018 --> 00:22:06,379
That's a fascinating topic for me.

238
00:22:06,379 --> 00:22:17,604
um Because um the international business has evolved significantly, especially in BPO.

239
00:22:17,965 --> 00:22:20,586
Many companies have crossed that.

240
00:22:22,158 --> 00:22:24,450
threshold to become transnational.

241
00:22:24,450 --> 00:22:28,163
Some are still stuck, maybe not stuck, maybe intentional.

242
00:22:28,163 --> 00:22:30,584
They just want to remain international.

243
00:22:30,765 --> 00:22:36,509
And maybe I should take a moment and explain in my mind how I define both.

244
00:22:37,871 --> 00:22:40,783
International was how this industry started.

245
00:22:40,783 --> 00:22:43,195
We are the largest GDP in the world.

246
00:22:43,195 --> 00:22:48,179
We have a need, an immense need for customer service in this country.

247
00:22:48,179 --> 00:22:52,190
And we had this need to uh

248
00:22:52,190 --> 00:22:58,313
augment our resources while remaining competitive in the international markets.

249
00:22:58,313 --> 00:23:11,318
So if you listen to everything I said, it actually is US brands outsourcing services to
international countries, and these international countries are servicing these US brands.

250
00:23:11,318 --> 00:23:13,929
So really, we haven't gone outside of the US.

251
00:23:13,929 --> 00:23:17,521
We just changed the delivery location to outside of the US.

252
00:23:17,521 --> 00:23:20,194
Transnational is much different.

253
00:23:20,194 --> 00:23:30,808
Transnational is when you do that, you go through that phase of international, you build
an amazing talent in these offshore markets and you now say, hey, I am delivering

254
00:23:30,808 --> 00:23:40,462
services, I don't know, in Egypt or in uh El Salvador or in India or in the Philippines or
in Poland.

255
00:23:40,763 --> 00:23:49,696
Why not delivering the same services for Polish brands and European brands and Southeast
Asian brands?

256
00:23:49,736 --> 00:23:52,488
and the Middle Eastern brands, et cetera.

257
00:23:52,488 --> 00:23:57,602
So now not only you're international, but also you're transnational.

258
00:23:57,602 --> 00:24:02,606
Now you're doing business across uh local domestic business through your U.S.

259
00:24:02,606 --> 00:24:04,388
brand in these local markets.

260
00:24:04,388 --> 00:24:08,982
That's very powerful, Mark, because it diversify your balance sheets.

261
00:24:08,982 --> 00:24:10,993
You're no longer relying on one currency.

262
00:24:10,993 --> 00:24:13,725
You have multiple currencies within your balance sheets.

263
00:24:13,725 --> 00:24:19,860
You have talent uh and mobility across your talent in the organization.

264
00:24:19,862 --> 00:24:27,950
It is amazing what you do when you put different brains, different minds, different
cultures in one room and say, here's a problem statement, solve it for me.

265
00:24:27,950 --> 00:24:39,181
The dynamics are by far different than having someone that eat the same food, walks the
same streets and live in the same community to come and try to solve a problem together.

266
00:24:39,352 --> 00:24:43,731
So what about the complexity of compliance if it's not understood?

267
00:24:44,904 --> 00:24:47,695
Um, I think you can teach compliance.

268
00:24:47,695 --> 00:24:54,417
Um, and, and we used to say that I'll actually leapfrog that whole statement.

269
00:24:55,237 --> 00:25:00,299
It is, um, a teach compliance because you can automate compliance now.

270
00:25:00,299 --> 00:25:12,520
So, so really, I mean, I have, we have a platform Mark that basically I was in Cairo two
weeks ago and I'm standing behind a workstation.

271
00:25:12,520 --> 00:25:15,652
on one of our U S clients programs.

272
00:25:16,533 --> 00:25:25,781
And I saw how they're interacting with our automated platforms where you get a widget on
the screen telling you, Mark, who's on the phone, helping the customer.

273
00:25:25,781 --> 00:25:28,743
Hey, what you just said is not necessarily true.

274
00:25:28,743 --> 00:25:32,907
I just checked in the knowledge base and that's the right answer.

275
00:25:32,907 --> 00:25:42,028
And you see the agent or the rep pivoting just in time while on the call and, changing,
um, kind of the outcome.

276
00:25:42,028 --> 00:25:43,599
of that conversation.

277
00:25:43,599 --> 00:25:48,664
And that leads to an increase of first call resolution, a critical metric, FCR, that we
measure.

278
00:25:48,664 --> 00:25:57,111
Why it's critical, because if you increase your first call resolution, you essentially
reduce your repeat calls to the call center.

279
00:25:57,111 --> 00:26:00,864
It goes back to reducing total cost of ownership that I talked about.

280
00:26:01,070 --> 00:26:03,726
Instilling massive deficiency into the process.

281
00:26:03,726 --> 00:26:04,226
Correct.

282
00:26:04,226 --> 00:26:14,682
So, so before we used to say it, we can say, look, you can put the right controls in
place, whether through a DMAIC Six Sigma approach or whether through a framework and you

283
00:26:14,682 --> 00:26:16,139
can teach it and you can train it.

284
00:26:16,139 --> 00:26:17,794
I don't need to worry about any of that right now.

285
00:26:17,794 --> 00:26:18,900
It's on the station.

286
00:26:18,900 --> 00:26:25,537
I have an AI listening to every word being said, transcribing it, pegging it against the
knowledge base.

287
00:26:25,618 --> 00:26:33,710
The telemetry is crunched so fast that the result comes back on the screen just in time
telling the individual, hey,

288
00:26:33,710 --> 00:26:36,673
pivot a little bit that wasn't necessarily accurate.

289
00:26:36,673 --> 00:26:38,555
This is what you need to read to the customer.

290
00:26:38,555 --> 00:26:41,608
Read it the way it is and that's the right answer.

291
00:26:42,018 --> 00:26:43,058
So good.

292
00:26:43,159 --> 00:26:52,368
obviously AI has been a hot topic now for two or three years, but if people dig into
business, it's being utilized, been utilized in different ways for decades.

293
00:26:52,489 --> 00:27:00,978
Just not to the hip term, but is the current evolution, is it allowing you to take your
company now and really do something unique and different with it?

294
00:27:00,978 --> 00:27:05,152
Are you able now with the evolution to really build a different company?

295
00:27:06,190 --> 00:27:09,610
It's a great question and I love how you asked it.

296
00:27:09,650 --> 00:27:12,730
99 % of time I get asked that question differently.

297
00:27:12,730 --> 00:27:15,350
Are you worried it's going to take your jobs away?

298
00:27:15,350 --> 00:27:17,010
So I love how you asked it.

299
00:27:17,010 --> 00:27:17,350
Thank you.

300
00:27:17,350 --> 00:27:19,770
But I still want to address the other 99%.

301
00:27:19,770 --> 00:27:20,510
Okay.

302
00:27:20,510 --> 00:27:27,890
So, so look, first of all, it's very exciting for me to see what's happening in the
marketplace.

303
00:27:27,890 --> 00:27:34,050
I mean, it's about time that we actually go and automate and do things and stop working
like we were in the 1950s anymore.

304
00:27:34,050 --> 00:27:34,702
Okay.

305
00:27:34,702 --> 00:27:39,442
Um, and, and so that, that idea in itself, it's very fascinating.

306
00:27:39,442 --> 00:27:40,422
It's very exciting.

307
00:27:40,422 --> 00:27:45,042
And I think we should go embrace it and do more of it, not be afraid of it.

308
00:27:45,042 --> 00:27:50,822
I've heard, uh, industry peers saying, ah, AI isn't, isn't taking our jobs.

309
00:27:50,822 --> 00:27:55,142
AI is a conversation over, over, over, um, uh, Friday evening barbecue.

310
00:27:55,142 --> 00:27:57,422
It's not a, it's not, it's not a real thing.

311
00:27:57,422 --> 00:28:01,522
Well, that's what many people said about .com as well back in 1999.

312
00:28:01,522 --> 00:28:02,042
Okay.

313
00:28:02,042 --> 00:28:04,364
So, so this is, I don't believe in that.

314
00:28:04,364 --> 00:28:05,935
I think AI is real.

315
00:28:05,935 --> 00:28:09,437
I think AI is going to reduce the traffic, i.e.

316
00:28:09,437 --> 00:28:15,250
potentially people think of it as revenue because we transact traffic, we handle traffic.

317
00:28:15,250 --> 00:28:21,984
So if the traffic of calls coming into the center are lowered, therefore your revenue is
lower.

318
00:28:21,984 --> 00:28:25,806
But there's a whole catch to all this.

319
00:28:26,526 --> 00:28:33,122
Number one, to address your first statement, yes, AI has evolved.

