00;00;00;05 - 00;00;04;16
CHET
Prasad, welcome to the inspired execution. Thanks very much for joining us.

00;00;04;19 - 00;00;07;22
PRASAD
Thank you, Chet. And really look forward to the conversation.

00;00;07;24 - 00;00;14;28
CHET
You've had quite a career in tech now. Can you can you share a few defining moments on your journey?

00;00;15;00 - 00;00;47;19
PRASAD
Yeah, it's I actually had a couple of different transformations up to that in my in my career. I started off in product development back in India, Right. Coming out of college, I joined one of the big four in India, the pro I was doing product development and I did that for three or four years working with multiple multinational clients, and that's when after like a four year stint or five year stint, I got an opportunity to work for a startup where we were kicking off consulting operations.

00;00;47;19 - 00;01;18;14
PRASAD
And one of the biggest clients happened to be in the US and that's the story of how they came to the US in the early nineties. And so I moved from product development into consulting and I stayed in consulting for eight years, for eight years, helping my company build new new offices, build new markets, setting up the delivery infrastructure, moved around multiple different places in the US opening offices, which is when your kid starts getting to the stage where you want to stay, where your kid wants to stay.

00;01;18;16 - 00;01;43;17
PRASAD
That's right. Life happens, right? So yeah, yeah, yeah. I got fed up of the East Coast and the West and the Midwest. Snow and I said, I want to be back in California, which is where, which is where his, his passion was. And so we decided to move back here. And that's my first real foray into I.T. Till then, I had never been I.T. had always been on the consulting side, talking to CIOs, talking to I.T. leaders about projects.

00;01;43;20 - 00;01;49;04
PRASAD
I'd been on the product development side, developing solutions and selling to CIOs. Right, Right.

00;01;49;06 - 00;01;57;24
CHET
Yeah. Yeah. Big difference. There's a difference between applied applied I.T. and, you know, applied technology and creating technology totally.

00;01;57;24 - 00;02;16;08
PRASAD
Totally. And then what what really kind of attracted me to I.T. and I did this within the first six, nine months of joining the CIO. There. He used to do skip level meetings, and he called me after the first 3 to 6 months and said, How do you like being in it and all that? And I said, I love it.

00;02;16;10 - 00;02;41;20
PRASAD
And he said, What do you want to buy? What are your plans? And I said, I want to be you someday, Jim. And so I want you to enable me to become a CIO someday, right? And I told him I asked him what his journey was, and he said, you need to you need to invest your time. If is a part of your career aspirations and being CIO is part of a career aspirations, it's a journey you're starting as a business analyst.

00;02;41;22 - 00;03;03;27
PRASAD
Learn as many skills as possible because then you go up there knowing stuff. Being hands on is going to be your key to success. And I should thank my thank Jim. He actually gave me a job rotation every single year. I was doing sales one time I was doing marketing. When I was doing finance, I was doing sports, I was doing vendor management, I was doing analytics, I was doing infrastructure.

00;03;03;27 - 00;03;30;26
PRASAD
So I pretty much had touched and felt every aspect of what CIO needs to do, which actually made my my journey a very, very interesting journey. And then I said, okay, let me become the head of apps. And then I becoming head of infrastructure and then become CIO. So it was it was actually almost a progressive path as I put my goal and said, I want to be a CIO by the time I'm 50 and I became CIO before I'm 50.

00;03;30;29 - 00;03;37;21
PRASAD
So so it's it's a couple of pivots which I was ready to take yet which which, which got me better.

00;03;37;24 - 00;04;01;05
CHET
And what was what was hard, right? What was what were things that you were, you know because I've I've been on similar rotations right. Every nine months and, and everybody around you says, you know, you're a weirdo, right? I mean, what are you doing? Right? And like and you're learning a new job. And by the time you learn a new job and you're you've certainly not got 10000 hours in it, right.

00;04;01;07 - 00;04;15;24
CHET
So when you're doing this rotation, what was really hard for you? Like, what was the I mean, obviously now you look back like I do and say, wow, that was some of the best days of my professional life. Right? But while it was happening, what was hard?

00;04;15;26 - 00;04;40;07
PRASAD
my God. my God. The fear of the unknown. Yeah, Because, see, I think that the human nature is to is to gravitate towards your comfort zone, right? Yeah. So established myself as a solid analytics leader, for example. Yeah. And suddenly next. Next, next week, I'm going to start managing infrastructure, for example. Right? Are managing a huge artery deployment.

