Stability AI

The essential guide to a sector that’s now attracting one out of every four startup investment dollars.

AI-Innovators-2023-Stability AI

Stability AI is best known for its efforts in helping create the ultra-popular text-to-image generation system Stable Diffusion—where users can input a prompt and create an AI image of anything they want—but the startup is working on a host of other AI projects that are open models, meaning anyone can access them. This spring, Stability released two language models, StableLM and Stable Vicuna, as well as two additional imaging models, according to the company. It has also created a text-to-audio model called Stable Audio that it released in September. Stability has been an early and vocal champion of open-source AI, where people can access the entire model, all of its code and weights, as well as all of its outputs, for free and with almost no restrictions. Some big investors have gotten on board with the startup’s creed, as Stability has raised over $110 million, per PitchBook data, from the likes of Coatue Management and Lightspeed Venture Partners. Over 200,000 creators, developers, and researchers, as well as seven research hubs, use Stability's products, according to the company. However, Stability and its founder Emad Mostaque have also recently come under scrutiny: Mostaque reportedly has a history of exaggeration, and a Forbes investigation found that several of his assertions about his own background and Stability's customers were either false or inflated. Numerous senior executives and AI experts have reportedly left the company this year. However according to the company, overall headcount is up, and they increased their revenue base more than 10x this year. And the company got a boost in early November as Mostaque posted on X that “We closed strategic funding ourselves last month (announcements soon)." <a class="waffle-rich-text-link" href="https://www.bloomberg.com/news/articles/2023-11-09/stability-ai-gets-intel-backing-in-new-financing?srnd=premium-uk&amp;sref=7H70AtGu">Bloomberg</a> later reported that Stability had receieved a $50 million round of debt financing in a round led by Intel. But it also reported that both Coatue Management and Lightspeed had declined to provide the company further financing and given up theirs seats on the company's board following disagreements with Mostaque over the company's management and direction.

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How are the region’s banks and fintech innovators harnessing AI, data, and payments infrastructure to reach the next billion consumers and SMEs? As financial ecosystems evolve, new partnerships are emerging that blend the stability of traditional banking with the speed and creativity of fintech. With ambitions extending beyond regional borders, Southeast Asia’s financial leaders are reimagining how technology can deliver trust, inclusion, and sustainable growth in an increasingly connected global economy.

Banking the Next Billion: Digital Transformation in Southeast Asia

Conferences

The future of talent isn’t just about skills—it’s about strategy. As roles shift, technologies evolve and worker expectations change, employers are being forced to rethink everything from hiring pipelines to frontline leadership. This panel brings perspectives from leaders in global operations, workforce services, and large-scale retail to explore how they’re closing regional talent gaps, upskilling at scale, and preparing teams to thrive in a more dynamic, AI-fueled world. With a focus on real-world strategies, we will look at how employers can make smarter talent decisions for long-term stability and growth.

Lunch Session: People Power: Building a Future-Ready Workforce

At just 37, Montenegro's prime minister is one of the world's youngest leaders. Milojko Spajić's ambitious agenda includes reforming the country's energy, tourism, and technology sectors, stabilizing regional relationships, and attracting foreign investment. Can Spajić's coalition government overcome political instability o provide an example for other countries—and position Montenegro as next in line for EU membership.