320
00:28:33,122 --> 00:28:42,566
We used to call it RPAs, RPOs, we used to call it uh generative AI, and now all of a
sudden the market is talking about agentic.

321
00:28:42,806 --> 00:28:45,887
What does all that mean?

322
00:28:47,068 --> 00:28:52,490
We really evolved from predicting.

323
00:28:52,490 --> 00:29:02,474
So we had a digital automation solution that was able to predict based on algorithms.

324
00:29:02,858 --> 00:29:08,120
run some regression analysis and you can predict what the outcomes are.

325
00:29:08,120 --> 00:29:12,722
So we went from predicting to creating.

326
00:29:12,722 --> 00:29:15,683
And AI now is able to create.

327
00:29:16,164 --> 00:29:22,837
And once you have creation, now you could have decision-making and strategizing.

328
00:29:22,837 --> 00:29:25,898
And that is the kind of dangerous part, right?

329
00:29:25,898 --> 00:29:29,119
Because it's fun and it's dangerous.

330
00:29:29,119 --> 00:29:31,190
So, but let's first establish.

331
00:29:31,726 --> 00:29:42,086
In a very simple terms with what the journey has been, it was predicting to creating and
now strategizing.

332
00:29:42,246 --> 00:29:47,006
Why this is dangerous because now the source becomes very, very critical.

333
00:29:47,006 --> 00:29:51,546
And this is where you're hearing more and more in the industry mark, ethical AI.

334
00:29:51,546 --> 00:29:52,186
What is AI?

335
00:29:52,186 --> 00:30:00,914
AI at end of the day is it just feeds from a repository of an LLM large language model and
that large language model.

336
00:30:00,914 --> 00:30:12,051
has structured uh data in it and it basically pulls from there to uh predict, create and
analyze.

337
00:30:12,051 --> 00:30:16,377
But if that large language, if that well is contaminated.

338
00:30:17,100 --> 00:30:18,466
Yeah, who's writing the language, right?

339
00:30:18,466 --> 00:30:21,396
Who's writing the language that it's going to talk and learn from?

340
00:30:21,934 --> 00:30:23,614
And it's more than writing the language.

341
00:30:24,394 --> 00:30:28,394
Writing the language is only for that engine to function.

342
00:30:29,634 --> 00:30:32,254
Or that well to function.

343
00:30:32,254 --> 00:30:34,294
But what water are you putting in the well?

344
00:30:34,294 --> 00:30:36,674
think that's the question.

345
00:30:37,354 --> 00:30:43,134
So the language can be written and it can pull the information based on a question you
ask, gives you the answer.

346
00:30:43,574 --> 00:30:48,914
But what language content is in that language model?

347
00:30:48,914 --> 00:30:50,934
I think that's what's very critical.

348
00:30:50,958 --> 00:30:53,618
And look, we're seeing it every day.

349
00:30:53,618 --> 00:30:59,358
get vendors offering me the same solution at $2 a license and others at $50 a license.

350
00:30:59,358 --> 00:31:05,878
And then you start digging deep and you're like, yeah, someone is writing it in some part
of the world and there's no compliance.

351
00:31:05,878 --> 00:31:08,618
There's no regulatory framework and they can put whatever they want in it.

352
00:31:08,618 --> 00:31:10,418
And sure, you can sell it for $2.

353
00:31:10,418 --> 00:31:18,126
But for the non savvy operator and but a non AI savvy operator would say, they would look
at this and say,

354
00:31:18,126 --> 00:31:19,506
Gosh, I can buy it for $2.

355
00:31:19,506 --> 00:31:21,306
Why would I go pay $50 somewhere else?

356
00:31:21,306 --> 00:31:22,506
Let's just go do it.

357
00:31:22,506 --> 00:31:31,826
And then you're seeing a lot of that feeding social media, the web, the, um, you ha you
can't trust anything you ask right now before checking the source, as you know.

358
00:31:31,826 --> 00:31:34,345
Um, so, so, so this is very critical.

359
00:31:34,345 --> 00:31:39,166
I think it, at some, I will summit, summarize it down to this.

360
00:31:39,526 --> 00:31:41,166
The content is critical.

361
00:31:41,166 --> 00:31:44,406
You put a crappy contract, get content, you get a crappy outcome.

362
00:31:44,406 --> 00:31:45,606
I mean, that's just that simple.

363
00:31:45,606 --> 00:31:46,686
So you need to understand.

364
00:31:46,686 --> 00:31:48,286
So you can have the best.

365
00:31:48,618 --> 00:31:55,810
a more sophisticated, well-designed language model coded in the most sophisticated way.

366
00:31:55,810 --> 00:31:57,974
Content is king at the end of the day.

367
00:31:57,974 --> 00:32:00,997
So whatever you put in there has to come out after.

368
00:32:01,518 --> 00:32:04,158
So basically, let me try to reframe more of the language.

369
00:32:04,158 --> 00:32:08,438
It's what's the philosophy of the thing, right?

370
00:32:08,438 --> 00:32:10,418
How does it think?

371
00:32:10,618 --> 00:32:15,694
What's the, what are the, what's, not to use this word too, but it's like, what are the
morals of the system?

372
00:32:15,694 --> 00:32:17,434
Yes, 100%.

373
00:32:17,434 --> 00:32:18,354
I love that.

374
00:32:18,354 --> 00:32:20,394
What are the morals of the system?

375
00:32:20,394 --> 00:32:26,734
And then imagine if you put that on a whiteboard as a statement, and then you're going
through a procurement exercise.

376
00:32:26,734 --> 00:32:28,894
Imagine how powerful that statement is.

377
00:32:28,894 --> 00:32:34,114
Because now you're thinking, I don't care how much these partners cost.

378
00:32:34,114 --> 00:32:37,134
Do we have those same values?

379
00:32:37,134 --> 00:32:39,674
And should we even bring them and consider them?

380
00:32:39,674 --> 00:32:42,274
Should they come into this room and pitch for us?

381
00:32:42,406 --> 00:32:43,877
And how do they do business?

382
00:32:43,877 --> 00:32:45,788
Where are they getting their content from?

383
00:32:45,788 --> 00:32:52,573
ah What's the fidelity of all that content looks like, et cetera?

384
00:32:52,573 --> 00:32:55,124
So yes, that statement is very powerful.

385
00:32:55,124 --> 00:33:01,268
And it could be the true north and the guiding star for your procurement exercise.

386
00:33:02,040 --> 00:33:08,137
Do you think that our human brains can design and control the system to think properly?

387
00:33:08,137 --> 00:33:09,758
Is that a part of the debate?

388
00:33:11,078 --> 00:33:28,713
Um, you know, I, I think yes, but like anything in life, it's kind of like asking, do you
think every human that will be born from here on will be a ethical human?

389
00:33:28,713 --> 00:33:29,104
Right?

390
00:33:29,104 --> 00:33:34,574
So you're all, we always have bad actors that are motivated by, um

391
00:33:34,574 --> 00:33:36,245
It's usually who they're influenced by though, right?

392
00:33:36,245 --> 00:33:38,468
It's usually they, almost everyone could.

393
00:33:38,468 --> 00:33:41,846
It's usually the environment that they're influenced by.

394
00:33:41,846 --> 00:33:43,489
Yes, thank you.

395
00:33:43,831 --> 00:33:48,542
And that's where it becomes critical to understand who you're doing business with.

396
00:33:48,546 --> 00:33:50,288
Yeah.

397
00:33:50,288 --> 00:33:56,883
So is there any more to talk about about the uh international labor and intercontinental?

398
00:33:56,883 --> 00:33:58,220
Is there any more to discuss there?

399
00:33:58,220 --> 00:33:59,751
Yeah, I think we should.

400
00:33:59,751 --> 00:34:02,912
think it's uh fascinating this industry right now.

401
00:34:02,912 --> 00:34:17,218
uh Many will go to the pitch table and pitch a deal to a client or to a company that's in
need of outsourcing or expanding their labor.

402
00:34:17,439 --> 00:34:20,300
And they will pitch it based on cost.

403
00:34:20,300 --> 00:34:24,902
And they will bring these countries based on uh

404
00:34:25,025 --> 00:34:26,706
the labor rate in these countries.

405
00:34:26,706 --> 00:34:27,827
Okay, that's important.

406
00:34:27,827 --> 00:34:29,428
Let's not deny that.

407
00:34:29,428 --> 00:34:31,029
But there's more to it too.

408
00:34:31,029 --> 00:34:33,997
There are languages that you get out of these countries.

409
00:34:33,997 --> 00:34:35,211
Let's take Egypt, for example.

410
00:34:35,211 --> 00:34:38,312
We just went into Egypt very intentionally.

411
00:34:38,413 --> 00:34:39,654
People may say, why Egypt?

412
00:34:39,654 --> 00:34:41,485
I could have gone into Morocco.