00;04;40;10 - 00;05;02;27
PRASAD
I'm coming out of my comfort zone and being vulnerable because what happens is, no, I'm sticking my neck out into something new and it's the fear of the unknown. And that fear was that within me. But then I said, You know what? I will not grow if I don't take a chance to stagnate in that area. The people who say, you know what, I'm going to be staying with my comfort zone and staying only within my comfort zone.

00;05;02;27 - 00;05;22;16
PRASAD
And this is one thing which I've started practicing with my with every company that I've gone after. All of those guys take the risk. I'm here to be undercover, right? Yeah. And so here's where it also comes down to the leadership, right? If my leader did not give me the cover and say, Hey, it's okay for you to fail, you can always go back to your comfort zone, right?

00;05;22;18 - 00;05;35;22
PRASAD
Yeah. So that there is operating the back of my pelvis. Right. Hey, Jim is saying you can do a job rotation, but what if they screw up? What if I don't do a good job? Will I be able to put food on the table? Because it's sometimes a substantial ground?

00;05;35;22 - 00;05;36;09
CHET
Yeah.

00;05;36;11 - 00;05;43;09
PRASAD
Obviously I can find a job in another place, but I love the company, I love the environment that is definitely operating, operating the back of the mind check.

00;05;43;12 - 00;06;00;17
CHET
You know, one of the things that I had, the examples I gave and I think it's a different way of seeing what you said is I tell people that I'm yo, I'm going, you're going to be what it's for you. The deep end of the pool with no life jacket. And I'm not going to be in the pool with you.

00;06;00;20 - 00;06;20;08
CHET
But just be aware, I'll be standing right there watching you and I'll have a lifejacket not drown. But the point is, you have to feel like you're alone and you have to survive, right? Because those instincts of being uncomfortable and some people, by the way, this doesn't work for everybody because some people are just scared of water and they're like, my God, what happened?

00;06;20;08 - 00;06;33;15
CHET
Right? I mean, I'm not going to do anything. But I find that getting people uncomfortable and then letting them kind of sit in that discomfort and deal with it is a large portion of being successful.

00;06;33;18 - 00;06;54;20
PRASAD
Totally. And if you look at all the innovation that has happened right this. But think about why you started the company, correct? It's right. You want to disrupt the status quo and the same the same disruption of the status quo, not just happens at a technology level, also at an individual level. Right. Because we are living, breathing organism and we need to keep morphing ourselves to what what what needs to be done.

00;06;54;26 - 00;06;55;05
PRASAD
Right?

00;06;55;10 - 00;07;12;08
CHET
Absolutely. And so you, you know, you've said multiple times, don't be a solution looking for a problem. Instead, look for a problem to solve. Right. You've done this a few times. What problems are you solving at Fresh Works?

00;07;12;10 - 00;07;35;27
PRASAD
Yeah. So first of all, I want to thank you for being a festival customer, Right? It's always wonderful to talk to this one on behalf of your customers of better. It's always good to have that mutual relationship. So if you go back to if you go back to the foundation of life, FreshBooks was founded, right. If I remember the you've heard the story of Greece having a very bad experience from a from a customer support perspective.

00;07;36;00 - 00;07;52;11
PRASAD
Yes, he was moving from one place to the other. His TV was broken. He called the customer support agent and he felt the pain of the of the customer support agent where they had to go to oops to try and solve that problem to solve Greece's problem. And he said there's a better way of doing it. So at FreshBooks, we are.

00;07;52;11 - 00;08;15;05
PRASAD
We are. If you ask me on the product side, we are continuing to innovate our products, keeping a customer centric approach right there, optimize all of our design. If you look at our CRM product because we've got our ideas and product, if you look at our support, this product, all of these keep not the technology in the front, but keep the persona who's using it.

00;08;15;08 - 00;08;35;04
PRASAD
Is it the sales engineer or others, the sales rep? Is it the or it could be the support lab design solutions around the life of what they are going to be needing to do their job so that they can provide the top, top level of support for their customer, correct? Right. And that kind of permeates to the way I think about with idea ideas, that right idea.

00;08;35;04 - 00;08;59;00
PRASAD
I've got things where I'm I'm either transforming my sales function in terms of partnering with my sales organization to say, how do I reduce the number of tools you're working with so that the seller should be out there in the field selling should not be out there working with systems. How can it reduce the friction? Right? How do I bring it to to help solve your problem in terms of the way you can write a better email?