Montenegro: Small Nation, Big Ambitions

Hello once again and hello your Excellency the Prime Minister of Montenegro Maloco Speic. It's uh we were discussing backstage is he the youngest head of government in the world or in Europe or not? We're not sure because we think maybe the Icelandic Prime Minister anyway, either way, one of the youngest in the world and you are leading the government of a small European nation, but you want that nation to open up to the world. How do you want to achieve that? What's your plan? Absolutely. I think also the what what it counts for is a relevant experience and the people the age is also like uh became a relevant thing. You have many leaders in the world who are uh younger but you know, have, have a good experience, a relevant experience, and I think this is, this is what counts eventually. Obviously, uh, Montenegro is a country which is a very ethnically diverse country that is probably in Europe is the most ethnically diverse. We don't have a majority, ethnic majority. We don't have a religious clear majority. So we had to get our act together and uh and the chances you either become a great nation that has, that can reach out to everybody that is welcoming everybody. I always mention Singapore as an example because Singapore became like uh Asia for beginners, right? So it's uh it's a country that welcomes all kinds of cultures that is, that is, uh, uh, easy for foreigners to adapt to, to, to be productive and efficient. And this is how I see Montenegro becoming in the region of Balkans in Eastern Europe. Yeah, you lowered corporate tax, corporation tax, wage taxes. You're trying to attract essentially international investment into Montenegro and companies to come set up bases in Montenegro. Can you expand on that? You know, our tax policy is very simple. We think the people that tie their destiny to Montenegro, be it investors, employees. Uh, workers, managers, whoever is, is kind of invested, invested into Montenegro's, uh, success, we give them tax benefits. And obviously we live from tourism as well and the people have to, you know, uh, when they visit our country they pay VAT and excise tax, etc. and this is where we earn our fair share of the revenues for the country. But the people who really vet there and invest themselves into Montenegro are the people we lower the, uh, the, the tax rates for them. So CIT, you mentioned corporate income tax is among the lowest in Europe and soon it will be the lowest. Uh, PIC contribute various kinds of contributions that form uh labor tax wedge, and we have by far the lowest labor tax wedge in Europe. And the reason is again because the people who come to Montenegro to tie their destiny to Montenegro, we want them to be benefiting from this. So can you give us some concrete examples? For example, since these taxes were lowered. Uh, concrete examples of corporations of foreign investment, uh, into Montenegro that have made a difference in terms of growth for the Montenegrin economy. So we are still like as a government we are around for two years and uh first, obviously we need, we needed to make preconditions for the investments to come to Montenegro. So I think we have fulfilled most of it. We still a little remains I think end of this year we'll have another. Uh, round of reforms that will be, that will be also very pro-business, but, uh, basically we have in energy and tourism, these are the two biggest uh pillars of our economy, and we have seen the biggest interest as well. So we have some big names, for example, EDF, French, uh, one of the biggest, uh, electric utility companies. We are working on a big hydropower project. Montenegro is very blessed in hydropower. And we just to put it easily and bluntly, we are like a small Norway in that sense. We have and uh what's different from Norway is that our hydropower plants are not there yet. We have untapped resources and hydro is good because it's renewable #1 and #2, because it's a base load, uh, it's a base load electric power. So it helps balance out the volatility of solar, of wind and other renewables. So it's easier to manage the renewables if you have hydro input, and we have the only export link between the eastern or uh between the Balkans and Italy and the Western Europe, Central Europe is through Montenegro. So we and on a daily basis we have this subsea cable that we have installed a couple of years back and it's working very well. We want to double the capacity. So Terna is another big investor in Montenegro's Italian, one of the biggest world's biggest transmission. Electric transmission companies we have uh Mazdar from UAE is also very interested, etc. etc. in energy field in the field of tourism we have one and only, uh, we have, uh, Amman, we have, uh, we have, uh, Regent and many others who have, uh, Four Seasons who's now interested in, etc. So these are sorry, can you give us a forecast in terms of what, um, the tourism industry contributes to GDP growth in Monten. and where you see it going and and I guess how as well I know one of the things you were telling me is that you dropped visa requirements for Saudi nationals, so Saudi nationals can go to Montenegro, uh, with no visa requirements