413
00:34:41,485 --> 00:34:43,320
I could have gone into Tunisia, Algeria.

414
00:34:43,320 --> 00:34:45,697
I can get French and English out of these countries as well.

415
00:34:45,697 --> 00:34:52,781
Well, Egypt, I get Italian, I get German, I get English, Turkish, Arabic.

416
00:34:52,902 --> 00:34:54,262
So think of...

417
00:34:54,690 --> 00:35:04,387
that particular uh employee in Egypt uh for that cost, what are you getting back?

418
00:35:04,387 --> 00:35:08,780
And all of a sudden now I'm servicing most of Europe, right?

419
00:35:08,780 --> 00:35:11,982
You start thinking of uh locations.

420
00:35:11,982 --> 00:35:24,206
mean, the top five locations in the world right now for BPO, the most popular that are
intentional and strategic are uh India and the Philippines for scale, okay?

421
00:35:24,206 --> 00:35:25,406
So we don't have to explain those.

422
00:35:25,406 --> 00:35:26,486
think they're very known.

423
00:35:26,486 --> 00:35:29,126
You have the population that can scale.

424
00:35:29,286 --> 00:35:37,626
put a job request and you have a lobby filled with 900, 1000 people overnight, right?

425
00:35:37,626 --> 00:35:43,746
It takes you six months to get that kind of pipeline here in the U.S.

426
00:35:44,806 --> 00:35:48,386
Poland is also rising.

427
00:35:48,846 --> 00:35:52,646
Poland, I don't know if it's worth noting that...

428
00:35:52,894 --> 00:35:57,568
their currency, there are a European country, but their currency is still the Zolci.

429
00:35:57,568 --> 00:35:59,200
It's not, it's not Europe.

430
00:35:59,200 --> 00:36:01,131
So you got a little advantage there.

431
00:36:01,131 --> 00:36:06,225
Uh, South Africa is a location that's also rising.

432
00:36:07,987 --> 00:36:11,169
and, and Egypt.

433
00:36:11,169 --> 00:36:19,696
So these are the countries in general between South Africa, Poland, India, the
Philippines, Egypt, top kind of five where, um, people are looking to outsource.

434
00:36:19,696 --> 00:36:21,228
Now you have to be careful.

435
00:36:21,228 --> 00:36:22,028
I mean,

436
00:36:22,424 --> 00:36:25,577
Policy can impact this business significantly.

437
00:36:25,577 --> 00:36:29,520
There was a bill that was just introduced two weeks ago.

438
00:36:29,720 --> 00:36:40,834
It's gaining bipartisan support in the house and it's titled, don't quote me exactly on
the title, but something along the lines, Keep Call Centers in America 2025.

439
00:36:41,030 --> 00:36:42,732
So what does that mean?

440
00:36:42,732 --> 00:36:49,910
And this is where I feel having a transnational strategy.

441
00:36:49,910 --> 00:36:54,211
It's critical for companies like ours versus an international strategy.

442
00:36:54,232 --> 00:36:58,123
Because now you're you reduce the risk and you can continue to operate.

443
00:36:58,123 --> 00:37:08,757
can bring labor back on shore, doesn't mean you're closing your entities and doesn't mean
you stop operating in international markets because you're really servicing international

444
00:37:08,757 --> 00:37:11,960
markets and in these markets and not just the U S.

445
00:37:11,960 --> 00:37:13,431
Hey, thanks for tuning in.

446
00:37:13,492 --> 00:37:21,378
If you like these types of conversations, be sure to follow the necessary entrepreneur on
your favorite platform so you never miss out on future content.

447
00:37:21,699 --> 00:37:22,700
Is this an evolution?

448
00:37:22,700 --> 00:37:29,927
almost think retail's done this, whether it be some franchise model or Apple, it seems
like the automotive industry's done this, right?

449
00:37:29,927 --> 00:37:33,150
So you're trying to, you're bringing this to the BPO industry.

450
00:37:33,150 --> 00:37:34,030
Yes.

451
00:37:34,274 --> 00:37:35,324
Yes, 100%.

452
00:37:35,324 --> 00:37:39,075
I think it's important too as we do this.

453
00:37:39,616 --> 00:37:55,870
It's not as easy as it sounds to just go into a market and uh treat it like a cookie
cutter approach and try to, uh I will use the controversial uh word of let's Americanize

454
00:37:55,870 --> 00:37:56,247
everyone.

455
00:37:56,247 --> 00:37:58,461
Well, it doesn't work that way.

456
00:37:58,461 --> 00:38:03,308
uh People bring a lot of value from the cultures that they are.

457
00:38:03,308 --> 00:38:04,609
they are coming from.

458
00:38:04,609 --> 00:38:21,253
just need to uh assist them in learning the US brand that they are uh servicing, but also
encourage them to bring the knowledge, the talent, the flavor that made them successful.

459
00:38:21,253 --> 00:38:26,097
So think what I'm trying to say is what I use always at work is we ought to think global,
but act local.

460
00:38:26,097 --> 00:38:27,657
And that's very critical.

461
00:38:28,431 --> 00:38:29,531
So good.

462
00:38:29,572 --> 00:38:37,902
hey, through this rebrand, when you came over to Wedditt, I'm assuming the rebrand was
coincided with you coming over as a CEO, moving the old brand, the new one.

463
00:38:37,902 --> 00:38:40,685
So like rebranding, it's just not how I see it.

464
00:38:40,685 --> 00:38:42,626
It's not just cosmetic.

465
00:38:42,887 --> 00:38:45,630
It signals a strategic shift in the company.

466
00:38:45,710 --> 00:38:46,080
Thank you.

467
00:38:46,080 --> 00:38:47,671
That's critical.

468
00:38:48,131 --> 00:38:56,616
And rebranding has been so much fun at Intelogix because uh we came in, the company was a
financial institution built in 1968.

469
00:38:56,616 --> 00:39:00,658
The family that built it did an amazing job.

470
00:39:00,658 --> 00:39:06,941
They got this company, I mean, think about it, in the 80s, this company was almost a
billion dollar organization.

471
00:39:07,001 --> 00:39:08,692
It was a collection agency.

472
00:39:08,814 --> 00:39:16,994
You know, collecting our student loans, collecting on behalf of government organizations,
Department of Transportation, etc.

473
00:39:17,914 --> 00:39:23,147
It's not a, you don't think you want to grow up and go be a collector and build a

474
00:39:23,147 --> 00:39:25,730
a sexy business as I throw the word out there, yeah.

475
00:39:25,730 --> 00:39:27,311
Yeah, exactly.

476
00:39:27,311 --> 00:39:28,631
It is not.

477
00:39:29,192 --> 00:39:30,252
But it's needed.

478
00:39:30,252 --> 00:39:33,213
You're running a business at the end of the day.

479
00:39:33,213 --> 00:39:34,274
Again, not everybody.

480
00:39:34,274 --> 00:39:37,885
are some bad actors out there and you need your money back at some point.

481
00:39:37,885 --> 00:39:40,656
People can use your services and leave.

482
00:39:40,656 --> 00:39:42,077
So we still have that arm.

483
00:39:42,077 --> 00:39:45,218
um That industry changed significantly.

484
00:39:45,218 --> 00:39:53,441
um Collections is very tied to demographics, believe it or not.

485
00:39:53,441 --> 00:39:55,232
In the past,

486
00:39:55,278 --> 00:39:58,100
um Our parents open an envelope in the mail.

487
00:39:58,100 --> 00:39:59,221
Good luck right now.

488
00:39:59,221 --> 00:40:05,966
You open your mailbox and if you don't know where it's from, you just throw in everything
in the recycle bin before you even get home, right?

489
00:40:05,966 --> 00:40:08,413
So you don't collect through snail mail like before.

490
00:40:08,413 --> 00:40:09,849
There are digital solutions now.

491
00:40:09,849 --> 00:40:15,483
um If you're collecting from a millennial or Gen Z, you're really sending them a text
message.

492
00:40:15,483 --> 00:40:17,034
So the industry has changed a lot.

493
00:40:17,034 --> 00:40:18,795
There was a need to digitalize.

494
00:40:18,795 --> 00:40:21,777
And by the way, by the time you reach someone now,

495
00:40:22,606 --> 00:40:25,726
It's not like before, please sign a check and put it in an envelope.

496
00:40:25,726 --> 00:40:27,386
It's can I Venmo you the money?

497
00:40:27,386 --> 00:40:28,086
Can I Zelle?

498
00:40:28,086 --> 00:40:29,686
Can I PayPal you the money?

499
00:40:29,686 --> 00:40:31,166
And can I Apple pay the money?

500
00:40:31,166 --> 00:40:38,226
And you need to be able to meet customers at the channels of their choice and, and, and,
uh, move on it very quickly.

501
00:40:38,226 --> 00:40:45,806
So all that required an entire overall for the collection agency as it was known in the
past.