00;08;59;02 - 00;09;04;04
PRASAD
How do they get to better? So these are all the things that we are working on here.

00;09;04;06 - 00;09;35;09
CHET
So it's really interesting. I find, you know, having been my career started very early days at Nacs and one of the things I learned was the best products that you that you build are the ones that where you're solving problems that you have. It seems like Girish did that successfully, but recently, right? I mean, I would you know, we've talked in the past, in the last 18 months, you know, for some of us a little longer, but at least for 18 months, is the industry at large right.

00;09;35;09 - 00;10;02;27
CHET
With which GenAI has come in and is going to like change everything. Right. It's going to change productivity, it's going to change business models. How is I mean, the the easy answer just between you and me is your developers are more productive, right? That's the easy answer. But how how else what are some other insights you have?

00;10;02;27 - 00;10;12;26
CHET
How generic changes, how you build software beyond copilot, as well as how your customers interact with technology that you're delivering?

00;10;12;29 - 00;10;29;16
PRASAD
yeah. yeah. And I think this goes back to the phrase that you use, which is my favorites, is don't be a solution looking for a problem, right? Yeah. I mean, I see it more as a means to an end, right? If you really look at the, the way we're solving it from, from somewhat from a product angle, right.

00;10;29;19 - 00;10;52;00
PRASAD
It comes down to a simple definition of use cases, right. Where figured out what what the real problem is. So let's take the two or three things that we do within the state of a product state. One is from a self-service perspective, thanks to the round trip that Ginny I know allows us to do right, because we have had.

00;10;52;02 - 00;11;20;03
PRASAD
But in fact I used to program in Lisp in the early nineties. Right. Which is one of the first languages. Yeah. It's been around for the longest time and within freshman we have had eight within our products since 2017 2018 and we've been garnering bodies as pretty but what ChatGPT and the whole GenAI has enabled us to do is do the full roundtrip conversation which makes the the from a from an end-user perspective.

00;11;20;03 - 00;11;46;12
PRASAD
Going back to the use case, think about it. You are now a BDC customer. You really want to know address the market and provide that top notch service. If you can now make it where the end customer who's coming in asking for support gets the most relevant information in a self-service mode, right where the conversation is now become where it's not just about the knowledge base, but about going back to your underlying relevant data points.

00;11;46;12 - 00;12;06;20
PRASAD
Do not give a very meaningful answer. Vanessa, The last time you and I talked to a customer support agent on the phone, we don't do that anymore. We do all of our support on on WhatsApp. We do all of our support on chat. Right there is that chat interaction becomes more personal, right? Then it becomes where we are solving for the end customer who's actually having a problem.

00;12;06;20 - 00;12;32;13
PRASAD
So that if you put a lot of effort in terms of the whole self service capability, beefing it up so that it can it can make the end user that much more productive. You talked about copilot. How do we make it? Where have a buddy along with the sales rep, right. And we do this with your team and we do this within our team as well, right then our onboard and it engineer it engineer doesn't know how to respond to different types of issues.

00;12;32;15 - 00;12;45;22
PRASAD
I can useful but it that yeah it can see here's a suggested response. Same thing with insights helping managers like you and me focus on where the problem is. So these are areas where real use cases actually translate to product features.

00;12;45;25 - 00;13;19;00
CHET
Would you be able to get to a point where you can actually tell a customer that we made you 20% more productive and your see SAT went up so much or your NPI went up so much? But now we're generated by we can do X plus Y and you can define why do you have enough runway to talk about the exact quantitative measure that your customers are getting because of generally bad features in your product?

00;13;19;03 - 00;13;47;25
PRASAD
Yeah. So see, there's two angles to this check, correct? There is one the product angle where the product enables the the features, which enables you to get higher levels of customer satisfaction in VR and so on. But it also goes back to what is your underlying business process within your organization, Correct? Because if you look at the the customers that are using our products, it is about how they define what success looks like, how they define what those metrics look like.

00;13;47;27 - 00;14;13;00
PRASAD
Right? So we do not within our tools, we actually have the insights, which enables you to not track what, what, what it looks like, do a baseline of what your current satisfaction is, and then look at how satisfaction is improving over time, either through our survey mechanism or the NPI mechanism model. Right? So all of that does that within the product, but it comes back to the organization as to how their processes are around what we call the customer centricity.