absolutely, you know, it's it's, it's a sort of a. A show of respect of Montenegrins towards the Saudi citizens, and this is something that we really hold dearly. I know that most of the people that would that would come to Montenegro would have Schengen UK US visa anyway. So with these visas you would be able to enter even if you would have visa system in place. But it's a sign of respect. It's a sign of us saying you guys are very welcome in Montenegro to do business, to uh visit our country, to, uh, to, you know, uh, see our culture, see for Montenegro what it is, and, uh, I would take this opportunity to call all these Saudi friends to come and see for themselves and uh. And Montenegro and this was following a visit by His Excellency, the Minister of Tourism, we had a conversation with uh earlier on this day. And have you seen a difference since you have, uh, you know, put in, put in strategies in Montenegro to attract more tourism. Have you seen a difference in terms of the industry? We see some early signs, obviously, but this is, as I said, it's not a matter of like just pure accounting matter plus and minus. It's also a sign of respect and deep investment in a long term relationship. So, uh, this is how we operate and how we want to be seen. And for us this, uh, you know, the visa-free regime despite the big pressure from Brussels to align our visa policies with EU visa policy, which is obviously something that we constantly negotiate and have to have to think about, but in, in regards for us, this is a very important relationship that we just want to honor. And in terms of tourism, you mentioned and uh you know I think uh Montenegro's tourism and the energy strategies, we have one of the lowest uh uh or actually in Europe, the lowest electricity price. And uh energy, why electrical power is so important and it's, it's a base for building many other industries. For example, data centers, this is a big topic these days that we discussed and we would love to invite uh data center investors and the people interested in using the capabilities and the use cases of Montenegro. Because of the such a, you know, we have very cheap electricity. #1 and #2, we have mountains which are which have a climate very similar to Norwegian climate. So it makes all the sense to to base some of the some of the data centers there and we have this connectivity with Italy through. subsea cable and through the Trans-B Balkan and across European corridors we are interconnected with most of Europe. One of the issues with data centers, and there have been complaints from residents who live around data centers is that they pollute and that they use a lot of water. What about environmental concerns? We take environmental concerns very seriously, so. I, I'm a Japanese student, so I did my undergraduate in Japan and uh you know, in their constitution, they have, you know, they're not to have an army. And uh they came up with the GAI, which is self-defense force, basically kind of replace it. So they take constitution very seriously, you know, they're very, very serious about it. We take our constitution that was made in 1990s, uh, and we are the first ecological state in the world by constitution. So we take our own constitution very seriously and, uh, every project that we make has to be in line with the the highest ecological standards and as I said, the benefits of being located in the, you know, some of the cooler areas like mountains, etc. is exactly you don't need so much water for cooling. So this is the biggest benefit of of the of the uh Montenegro picking up Montenegro as as a data center location as as I said, uh, we also are welcoming, it's very easy to uh catch the talent not only from Montenegro, which is a small HR pool, to be honest. But from the whole region of uh of the Balkans and Eastern Europe where you know that we have a lot of engineering talent. So I think we can be a really, really we can build a good base for the tourism as, as, as we, we just concluded, but also for energy and Application of energy such as data centers and the new technologies. I find it interesting the notion that you have a small HR pool which is just because your population is small. So how do you compensate for that as a small country? Openness as in people can come and establish themselves as working, contributing to the economy of Montenegro. We don't have ethnic majority, so people are welcoming foreigners and welcoming, uh. Because that's an issue in some EU countries, as you know, a lot of popular resistance against immigration. Obviously immigration has to be, uh, has to be tackled very carefully and this is some, this is, uh, uh, this is a big topic and it's serious topic that needs to go undergo a lot of considerations and. Has to be managed very, very, very well. So if you manage things well, obviously I think it's uh you can get much more benefits than the downside, especially because now we see the a lot of regional folks, uh, from the region, uh, or from the wider region, uh, they, they tend to come to Montenegro and they, they do very well in Montenegro, so we, we are, as I said, we are very diverse. Already and uh I think this is a big plus for, for us. On this HR pool fetching