502
00:40:45,806 --> 00:40:47,326
So, so that was the first step.

503
00:40:47,326 --> 00:40:52,266
And then the second step was us recognizing myself, my team.

504
00:40:52,502 --> 00:40:59,017
all together recognizing that, look, we came in here to build something unique and
something great, and we're going international.

505
00:40:59,017 --> 00:41:04,671
This is not going to continue to be a company bound to the U.S.

506
00:41:04,671 --> 00:41:05,351
only.

507
00:41:05,351 --> 00:41:06,622
We will grow our U.S.

508
00:41:06,622 --> 00:41:09,184
footprint, but we want to venture near shore.

509
00:41:09,184 --> 00:41:12,066
And with that, we opened El Salvador.

510
00:41:12,066 --> 00:41:14,207
We wanted to venture far shore.

511
00:41:14,207 --> 00:41:21,130
By that, we opened the Philippines, both in Metro Manila and in one of the islands,
Provincial Philippines.

512
00:41:21,130 --> 00:41:22,971
And then we went on to Egypt.

513
00:41:22,971 --> 00:41:26,773
we, and all that in the past two and a half years, by the way.

514
00:41:26,893 --> 00:41:34,578
And, and, uh, when the company, as you can tell, changed significantly, now we're
delivering customer experience.

515
00:41:34,578 --> 00:41:39,150
We're delivering, um, the entire customer life cycle journey.

516
00:41:39,150 --> 00:41:48,516
Um, while we kept, we stayed true to our, um, origins, I would say, and the collection
agency is here and alive.

517
00:41:48,516 --> 00:41:49,120
It's just.

518
00:41:49,120 --> 00:41:51,451
modern digital collection agency.

519
00:41:51,511 --> 00:41:54,372
We toll roads also in this country, right?

520
00:41:54,372 --> 00:42:01,595
um So we have various practices and there was this need uh for Intelogix to be born.

521
00:42:01,595 --> 00:42:05,877
And Intelogix is Intel logic.

522
00:42:05,877 --> 00:42:09,159
Logic is the main PCA main board on a computer.

523
00:42:09,159 --> 00:42:11,260
So that's digital, that's systems.

524
00:42:11,260 --> 00:42:14,761
Intelligence, Intel is usually attributed to a human.

525
00:42:14,761 --> 00:42:17,512
So that's the intersection of human.

526
00:42:17,512 --> 00:42:28,375
and digital and the X at the end, it's not because we couldn't find our name on the .com
domain, it's because we wanted to have a human and digital intersection across all

527
00:42:28,375 --> 00:42:29,296
platforms.

528
00:42:29,296 --> 00:42:31,548
And that's what the X was for.

529
00:42:32,428 --> 00:42:41,953
As I'm sitting here listening in my brain through this evolution of the company and
collections, it's almost as if someone could run a professional company now the same way

530
00:42:41,953 --> 00:42:43,956
that they run a drop ship company.

531
00:42:44,386 --> 00:42:45,276
Yes, almost.

532
00:42:45,276 --> 00:42:47,667
It was very different.

533
00:42:47,667 --> 00:42:58,178
And the capital required to put on a company of our size, the entry to the market and to
the business has changed significantly.

534
00:42:58,178 --> 00:43:03,171
20 years ago, you needed a substantial amount of capital to build something like this.

535
00:43:03,571 --> 00:43:05,362
You had to build your data center.

536
00:43:05,362 --> 00:43:09,253
You had to get your IT gear, uh all that kind of stuff.

537
00:43:09,253 --> 00:43:14,454
Now you can easily pay by the drink by having a cloud solution.

538
00:43:15,011 --> 00:43:18,598
and you simply pay for usage.

539
00:43:18,598 --> 00:43:25,810
So the entry to this industry, the cost to entry has become much more reasonable.

540
00:43:26,122 --> 00:43:33,129
What percentage of a professional company do you think could be utilized with your firm on
the BPO front?

541
00:43:33,129 --> 00:43:38,064
Because a lot of times it's front end and back end and the core things are happening right
inside the emptying company.

542
00:43:38,064 --> 00:43:42,688
But what percentage of a company do you think could run through you?

543
00:43:44,366 --> 00:43:47,951
um I can't think of any company that can't.

544
00:43:47,951 --> 00:43:57,068
um When you say run through me, I'm understanding this question as utilize our services.

545
00:43:57,068 --> 00:44:00,164
Yeah, yeah, but I'm actually saying not all the expanse of the companies.

546
00:44:00,164 --> 00:44:07,558
I'm saying what percentage of the actual complete entity do you think could outsource the
services through your company?

547
00:44:07,802 --> 00:44:10,503
A supply chain is multiple logistics.

548
00:44:10,503 --> 00:44:19,246
And if you start thinking of the different logistics, you need someone to manage your cart
on your .com website.

549
00:44:19,766 --> 00:44:21,066
That's BPO.

550
00:44:21,066 --> 00:44:25,388
You need someone to actually uh fulfill that cart.

551
00:44:25,388 --> 00:44:26,218
That's BPO.

552
00:44:26,218 --> 00:44:31,670
You need someone to actually follow up with the customer to see how that experience is
going with that product.

553
00:44:31,670 --> 00:44:32,450
That's BPO.

554
00:44:32,450 --> 00:44:33,420
That's us.

555
00:44:33,454 --> 00:44:38,237
um At times, the customer will reach out to you because they're having difficulties with
that product.

556
00:44:38,237 --> 00:44:39,798
That's us.

557
00:44:39,798 --> 00:44:47,484
um You may need to also upgrade at some point or add more ancillaries.

558
00:44:47,484 --> 00:44:48,365
That's us.

559
00:44:48,365 --> 00:44:51,867
And by the way, things go bad and you can no longer pay for that service.

560
00:44:51,867 --> 00:44:58,261
um We call that first party collections where you're still within the brand.

561
00:44:58,261 --> 00:45:01,673
We're helping you devise a plan to pay your bills.

562
00:45:02,164 --> 00:45:05,287
At times you can no longer pay your bills period.

563
00:45:05,287 --> 00:45:07,018
And that's a post-charge account.

564
00:45:07,018 --> 00:45:10,601
um And you're no longer a customer for that reason.

565
00:45:10,601 --> 00:45:11,802
And that's also us.

566
00:45:11,802 --> 00:45:25,154
So Intelogix has this uh entire spectrum from end to end where we follow the customer
journey from the minute they start to interact with the brand all the way to after they

567
00:45:25,154 --> 00:45:26,204
leave the brand.

568
00:45:27,724 --> 00:45:29,175
I'm thinking about this.

569
00:45:29,175 --> 00:45:34,227
I'm assuming, let's say I jumped on a plane to just going to pull a country out of there
to China.

570
00:45:34,227 --> 00:45:34,907
Yeah.

571
00:45:34,907 --> 00:45:35,107
weeks.

572
00:45:35,107 --> 00:45:35,897
We get my visa.

573
00:45:35,897 --> 00:45:39,799
go to China and said, I'm going to go find a product to import.

574
00:45:40,179 --> 00:45:45,102
And let's say I go find scooters of some sort and I find the manufacturer at a great price
point.

575
00:45:45,102 --> 00:45:47,542
I know I can two or three or four exit.

576
00:45:47,823 --> 00:45:55,966
If I come back and just build the brand, I could almost use Intelogix through the BPO
source to operate the complete company.

577
00:45:56,206 --> 00:45:57,566
Yeah, 100%.

578
00:45:57,566 --> 00:45:58,448
100%.

579
00:45:58,448 --> 00:46:11,099
Intelogix understands the, and that's the value creation that I am highly interested in as
we continue to build Intelogix.

580
00:46:11,099 --> 00:46:20,908
It's how do we not only do the mundane things that everybody else is doing, but how do we
continue to challenge ourselves to deliver uniqueness?

581
00:46:20,908 --> 00:46:23,414
Because when you come and build that scooter mark,

582
00:46:23,414 --> 00:46:25,075
You're like, look, I'm a great designer.

583
00:46:25,075 --> 00:46:26,016
I'm a great engineer.

584
00:46:26,016 --> 00:46:26,737
built it.

585
00:46:26,737 --> 00:46:27,225
You know what?

586
00:46:27,225 --> 00:46:29,639
I'll even go to the extent to say I'm a great sales guy.

587
00:46:29,639 --> 00:46:31,681
I know how to even sell it and market it.

588
00:46:31,681 --> 00:46:34,483
But how do you scale it?

589
00:46:34,864 --> 00:46:37,546
And how do you get this free consultancy?

590
00:46:37,546 --> 00:46:42,260
Um, from what your competition is doing, what the market is facing.

591
00:46:42,260 --> 00:46:49,336
having Intel Logix as a partner or anyone who's kind of delivering similar services,
they're talking to you.