00;14;13;03 - 00;14;27;07
PRASAD
Where are they focusing on the right things are the right levers to measure how customers are going from point A to point B, how they are going from point A to point B, So it's both of them needing to come together. It's the tool by itself is not going to solve it.

00;14;27;10 - 00;14;45;10
CHET
Is not going to do it. It's then you have to have some. So so that leads me to my next question, right. Which is let's talk about GenAI and your great you've recently you recently joined the Forbes article on virtual in teams. Right. So so I had a chance to do a bunch of stuff on the education side while I was at Google.

00;14;45;12 - 00;14;55;24
CHET
And so what is and I spent a lot of time thinking about reskilling, like what is your perspective on the difference between reskilling and retooling?

00;14;55;26 - 00;15;15;20
PRASAD
Yeah. So when you talk about retooling, you're taking the existing tools in your stack and then replacing that with a brand new set of tools, right? So you already have tools for doing document management, you already have tools for knowledge base, you already have tools for ideas, you already have tools for doing different business functions. That is retooling, right?

00;15;15;20 - 00;15;40;26
PRASAD
Correct. Reskilling is at the end of the day, the the the magic happens with an idea or any organization that people who understand the underlying business process right now, if you reskill them to not take the new tools that are available and incorporate how to leverage those tools to solve the business problem, you're actually making your existing people that money that much more productive.

00;15;40;29 - 00;15;58;05
PRASAD
There's this narrative that is going to take away jobs and all of that. All of that is not true. If you focus on the expertise, the business process within the organization, instead of having 50 people doing the same thing, maybe I can help take training people out of that role and those 20 people can be doing something different.

00;15;58;07 - 00;16;06;04
PRASAD
They can be doing the analytics, they could be doing process optimization, right? So so that's why I look at it.

00;16;06;06 - 00;16;28;12
CHET
That is so true. Let me ask a different question. Right. You've been on we've been advisor. You've you're on a you know, a boards, right. What is your advice If I'm, if I'm running a company, I'm the CEO of the company or on my board, what would you say, What, what would you tell me about, you know, the landmines to worry about.

00;16;28;12 - 00;16;37;10
CHET
Right. And how should you know. What do you like the advice you would give me? A not to do what to do. Right. But what to do what would could go wrong with GenAI.

00;16;37;10 - 00;17;11;00
PRASAD
I yeah. See I think or reliance on on technology without having the right governance structure behind it is actually a recipe for disaster. Right. You wouldn't Even before Chet and GenAI became popular. You have the supervised and unsupervised models that you you actually have underlying machine language models. I mean, give you insights. And in terms of looking at the big volumes of data that you have, if you are in a what you call 100% lines, a line board.

00;17;11;00 - 00;17;36;28
PRASAD
Right. Take take, for example, the Tesla, Tesla has been having full full of is driving now for the last year or two. Right. And they keep making advances. Would you live your would you get into a situation where you're completely allowing your your full service driving world to drive you from point A to point B? No, you would never do that right now gets in the car that it gets in the road that are all people walking, right?

00;17;37;03 - 00;18;00;25
PRASAD
You do not want to ever abdicate your responsibility of of having a human in the middle supervising and looking at what is generally right. Yeah. I can accelerate some of the pain points in terms of the time you're spending on a lot of these things. But you need to have the governance. You need to make sure that you're not having ethical bias or you're not having any biased opinion.

00;18;01;03 - 00;18;25;29
PRASAD
Right? So you need to do the whole responsibility items of making sure that you actually have the guardrails to stop out or to prevent you from falling into trouble, right? Correct. You need to have that right. So that's what I advise companies when when you're when you're building something based on Jini, I make sure that you are you're you're you're enabling the organization that's deploying and using your tool to actually put those governance things in place.

00;18;26;05 - 00;18;36;00
PRASAD
You need to make it easy for them to look at what results are there and then tune the models so that they are making it relevant for their customers that they're dealing with, you.

00;18;36;03 - 00;19;03;25
CHET
Know, for sure. And so the the what you would so if I can tell me if I'm not getting this right, what your suggestion to me would be, don't think of genii as a means to an end. Absolutely. It's about your customer or your developer. And and if you do not see the results that it makes their lives easier or makes them more productive, then don't go down the path because this has to be.