because your population is very small, right? It's 700, 600,000,000,000 at any point of time, probably around half a million people live in Montenegro, Montenegro, right? And so, but you feel like there is room there to kind of add to that through immigration, through companies investing from the outside, you know, I mean for us we, as I said, if you. Get a big investments you need uh people who would be able to to kind of lead these investments and to have uh an HR pool is something that is definitely a limiting factor for us. So yes, we are, we are very keen to uh to bring uh smartest and brightest of the world there. Welcome to Montenegro. I saw you have meetings here and you're meeting with high level officials. What is it that you're trying to achieve as the prime minister of a country like Montenegro? I'm trying to introduce Montenegro as is in the, in the best possible light that I can, obviously, and this is it, you know, I think, uh, as I said in the beginning, I would like to welcome people to Montenegro. I would love to host them. I would like to show them all the potentials. And I would like them to see for themselves, you know, because seeing is believing, and, uh, you know, this is, this is something that we, they this leap of faith is something they definitely should take. What is it, what is the one thing that you want people to know about your country? One thing that the most important message that you'd like to send out. About Montenegro is exactly this openness that I keep talking about is, is uh is that we are a country that offers a lot, many opportunities. We don't, we don't want, we are not asking for things. We are asking for collaboration, we are asking for partnerships. And that's it. We're not, uh, I wanna pick up on one thing you said about the EU putting pressure. So I mean what kind of pressure in terms of they want Montenegro to align itself in terms of its visa policy is that obviously it's not pressure that's changing your, your, your policy or your approach, but how do you navigate that? You know, it's uh EU is a big market and it's uh obviously our strategic orientation and uh we are the front runner in uh in that uh accession process and we are the closest to join the EU. So we should by the end of 26, we will close all the chapters and we will be fully ready to join the EU. We'll be fully aligned with the European acquis, etc. So obviously, like if, if you want to benefit from the single market of half a billion. Relatively wealthy people, you have to follow some rules. Will that change your Saudi visa policy, this is, you know, but definitely, but again there are things that are priority national interest, and they are, they are obviously once you join, uh, Schengen, etc. there's, uh, there's there's no space for negotiations, but as long as there are space for negotiations like now, we are always going to, to, uh. To defend our national interests and the things that we hold dearly to ourselves. So the goal is EU membership and then the euro. We already use euro for more than 20 years and uh we are in a in a specific situation where we are quasi eurozone member uh we are NATO member, so uh we, we are in SEPA, so all the settlements and payments and transactions that happen, they, they happen without the fees. Uh, with European countries, so we are the first country outside the European Economic Area to join SEPA. We are part of, we're gonna be part of, uh, very soon from, uh, uh, from the next year, part of the telco, uh, so we are becoming increasingly part of the European common market and obviously like, uh, we want to benefit from the big market but at the same time, as I said, it's very important that we, we also keep some of the national interests. And every country, like every country in Europe, does that. It's interesting you use the euro, but you're not part of the Eurozone. So how does that work exactly? You know, to be formally part of the Eurozone, you have to follow some of the, some of the steps. So once, once we are in the EU, there'll be a process of like lasting 2 or 3. Years that we will need to undertake to become formally part of Eurozone, but we use euros as the only currency, so we are interesting. It's another thing what's probably for investors why Montenegro is interesting is because for us we live in a quasi gold standard. For us, euro is gold, basically. So to acquire euros we need to sell, uh, we either need to sell our assets, uh, services or goods. So we need to uh give some something something real in return for euros, which makes the pricing of Montenegro assets fair. And not inflated by the QEs of the past. So this is a big difference between Montenegro using euro and Eurozone members using euros that basically get inflation of the assets by virtue of the QE. So one of the, one of the reasons why Montenegro is a good investment opportunity is because we are reasonably priced. All right, well, Prime Minister, thank you very much for that. It was a really interesting conversation on a country that doesn't often get discussed on the global stage, but you really wanna open it up, attract investors, and attract tourists, and hopefully some of you will visit. Thanks so much. Thank you.