592
00:46:49,336 --> 00:46:52,248
But by the time they hang up, they also have Intel.

593
00:46:52,248 --> 00:46:56,260
from 250, 500 other clients that they're talking to also.

594
00:46:56,560 --> 00:47:04,945
And all that together will come to the conversation when you talk to your partner and they
will tell you, hey, look, we're hearing this is happening.

595
00:47:04,945 --> 00:47:10,088
This challenge happened with XYZ companies and that's kind of how they approach it.

596
00:47:10,088 --> 00:47:12,209
And I encourage you to approach it the same way.

597
00:47:12,209 --> 00:47:17,262
You're not necessarily uh divulging trade secrets or intellectual properties.

598
00:47:17,262 --> 00:47:22,072
You're just actually sharing a way of thinking that you

599
00:47:22,072 --> 00:47:23,450
probably haven't thought of.

600
00:47:23,450 --> 00:47:24,431
Yeah, market trends.

601
00:47:24,431 --> 00:47:31,766
mean, and if, and if you're truly building something transnational, it means that you're
going to have Intel on the ground about what's happening in those countries that someone

602
00:47:31,766 --> 00:47:34,048
operating in just one country is not going to have.

603
00:47:34,048 --> 00:47:34,493
Exactly.

604
00:47:34,493 --> 00:47:35,750
Yeah.

605
00:47:36,152 --> 00:47:38,445
big benefit.

606
00:47:38,445 --> 00:47:41,780
what's Mario's leadership style?

607
00:47:41,780 --> 00:47:42,122
What is it?

608
00:47:42,122 --> 00:47:45,936
I know it's a crazy question, if you were sitting, imagine we're having a coffee or an
espresso.

609
00:47:45,936 --> 00:47:47,087
It's like, man, come on, man.

610
00:47:47,087 --> 00:47:48,019
You seem cool.

611
00:47:48,019 --> 00:47:49,220
You have all this experience.

612
00:47:49,220 --> 00:47:50,822
You got a little bit of gray in there.

613
00:47:50,822 --> 00:47:53,025
um What's the leadership style?

614
00:47:53,025 --> 00:47:53,906
What is it?

615
00:47:54,806 --> 00:47:57,288
Um, that's a great question.

616
00:47:57,288 --> 00:48:02,713
Look, I, um, I'm very controversial even within the company.

617
00:48:02,713 --> 00:48:09,519
Um, and I, I get very irritated by things that don't work.

618
00:48:09,519 --> 00:48:16,184
Um, I think I, I get also very, um, impatient with sloppiness.

619
00:48:16,184 --> 00:48:21,209
Um, so leadership is character at the end of the day.

620
00:48:21,209 --> 00:48:23,064
never, I try to never forget that.

621
00:48:23,064 --> 00:48:25,575
People try to define leadership in various ways.

622
00:48:25,575 --> 00:48:33,938
um You know, when you're in business school and you're going through this, it's always a
topic, what's leadership?

623
00:48:34,719 --> 00:48:43,962
And people can name horrible names in the world that were great leaders, or leaders, maybe
not great leaders, but they were leaders, solid leaders.

624
00:48:43,962 --> 00:48:51,205
um We don't have to name them here, but it's always been defined as these two axes of...

625
00:48:51,205 --> 00:48:52,966
um

626
00:48:54,945 --> 00:49:08,126
quality and or quantity I should say and and The academic word I don't like it's called
followership, but I would call it Partners or wherever you want to call it, right?

627
00:49:08,126 --> 00:49:19,626
But let's just call it followership here for the sake of simplicity and and it's these two
axes and you want a lot of followerships But you want quality Followership so quality on

628
00:49:19,626 --> 00:49:20,186
one axe.

629
00:49:20,186 --> 00:49:21,526
I said quantity earlier.

630
00:49:21,526 --> 00:49:22,656
It's quality

631
00:49:22,656 --> 00:49:26,447
And then the quantity of followership on these, on this axis.

632
00:49:26,447 --> 00:49:29,548
Ideally, you want the point to be somewhere up there.

633
00:49:29,548 --> 00:49:37,520
You want high quality and you want a lot of quantity of followerships and start playing
with that dot.

634
00:49:37,520 --> 00:49:44,912
If you have a lot of followerships, but little quality, then that's not good.

635
00:49:44,912 --> 00:49:48,633
That's that's a leader, but that's a bad leader in a way.

636
00:49:48,633 --> 00:49:52,270
And if you have a uh high quality.

637
00:49:52,270 --> 00:50:00,697
uh engaged network uh or followership, but uh little of it, then you can't make an impact
in the world, right?

638
00:50:00,697 --> 00:50:05,440
We all have as leaders a societal impact and responsibility of some sort.

639
00:50:05,440 --> 00:50:07,522
So I keep all that stuff in mind.

640
00:50:07,522 --> 00:50:11,585
And that's where it gets very complicated because now you come to the office.

641
00:50:12,706 --> 00:50:18,470
I didn't share with you what I get irritated by just because I, you know, uh

642
00:50:19,146 --> 00:50:22,709
I wanted to, I shared it because I want to tie it to this right now.

643
00:50:22,709 --> 00:50:26,259
You have to, all humans and we have things that irritate us in the office.

644
00:50:26,259 --> 00:50:35,720
And then how do you actually keep that in mind as you address these deficiencies or have
you address these opportunities and challenges?

645
00:50:35,801 --> 00:50:39,604
And I think it comes down to look, treat people the way I want to be treated.

646
00:50:39,604 --> 00:50:44,878
Um, and I'm, when I say I'm controversial is I want to build a good culture.

647
00:50:44,878 --> 00:50:47,532
I'd like to democratize ideas.

648
00:50:47,532 --> 00:50:49,503
I'd like to train the entire organization.

649
00:50:49,503 --> 00:50:51,685
I don't want to hoard knowledge at the top.

650
00:50:51,685 --> 00:50:55,008
I'd like to uh crowdsource ideas.

651
00:50:55,008 --> 00:50:58,631
want the people within the organization to help me with ideas.

652
00:50:58,631 --> 00:51:05,076
uh At the same time, I would expect individuals not to abuse it.

653
00:51:05,076 --> 00:51:10,921
And I expect them to take uh that responsibility and be accountable for it.

654
00:51:10,921 --> 00:51:13,183
With responsibilities comes accountability.

655
00:51:13,183 --> 00:51:17,570
You can't just say, oh, I came up with the idea, but I'm not going to act on it, et
cetera.

656
00:51:17,570 --> 00:51:23,694
So it's very hard for me because A, you want to be a good character.

657
00:51:23,734 --> 00:51:26,596
I realized that not everybody's going to like me.

658
00:51:26,596 --> 00:51:32,500
You can't please everyone, but at least if you treat everyone like you want to be treated.

659
00:51:32,500 --> 00:51:44,048
I know it sounds cliche, but if you try to keep that in mind, show empathy, and most
importantly, and I've learned that in a recent year's mark, is be vulnerable.

660
00:51:44,348 --> 00:51:47,500
Leaders tend to not be comfortable.

661
00:51:47,510 --> 00:51:49,831
being vulnerable in front of their teams.

662
00:51:50,713 --> 00:51:57,458
And it means at times you realize you don't have the answer, or at times you feel you're
scared a little bit.

663
00:51:57,458 --> 00:52:02,362
There's, there's a big problem in the company and you it's making you very uncomfortable.

664
00:52:02,710 --> 00:52:08,167
Uh, it doesn't mean wake up every morning and go outsource your, your pain points to the
company, right?

665
00:52:08,167 --> 00:52:11,629
But it means that times at least was your leadership team.

666
00:52:11,890 --> 00:52:17,384
You got to be comfortable in saying, I don't feel good about this and I need your help.

667
00:52:18,705 --> 00:52:20,886
It's bothering me and I don't know how to solve this.

668
00:52:20,886 --> 00:52:22,592
I've thought about it in various ways.

669
00:52:22,592 --> 00:52:25,053
Isn't that the importance of building the right team?

670
00:52:25,053 --> 00:52:36,767
Because if you have the right team and you utilize that approach, they're going to empower
you, take ownership, not try to undercut you, not try to undermine, and they'll actually

671
00:52:36,767 --> 00:52:41,189
take the thing and move it forward versus not having the right team.

672
00:52:41,189 --> 00:52:44,120
That is some exposure that could not be the best thing, right?

673
00:52:44,120 --> 00:52:51,335
I never want to go to bed thinking that my direct team members can't be trusted.

674
00:52:51,335 --> 00:52:54,016
That's a very uncomfortable feeling.

675
00:52:54,237 --> 00:53:04,864
have, I tell everybody, we're 5,000 employees, but really we're 15,000 members because
every employee has on an average two to three dependents at home.