00;19;04;01 - 00;19;11;14
CHET
It's not you just putting a banner saying I'm in the eye company. Make sure you get They can see the benefits and the lift totally.

00;19;11;14 - 00;19;15;28
PRASAD
It should not. It should never be technology for technology sake. Right. Because it's.

00;19;15;29 - 00;19;25;21
CHET
Okay. Yeah. This is the this is this is awesome. So switching gears to the future, what's a bold prediction that you would have about Genie AI in the next two years?

00;19;25;24 - 00;19;46;21
PRASAD
Yeah. If you had asked me this question last year. Right. And you and I have seen so many tech cycles. Yeah, right. Yeah. You saw the, the, the mobile craze right in the in the mid 2000, early 2000 you saw the whole dot com craze. We saw the big data craze. We saw the Yeah. The cryptocurrency grids. Right.

00;19;46;21 - 00;20;09;04
PRASAD
So every technology cycle goes through a hype cycle. Every technology innovation goes to the hype cycle. Last year it was going through, my God, the formal factor. my God, is it going to die? Yeah, in my in my, in my marketing message, I'm going to be a non-existing company. Right? A lot of people slap the eye on top of their products.

00;20;09;06 - 00;20;36;19
PRASAD
What I'm seeing now is I think the the the, the in the hype cycle you have this thing called the plateau of disillusionment where you you think it is going to solve world hunger, but it is not solving world hunger. Then it gets into a reality. The cycle between the the being, the solution and actual reality of that is to start adding value is shorter in the case of Gen Y because EIA has been around for the longest engine because it's not a new innovation.

00;20;36;22 - 00;21;05;07
PRASAD
So what my prediction would be the relevant applicable use cases for how do you make sure that you're increasing productivity in your in your workplace are we are increasing customer satisfaction. These are the outcomes which companies will start? See, how do I know have investments in technology which is actually going to help me scale instead of you adding hundreds of people to your organization to take care of repeating the same thing, rinse and repeat.

00;21;05;14 - 00;21;25;00
PRASAD
You can actually have a I play a role that you invest in AI to automate some of those things that that those people can be deployed. Those dollars can be deployed to something else. So I see the the maturing of the use cases, the maturing of tools, because I think all the tool vendors are realizing I can just go with the with the broad AI message.

00;21;25;04 - 00;21;45;28
PRASAD
I need to go with the targeted messaging. What problem I'm really trying to solve and what problem am I going to address for you as an organization? What value am I going to get so, so my prediction is this year and next year you're going to see some consolidation that with with methodologies, consolidation of tools so that the spray and pray more is going to go away.

00;21;46;04 - 00;21;52;22
PRASAD
It is going to become more targeted, more use case based, and the use cases will win the day.

00;21;52;24 - 00;22;25;18
CHET
We have what couple of things and please tell me if you agree with this or not. Number one, even though it's been around for a while, I remember doing neural nets like 30 years ago. Right. And we talked we talked in the late eighties. There was a chance when you were going through school, we were having discussions about this, but the one thing that's different is with generative AI and with all that, with all the programing techniques are on rag and other things are coming for the first time, an average developer can actually build something and that is different.

00;22;25;18 - 00;22;52;12
CHET
I don't have to be a data scientist. I can just be an average Python developer or JavaScript developer, and with lambs around I can get a lot of content and I can bring context. So that's one I think you would agree with that. That's something that's different. Even though he has been around. The second thing is I think of all the, you know, thinking just between the two of us client server, web, mobile, you know, cloud.

00;22;52;14 - 00;23;18;07
CHET
What is different about this for me and it probably for you is that in all four of those you always cared about your to your two if you may you the two pillars were always ease of development and scale. And when I mean scale, I mean all the lattes and things like that. It's got to work on Black Friday and it doesn't go down all that stuff this time around.

00;23;18;07 - 00;23;36;11
CHET
I feel there's a third pillar and it's called relevance, and we didn't have to worry about relevance in the last four weeks, right? There were nuances, but if we just focused on creating, making it easy for people to build apps and you make sure the apps were scalable, everything kind of worked right? Then we did thrash around on different techniques.

00;23;36;17 - 00;23;44;28
CHET
Would you agree with that, that eyes now with those two eyes there for all developers as well as now this, we have to get used to this new thing called relevance.