676
00:53:05,064 --> 00:53:13,820
So when we make decisions in a boardroom, you have to keep in mind that we're making
decisions impacting 15,000 members of the company, not five.

677
00:53:13,964 --> 00:53:14,274
Yeah.

678
00:53:14,274 --> 00:53:14,854
Okay.

679
00:53:14,854 --> 00:53:16,026
And that is very critical.

680
00:53:16,026 --> 00:53:27,966
And we got to a point where we had a, a, um, this chair in our boardroom, a different
color, red chair to basically represent the employees to basically say, what would the

681
00:53:27,966 --> 00:53:31,249
person in that chair say to this decision that we just made?

682
00:53:31,249 --> 00:53:38,336
Um, you know, it's at least we probably don't have it now in all conference rooms, but at
least we have it in our mind.

683
00:53:38,336 --> 00:53:41,608
And I think that's something that, that that's very important.

684
00:53:41,624 --> 00:53:43,054
So good in the challenge for this.

685
00:53:43,054 --> 00:53:45,455
was sitting here thinking we touched on accountability, empathy.

686
00:53:45,455 --> 00:53:47,996
Isn't it trying to take a pot and mix it all together?

687
00:53:47,996 --> 00:53:53,707
Accountability because you need us all to take ownership on the thing we're responsible
for, regardless of the things happening in our life.

688
00:53:53,707 --> 00:53:57,479
Cause we still have to have performance and outcome because there are shareholders.

689
00:53:57,479 --> 00:53:59,099
We're receiving salaries.

690
00:53:59,099 --> 00:54:04,070
We're responsible to other people at the same time to be empathetic about the things that
are happening in our lives.

691
00:54:04,070 --> 00:54:06,281
And that's a challenge to mix all that together.

692
00:54:06,281 --> 00:54:10,002
I think for us to ignore that it's a challenge is just not truthful.

693
00:54:10,016 --> 00:54:10,926
It's not true.

694
00:54:10,926 --> 00:54:18,129
and, and you have to always, uh, empathy is easier said than applied or done.

695
00:54:18,129 --> 00:54:20,350
And it's, it's very important to always.

696
00:54:20,350 --> 00:54:28,033
And by the time you start crossing continents and you start crossing cultures, uh, things
can easily be lost in translations.

697
00:54:28,314 --> 00:54:32,665
And it's important to always, um, take a pause and think a little bit.

698
00:54:32,665 --> 00:54:39,638
I've often find myself asking someone who's extremely irritated, irritated by something by
saying,

699
00:54:40,696 --> 00:54:43,818
Can you help me understand why you're feeling that way?

700
00:54:43,818 --> 00:54:49,392
Because I'm failing to kind of meet you to where you are right now.

701
00:54:49,392 --> 00:54:53,915
And I'd like to be that best listener possible, but I can't understand what you're saying.

702
00:54:53,915 --> 00:54:57,218
So could you help me understand how did you get here?

703
00:54:57,218 --> 00:54:59,679
And I think that's part of being vulnerable too.

704
00:54:59,679 --> 00:55:01,010
It's like, look, let's just talk about it.

705
00:55:01,010 --> 00:55:02,681
mean, you're super irritated.

706
00:55:03,767 --> 00:55:05,950
That's an evolution of Mario, isn't it?

707
00:55:06,080 --> 00:55:06,851
yeah.

708
00:55:07,613 --> 00:55:11,100
It's, uh, it's, uh, yeah, you've been talking to people.

709
00:55:11,100 --> 00:55:12,582
Yeah, absolutely.

710
00:55:12,750 --> 00:55:19,072
um What type of communicator have you evolved into from where you started, let's say 20
years ago?

711
00:55:20,698 --> 00:55:31,321
Um, think, um, given people the benefit of the doubt, and, um, trying to understand why
they're doing what they're doing.

712
00:55:31,321 --> 00:55:44,034
Um, and, and I always question, but also don't waste too much time trying to, uh, again,
democracy is great, but if you apply way too much, sometimes in the company, you don't

713
00:55:44,034 --> 00:55:45,224
make decisions.

714
00:55:46,205 --> 00:55:50,670
jokingly said there's too many flat squirrels on the road because they can't make a
decision.

715
00:55:50,670 --> 00:55:52,755
So at some point you gotta make that decision.

716
00:55:52,755 --> 00:55:53,708
uh

717
00:55:53,708 --> 00:55:57,711
right now, the principal's book, you know, he talks about idea meritocracy.

718
00:55:57,711 --> 00:56:06,487
I've really been fascinated by this idea about sitting in a room and you walk into the
room and, everyone has opinions, but then there's also the best idea.

719
00:56:06,487 --> 00:56:11,771
How do you put a group of 10 people together that are all strong minded, strong willed,
very capable?

720
00:56:11,771 --> 00:56:14,913
How do you come out with idea meritocracy with the best idea?

721
00:56:14,913 --> 00:56:16,254
How's that managed?

722
00:56:16,558 --> 00:56:21,518
Look, we always go in, there's a great, great philosophy.

723
00:56:22,458 --> 00:56:29,438
It's actually a Franklin Covey research called 4DX, the Four Disciplines of Execution.

724
00:56:29,438 --> 00:56:31,778
And I love that book, I love that framework.

725
00:56:32,038 --> 00:56:35,638
I've applied it in the last 10 years of my operations.

726
00:56:35,698 --> 00:56:37,518
And it is basically...

727
00:56:39,224 --> 00:56:42,536
How do you get out of the day-to-day whirlwind in a company?

728
00:56:42,957 --> 00:56:46,740
Because there's so many things, so many ideas, so many things to prioritize.

729
00:56:46,820 --> 00:56:52,965
it's coming, the ability to come up with a wig, which is the wildly important goal.

730
00:56:52,965 --> 00:56:54,156
Okay?

731
00:56:54,156 --> 00:56:57,629
And then decide, this is X today.

732
00:56:58,250 --> 00:57:00,472
We need to get to Y by when.

733
00:57:00,472 --> 00:57:08,834
So everything we do, whether we're ideating, whether we are uh solving for a problem, we
kind of...

734
00:57:08,834 --> 00:57:18,498
break it down to very practical point, which is this is all great, but how is it impacting
us today?

735
00:57:18,498 --> 00:57:19,398
How do we move?

736
00:57:19,398 --> 00:57:25,241
Like the next step we're going to make, what part of this idea do we need to make that
next step?

737
00:57:25,241 --> 00:57:26,311
Let's just stop right here.

738
00:57:26,311 --> 00:57:29,042
Let's not solve any further than that.

739
00:57:29,163 --> 00:57:32,084
And then let's, and that's, let's call it X.

740
00:57:32,084 --> 00:57:35,025
And then we have to sit and solve for the next three hours.

741
00:57:35,025 --> 00:57:37,570
How do we get to Y by when?

742
00:57:37,570 --> 00:57:39,091
which is that next step.

743
00:57:39,091 --> 00:57:47,556
And typically, Mark, when you go through that first two, three steps, then the idea will
evolve and then you'll start solving for the bigger pictures.

744
00:57:47,556 --> 00:57:50,997
I think you gotta break it to pieces and that's what I'm trying to say.

745
00:57:51,058 --> 00:57:55,400
I've never been successful in solving for a big problem like this.

746
00:57:55,400 --> 00:57:59,582
You have to break it into pieces and then make it as big as you want after.

747
00:57:59,822 --> 00:58:00,902
So good.

748
00:58:01,302 --> 00:58:02,582
so quit taking so much of your time.

749
00:58:02,582 --> 00:58:07,262
She can get back to, traveling all over the world and building this business.

750
00:58:07,262 --> 00:58:10,242
What, um, I don't know what time horizons you work on.

751
00:58:10,242 --> 00:58:18,742
If it's a, I don't know if it's six months or a year or three years or five years or seven
years, but whenever your time ends, leading this company.

752
00:58:20,386 --> 00:58:21,368
What do you want?

753
00:58:21,368 --> 00:58:22,409
How does it successful?

754
00:58:22,409 --> 00:58:23,561
How do you want to end it?

755
00:58:23,561 --> 00:58:27,487
And what do you want to look back on and say, Hey, that was successful.

756
00:58:27,487 --> 00:58:28,619
What does that look like to you?

757
00:58:28,619 --> 00:58:29,982
It has to be on your mind.

758
00:58:29,982 --> 00:58:30,772
Yeah.

759
00:58:31,138 --> 00:58:33,298
Yes, 100%.

760
00:58:34,240 --> 00:58:40,703
We have not addressed that elephant in the room, because you were kind to me, but I'll
address it myself.

761
00:58:40,784 --> 00:58:44,846
Is your job going away with AI, uh with agentic?

762
00:58:44,846 --> 00:58:55,852
Because you just told me, Mario, that, hey, we went from prediction to now idea creation
to strategy.

763
00:58:55,852 --> 00:58:58,924
If AI is able to create ideas and strategize,

764
00:58:59,368 --> 00:59:05,016
that agent can sit and have a live conversation with Mark Perkins without even...

765
00:59:05,302 --> 00:59:09,164
What I'm not, they could have conversations together and I'm not needed either.

766
00:59:09,164 --> 00:59:10,175
Yeah, exactly.

767
00:59:10,175 --> 00:59:11,465
Or is that that too, right?

768
00:59:11,465 --> 00:59:20,450
So send your PA, your personal assistant AI to go talk with an AI of your wireless company
and solve your wireless bill.

769
00:59:20,450 --> 00:59:23,422
I mean, just, just think of how mind blowing that is.

770
00:59:23,422 --> 00:59:24,142
Right.

771
00:59:24,142 --> 00:59:37,890
And, and so if, if you're listening to all this, we've established that these AI companies
are truly headed in the same direction as Intelogix as BPOs.

772
00:59:37,890 --> 00:59:40,091
So we're servicing the same market.

773
00:59:40,091 --> 00:59:45,114
We're going after the same client base, not customers, clients, right?

774
00:59:45,174 --> 00:59:57,661
And if that's the case, what I want from Intelogix is to find, then the challenge with
these AI companies is that they're not maturing fast enough because they don't have access

775
00:59:57,661 --> 01:00:07,996
to the large, vast LLM or content that we have, because we have all these knowledge bases
that we touch on various industries across the globe.

776
01:00:08,526 --> 01:00:11,306
So imagine if you put these two together.

777
01:00:12,186 --> 01:00:22,346
there's a lot that are trying, but then, know, BPO's trade at a lower multiple than AI
companies that are trading at an insane 20, 25x multiple right now.

778
01:00:22,346 --> 01:00:25,486
So an AI company would say, why would I come be part of Intelogix?

779
01:00:25,486 --> 01:00:30,826
And I go from a 25x multiple to a 10x multiple, 8x multiple, whatever, right?

780
01:00:31,266 --> 01:00:32,126
No, that's insane.

781
01:00:32,126 --> 01:00:34,534
And then BPO's are saying, well,

782
01:00:34,796 --> 01:00:35,888
We're way too big.

783
01:00:35,888 --> 01:00:37,079
You can't manage us.

784
01:00:37,079 --> 01:00:43,279
I can't go and give my company to you because you're a hundred FTE organization as an AI
company.

785
01:00:43,279 --> 01:00:44,500
We're thousands of people.

786
01:00:44,500 --> 01:00:48,192
You don't have the experience, the breadth, and we can't just give you our client
portfolio like this.

787
01:00:48,192 --> 01:00:49,733
I just saw this morning.

788
01:00:49,733 --> 01:00:50,653
I want to interrupt too much.

789
01:00:50,653 --> 01:01:03,148
saw this morning that, um, open AI is in talks or when you hear it's in talks, it's
probably happened to sell $6 billion worth of stock to a private entity.

790
01:01:04,689 --> 01:01:06,659
And what do they have 50 employees?

791
01:01:06,659 --> 01:01:07,450
Yeah.

792
01:01:07,450 --> 01:01:10,311
It's, it's, you can't fathom that.

793
01:01:10,311 --> 01:01:11,141
Right.

794
01:01:13,402 --> 01:01:14,623
good data point.

795
01:01:14,623 --> 01:01:32,622
And, um, I think we, uh, I would like to set up into logic in a way where it's open to,
uh, have the right AI partner, uh, and come together and be that first AI enabled BPO.

796
01:01:32,622 --> 01:01:33,953
They're not AI enabled.

797
01:01:33,953 --> 01:01:35,234
We keep saying they are unable.

798
01:01:35,234 --> 01:01:36,544
just made the same mistake.

799
01:01:36,544 --> 01:01:41,830
AI BPO that's lit that services enabled.

800
01:01:41,830 --> 01:01:49,466
So instead of saying I'm a labor company enabled by AI, I want to be an AI company with a
labor branch.

801
01:01:49,466 --> 01:01:56,702
That's still the, um, that's capable of delivering human labor still, um, because it's not
going to go away.

802
01:01:56,702 --> 01:02:01,426
It will be augmented traffic will be reduced, but human.

803
01:02:01,594 --> 01:02:13,034
will be focused, humans will be focused on delivering value service versus volume service,
the mundane stuff that, hey, what's my bill or can I get a refund?

804
01:02:13,034 --> 01:02:18,043
All that kind of stuff, you know, can transact uh through a digital solution on.

805
01:02:18,043 --> 01:02:28,029
But what you cannot transact to a digital solution on is when you go get diagnosed by a
terminal illness and you come back to talk to a representative from your healthcare

806
01:02:28,029 --> 01:02:30,456
provider to put a new plan now.

807
01:02:30,456 --> 01:02:32,829
to suit your needs for the next six months.

808
01:02:32,829 --> 01:02:36,134
That is a very, very sensitive conversation.

809
01:02:36,134 --> 01:02:44,225
This is a conversation where you're shedding tears with the customer, with the patient, uh
and you're sharing life experiences together as you put that plan together.

810
01:02:44,225 --> 01:02:48,040
And I don't see AI ready or able to do that yet.

811
01:02:48,066 --> 01:02:48,406
Yeah.

812
01:02:48,406 --> 01:02:51,969
Um, it seems to me, we have a structure.

813
01:02:51,969 --> 01:02:57,853
If there's a good outcome to AI, I don't think we're going to know that in our physical
lives.

814
01:02:57,853 --> 01:02:59,114
Me and you, I don't believe so.

815
01:02:59,114 --> 01:03:06,840
We'll know the final outcome, but if it is the strong likelihood is it massively
improvement improves the human experience.

816
01:03:07,721 --> 01:03:08,946
Massive.

817
01:03:08,946 --> 01:03:09,773
Yeah.

818
01:03:09,773 --> 01:03:26,948
I mean you look at the amount of data that and the amount of telemetry that could be
crunched at a super fast speed right now just in time and the amount of uh predictions

819
01:03:26,948 --> 01:03:36,386
creation and decision making right and with a very small margin of error that could be
made today

820
01:03:36,590 --> 01:03:40,070
It is beyond what a human has been capable of.

821
01:03:40,350 --> 01:03:49,050
I read an article that it took us during COVID almost seven to 11 months to come up with
the RMA vaccine.

822
01:03:49,230 --> 01:03:53,350
Today, NAIAI can get this done in a fraction of that.

823
01:03:53,420 --> 01:03:54,192
Yep.

824
01:03:54,192 --> 01:03:54,853
Yep.

825
01:03:54,853 --> 01:03:58,600
So we're just trying to figure out how we're going to put them together.

826
01:03:58,600 --> 01:04:06,282
And maybe the companies that figure that out at the maximum efficiency, that's who's going
to dominate every market in their space.

827
01:04:06,282 --> 01:04:07,093
yeah.

828
01:04:07,093 --> 01:04:18,143
And think about um science, research, um curing disease, ah all of that.

829
01:04:18,143 --> 01:04:26,700
Physics, what other um formulas we haven't uncovered yet on the quantum?

830
01:04:27,384 --> 01:04:36,718
We can go deep because just also, you know, in the past six months, now the questions of
what did Big Bang really look like?

831
01:04:36,859 --> 01:04:40,140
Because what we're learning now is it goes beyond that.

832
01:04:40,140 --> 01:04:43,592
And now everything we thought we knew is now questioned.

833
01:04:45,346 --> 01:04:46,167
Right?

834
01:04:46,188 --> 01:04:47,286
Yeah.

835
01:04:47,286 --> 01:04:48,052
100%.

836
01:04:48,052 --> 01:04:50,894
I'll give you an example just to bring it back to our world.

837
01:04:50,894 --> 01:04:51,014
Yeah.

838
01:04:51,014 --> 01:04:56,122
And then tell us, bring it back to the world and then tell us, you know, all the companies
and entrepreneurs and leaders out here.

839
01:04:56,122 --> 01:05:03,313
think you helped whether somebody is going to be a customer of Intelogix or not, you've
helped increase the brain activity and the knowledge of what's happening, but then also

840
01:05:03,313 --> 01:05:06,898
the place they go to interact with you or your company as you, as you bring it back.

841
01:05:07,758 --> 01:05:08,218
Yeah.

842
01:05:08,218 --> 01:05:08,678
Yeah.

843
01:05:08,678 --> 01:05:10,018
Thank you.

844
01:05:10,878 --> 01:05:16,518
think of it, uh, think of a company of 5,000 or 10,000 employees.

845
01:05:17,458 --> 01:05:26,578
Um, you really, and you're a brand, you release a product and then in the past we used to
have what we call quality analysts.