00;23;45;01 - 00;24;07;15
PRASAD
Totally, totally. I completely agree with you and I think I'm glad you touched upon the developer aspect and developer productivity, because think about the sacred time to innovation, right? As new companies are coming up, as new product ideas are coming out. Right? Gone are the days when you and I developed initially code using blind server, right? We put Visual C++ studio connected to an Oracle database.

00;24;07;17 - 00;24;34;02
PRASAD
SQL database came up with that line of architecture to a Ghandour. Yeah, it's right now it's all about frameworks. And here's where the cycle time from innovative ideas to actually having a MVP and actually then going to production is actually been reduced significantly because now you can generate code if you know the right questions to ask. The whole prompt engineering aspect where you're now figuring out how to ask the right questions is where the intelligence is going to go.

00;24;34;04 - 00;24;57;13
PRASAD
If you go one step further, it's not just developer, it's also in the validation. Think about it. There are validation patterns that are available. They're really putting a lot of lot of effort in terms of automation of all of our testing. Discover Edge and so on. If we can now leverage, you need to also do code reviews to make sure that you're looking not above a little bit.

00;24;57;13 - 00;25;24;21
PRASAD
Vulnerability scans, you're looking for potential landmines. This is not going to make your development and your test cycle that much more shorter. There you not only get a good product and you get a very good right, you get a good solid answer to a problem that you are solving. But it's also highly tested, highly validated because humans can only test so much, right?

00;25;24;23 - 00;25;48;27
CHET
No, I agree. This is and this is by the way, this by the way, we can just we can spend an entire podcast just on this particular talk. Yes. Your you are actually doing it and we are actually building tools for you to do help companies like yours do it more effectively. Right. Including just serendipity that we just we just bought a company today, right.

00;25;48;27 - 00;26;11;07
CHET
And announced it. It's called line flow, which basically makes it easier for you to build like, you know, drag applications that are based on so, so much more to talk about. I think we'll have to do this again. All right. So Rapidfire, question number one, I'll just ask questions. Give me answers quickly if I allowed you to have a conversation with any historical figure, who would you choose?

00;26;11;10 - 00;26;14;23
PRASAD
I would choose Mahatma Gandhi.

00;26;14;26 - 00;26;21;24
CHET
Awesome. What's your favorite application on GenAI? I so far it can be work or personal.

00;26;21;26 - 00;26;29;05
PRASAD
I like tragedy because I think it allows me to to rapidly get answers. Yeah.

00;26;29;07 - 00;26;36;00
CHET
What's one common misconception about AI that you would like to debunk?

00;26;36;02 - 00;26;42;23
PRASAD
Yeah. Is going to take away jobs is a big misconception that is out there because actually I bring jobs.

00;26;42;26 - 00;27;00;14
CHET
It's you know it's really interesting I've been saying this for a while. It's not about I was this people it is about people with the AI. Was this people without AI? Yeah, right. And so that seems to be that most people agree with that. What three qualities describe the best leaders?

00;27;00;16 - 00;27;26;05
PRASAD
Leaders should be open, right? Because I never go with the the fixed PowerPoint slide into any organization that I go to manage be open, understand the culture of the organization, understand what makes the work work, what makes the organism look right, be open. Second is be vulnerable, right? You need to you need to try different things. You need to and create an environment where you allow your people to be the biggest.

00;27;26;08 - 00;27;50;03
PRASAD
If you yes, if that that's the difference between a manager and a leader. A leader provides an environment where people can type. Right. And third, acknowledge the fact that it is a living, breathing organism. At the end of the day, organizations morph over time. As long as you acknowledge that and then keep adapting magical to the day you forget that you cease to be.

00;27;50;03 - 00;28;13;00
CHET
Useful with result. This is awesome. I think we will soon have you back and we'll talk a little bit more about GenAI and the implementation. And by then both of us would say whatever conversation we had on in whatever conversation we had in the first half of 2024 is irrelevant because the thing is moving so fast and you're learning.

00;28;13;02 - 00;28;20;20
CHET
So thank you very much for making the time to, to, to do this podcast. I think I use our listeners are going to love it.

00;28;20;22 - 00;28;26;18
PRASAD
Yeah, totally. Chet, thank you for doing this. It's always wonderful talking to you. Looking forward to the next conversation here.

Inspired Execution

Prasad Ramakrishnan

SVP of IT and CIO at Freshworks

A Roadmap to Impactful and Responsible GenAI Adoption with Freshworks CIO

Episode Transcript