846
01:05:26,578 --> 01:05:32,178
kind of hook up white Jack with that headset, listen to a call, and then you start
scoring.

847
01:05:32,478 --> 01:05:36,782
Hey, there's no way you can score and listen.

848
01:05:36,782 --> 01:05:40,303
to a hundred percent of all calls, millions of calls during the year.

849
01:05:40,303 --> 01:05:41,624
There's no way can do that.

850
01:05:41,624 --> 01:05:42,543
It's impossible.

851
01:05:42,543 --> 01:05:44,743
The cost is super prohibitive if you do that.

852
01:05:44,743 --> 01:05:47,385
So yeah, humans do with that.

853
01:05:47,385 --> 01:05:57,728
So you used to do that with the goal where us for in the industry used to be listened to
three calls um per agent per month.

854
01:05:57,728 --> 01:05:58,118
Okay.

855
01:05:58,118 --> 01:05:59,939
Or five calls per agent per month.

856
01:05:59,939 --> 01:06:03,282
We'll think of the, and then we used to sit and debate and the

857
01:06:03,282 --> 01:06:04,972
segment oh

858
01:06:04,972 --> 01:06:07,984
Yeah, we'll sit and debate statistical validity.

859
01:06:07,984 --> 01:06:10,906
Like this is less than 10 % of the sample size.

860
01:06:10,906 --> 01:06:12,047
Is it truly?

861
01:06:12,047 --> 01:06:16,206
And then we always kind of aim to get to 10%.

862
01:06:16,206 --> 01:06:25,019
And based on that 10%, we would look at the surveys and start building a cure plan to
whatever problem we have based on that 10%.

863
01:06:25,019 --> 01:06:26,414
And oftentimes,

864
01:06:26,414 --> 01:06:27,834
You're not solving the right problem.

865
01:06:27,834 --> 01:06:29,262
You're not solving the right problem.

866
01:06:29,262 --> 01:06:31,022
And then it's rinse and repeat.

867
01:06:31,342 --> 01:06:41,362
Think of the waste AI today, and to logic's platform, for example, measures a hundred
percent of the calls gives me telemetry.

868
01:06:41,362 --> 01:06:45,242
That's non-biased, non-biased fact-based after every single call.

869
01:06:45,242 --> 01:06:49,482
just in time, the employee gets a review on how they've done.

870
01:06:49,662 --> 01:06:54,122
The supervisor gets a review on how the team is doing after every single call.

871
01:06:54,122 --> 01:06:57,780
And then you don't even have to think because AI

872
01:06:57,780 --> 01:07:08,198
is already through a uh statistical approach telling you exactly where the problem is and
suggesting a potential cure, you just have to go execute it.

873
01:07:08,928 --> 01:07:10,242
Numbers don't lie, do they?

874
01:07:10,242 --> 01:07:13,646
Through my whole career, numbers and the data do not lie.

875
01:07:13,646 --> 01:07:14,286
Exactly.

876
01:07:14,286 --> 01:07:15,906
So this is how we evolve.

877
01:07:15,906 --> 01:07:26,066
Imagine now if you're building a modem, if we're building a car, or if you're building an
insurance policy and you have that telemetry and you have these insights and these

878
01:07:26,066 --> 01:07:33,846
analytics, and now you can improve that product significantly in a fraction of the time
that you used to take to do it before.

879
01:07:34,066 --> 01:07:36,126
just think of the repercussions of all this.

880
01:07:36,526 --> 01:07:38,692
um I see it as positive opportunity.

881
01:07:38,692 --> 01:07:39,974
That's why I see it.

882
01:07:40,088 --> 01:07:41,180
Fantastic opportunity.

883
01:07:41,180 --> 01:07:42,220
Yeah, absolutely.

884
01:07:42,220 --> 01:07:42,591
Yeah.

885
01:07:42,591 --> 01:07:48,110
Well, tell us how to engage with you and find you and companies to give you all their
money and to work with you as clients.

886
01:07:48,110 --> 01:07:49,910
I think, yeah, yeah, I know.

887
01:07:49,910 --> 01:07:50,690
I appreciate that.

888
01:07:50,690 --> 01:07:54,930
think we, it's a logics.com has all the information on our domain.

889
01:07:54,930 --> 01:08:03,710
Um, uh, there's a, there's a place where, um, clients can go in and, and, uh, fill a form
and we'll get in touch with them right away.

890
01:08:03,710 --> 01:08:09,030
We have a great team monitoring all the intakes, uh, all the leads coming in.

891
01:08:09,030 --> 01:08:13,130
Um, we also have, um, we're pretty engaged on LinkedIn.

892
01:08:13,130 --> 01:08:18,290
Um, so, so I encourage anybody who has any interest to go and look us up on LinkedIn.

893
01:08:18,521 --> 01:08:25,803
Um, you can, uh, email me at mario dot bedore at Intelogix.com anytime.

894
01:08:25,803 --> 01:08:29,845
Um, we're lean and mean, and we're very engaged.

895
01:08:29,845 --> 01:08:38,687
So, um, and we'll be happy to engage with the, with anyone try to partner with you, uh,
solve a problem you may have.

896
01:08:38,687 --> 01:08:40,448
The Logix lab is amazing.

897
01:08:40,448 --> 01:08:44,709
It's a lab we have where we can actually curate various problems customers have.

898
01:08:44,709 --> 01:08:46,840
And at times we engage.

899
01:08:46,840 --> 01:08:56,708
pre-engagement, we just do it uh to share the knowledge and if a client likes what they're
seeing, then they can engage with us in a more formal way.

900
01:08:57,246 --> 01:08:58,032
Awesome.

901
01:08:58,032 --> 01:08:59,278
Hey, great conversation.

902
01:08:59,278 --> 01:09:00,829
uh

903
01:09:00,829 --> 01:09:01,572
thank you.

904
01:09:01,572 --> 01:09:03,038
I wish we have more time.

905
01:09:03,038 --> 01:09:05,780
um Next time we have to do it face to face.

906
01:09:05,815 --> 01:09:06,817
Yeah, absolutely.

907
01:09:06,817 --> 01:09:09,123
Where's the big conferences?

908
01:09:09,123 --> 01:09:10,206
Are they still important for you guys?

909
01:09:10,206 --> 01:09:15,538
We won't say where you're going, all the CEO security and all that, but is that still real
in the evolution of companies?

910
01:09:15,538 --> 01:09:23,844
I think cybersecurity is, if I want to spend time, I'd like to go spend it in
cybersecurity is moving pretty fast.

911
01:09:23,844 --> 01:09:31,709
think we all, not when it's, it's not if it's when we're at war with these threat actors
around the world period.

912
01:09:31,709 --> 01:09:44,503
um Whether as geopolitics continue to get more tense, I think people are finding and bad
actors are finding ways to attack uh us through our

913
01:09:44,503 --> 01:09:48,055
private companies or public companies or government entities or wherever that is.

914
01:09:48,055 --> 01:09:59,302
But we see millions, millions of threats on our um dashboard daily, trying to kind of uh
get through our firewalls.

915
01:09:59,302 --> 01:10:11,469
So it's critical that we maintain a good security posture um because that will uh continue
to increase our clients trust in us and continue to grow our business.

916
01:10:11,469 --> 01:10:13,070
So for me, that is...

917
01:10:13,070 --> 01:10:14,126
uh

918
01:10:14,126 --> 01:10:15,186
Where I want to engage.

919
01:10:15,186 --> 01:10:22,966
also want to engage with the international market more and try to understand what it
means.

920
01:10:22,966 --> 01:10:28,366
This bill is real that we're seeing keep call centers in America 2025.

921
01:10:28,366 --> 01:10:31,646
So we need to be ahead of it and we need to pivot.

922
01:10:31,646 --> 01:10:42,986
We've learned it through COVID Mark that there was people talking about traditional
leadership, modern leadership, but we learned that the third type of leadership, which is

923
01:10:42,986 --> 01:10:43,590
a

924
01:10:44,064 --> 01:10:48,206
almost uh the ability to navigate in gray areas, right?

925
01:10:48,206 --> 01:10:49,737
That's what COVID taught us.

926
01:10:49,737 --> 01:10:57,971
And I think we're facing some of that right now is the ability not to panic, continue to
be resilient and navigate these gray areas that we're going through from a policy

927
01:10:57,971 --> 01:11:00,682
standpoint and how do we keep our business thriving?

928
01:11:01,590 --> 01:11:03,797
challenges of the next three to five years.

929
01:11:04,214 --> 01:11:04,994
Exactly.

930
01:11:04,994 --> 01:11:07,302
All right.

931
01:11:07,302 --> 01:11:07,763
You take care.

932
01:11:07,763 --> 01:11:08,034
Okay.

933
01:11:08,034 --> 01:11:08,494
Okay.

934
01:11:08,494 --> 01:11:09,446
Bye bye.