Financial institutions are grappling with unique challenges in the age of AI, including keeping up with head-spinning innovation at legacy organizations designed to manage risk. How do these leading COOs in finance lean into long-term stability while staying agile in the face of change? You’ll hear about how these global institutions are using ground-breaking tech to modernize the customer experience, detect fraud, conduct cutting edge research, streamline processes and more. 

INDUSTRY DEEP DIVE: HOW FINANCE COOs ARE LEADING THROUGH TECHNOLOGY’S RISKS & RETURNS

Well, OK, as Diane said, AI has the potential to be transformative to the finance to the finance function. So I want to start by asking both of you. You, you, you're both in big financial institutions. Where does your institution, Jack and we'll start with you. Where are you on your AI? Path Thank you. So let me start by just providing a brief background. RBC Royal Bank of Canada, uh, is one of the largest global financial institutions. More than 100,000 employees as part of our AI journey, happy to say that we started our MLAI journey almost a decade ago and where we are just recently earlier this year, we shared in our investor day and made a very bold, ambitious goal that by the end of 2027. We will generate $700 million to a $1 billion of enterprise value through AI-based initiatives. And the reason we were able to make such Uh, bold back is based on how we have, uh, responsibly invested in technology over the period of last decade starting from Whether data analytics, API, private cloud, public cloud journey, uh, machine learning, AI, and now what we all are really hyped about generative AI. Bye. Yeah, thank you, Rashmi. Same thing. Yeah, so you know, TIA is primarily a retirement company. We oversee about $1.4 trillion in assets. I'll walk you a little bit through our AI journey. We are a very mission oriented company. So it was important for us to ensure that when we innovate, we innovate in a responsible manner. So one of the first things we actually did was establish a responsible AI policy which tells our employees the dos and don'ts of AI essentially. We also then created a center of excellence for AI. We have 3 major business lines. We have our retirement business, Novien, our asset management arm and wealth management, of which I'm a part. Each of these businesses identifies the use cases based on the, you know, their work process and what they need, and they work with the center where we govern those use cases. We train employees, we monitor the usage of AI, we deck the right capacity to it. So really setting up, I would say first and foremost the controls, the governance was important. The second thing we wanted to do was obviously create uh the ability to build AI solutions. So we set up our own in-house proprietary AI platform called TIAA Gate. Um, it's in-house, but I will tell you our strategy in this space is to be hybrid, to be hybrid hybrid, yeah, because you know, the best solutions are not going to always be in-house. So the approach we're taking is to say. We'll leverage third party solutions with providers we already work with, for example, you know, we may work with Salesforce and use one of their agents, and then where the solutions are unique, for example, our lifetime income products are pretty unique in the industry. So for those solutions, an AI option is best done on our own proprietary platform. So really our strategy is going to be hybrid, um, and I would characterize the evolution of AI is. We set the tools. We've got the governance, we've got the controls. We've started the training, upskilling. We've experimented with use cases. I think the next phase is really beginning to do the use cases at far more scale. Yeah, yeah, hybrid for you also at RBC. Yeah, it's very, very much aligned and I think as I, as I was saying, right, as part of the last 10 years of journey. All the lessons we learned from the previous technology that came and we all were talking in various conferences, right? We learned a lot. We harvested all those lessons learned, whether it's related to data privacy, the security aspect of it, making sure we understand the ethical nature of uh using the technology, being responsible about it. So similar to what Rashmi is saying, right, we, we applied that as part of our cloud journey because in order for us to leverage public cloud, we had to go through the same rigor on top with respect to data privacy and security. We use this foundation to build a similar level of governance for our AI, and now we are taking that for JNAI, right? And as part of that AI JN AI journey, we also have, uh, responsible AI principles that we have established and it's publicly available. So if anyone wants to check it out, you can, you can access it. It's a publicly available information for RBC and as part of it, we have also invested and created Borealis AI Institute. Which is basically, uh, employing 100+ PhDs, world's best, I would say AI scientists, and 800+ machine learning AI developers and data engineers. Uh, and, and the reason for that is that has helped us. Understand not just the business applications and the power of AI, but also understand how we can Leverage all the investment we have made over the period of the last many years using technology because at the end of the day with the recall of AI GAI or agent T AI, it has to tap into your ecosystems of the data which is your primary asset that you are hosting uh related to your customers across the line of business. Um, and then what we have done is we have created a very, uh, detailed development and governance framework. To allow various teams in a large RBC organization to understand, learn, design, develop, and test AI and AI model in a very responsible manner, and there is a very clear guidance and governance when they can make a decision how and when to take this to the production, so there is a very well laid out structure. Got it. So let's get very specific this time. What are the current use cases that you are working on now? Yeah, you know, I would categorize the use cases we typically see in wealth management in three different patterns is how I describe them. Uh, content summarization, content generation, and large scale data analysis for the purpose of insights. There's also core generation, by the way, but that's far more, I think, in the tech space. So these are the patterns we see. The impact of a lot of these use cases is AI as a co-pilot and AI not as an autopilot necessarily for our employees and advisors. So I'll give you an example of a use case. We are working on a meeting preparation. A use case for our financial advisor. So when an adviser is meeting with their client, they often have to spend time preparing for that meeting, right? What were the last notes from the last interaction? Did the client call between the last meeting and this meeting, and did they have a service issue? Are they on track with their financial plan? Are their life events likely to happen? This takes time, so we are actually. Looking at a solution where we can use AI to create a summary for the adviser that saves them time and then frankly go the next step and say give them recommendations on the next best action to have a conversation with the client on and by the way, Jeff, we think there is tremendous value in this because there are studies that have said financial advisors are spending 40% to 50% of their time on non-client facing activities. And close to 15-20% of that on administrative tasks. So the opportunity is clearly there to get more productivity. Yeah, and a follow up there, what you're describing would be equally valuable to many other financial companies. Are you creating your own? Are you using some that at least have elements that are being used elsewhere? We are definitely using creating some new ones and then leveraging others that we see can be applied enterprise-wide. So an example of another use case that's very common in the investment spaces you want to be able to summarize the investment researcher portfolio manager. uses to make investment decisions. By the way, our asset management firm Nve has to do the same thing, as do our wealth management investment advisors. We don't need two separate use cases, and that's where that center comes into play so that we can govern and leverage core capabilities. Yes, use cases now at RBC. Yeah, so. The way we look at AI and AI is two ways, I would say. One, how we can provide, uh, services, products and services we are offering to our. Our clients and the experience we are giving to our employees, how we can do this thing better. And secondly products and services or the experience that we wanted to offer to our clients and employees that were not possible that something now AI and GNAI is making it possible now. So these are the two different buckets. So when we talk about use cases for the period of the last 57 years, we have, uh, Made AI machine learning AI based products and services available to our clients across different line of business. Uh, if I talk about capital markets, we have Eden, uh, that's a brand name, uh, that is a MLAI based model that helps with equity trading, and it allows our client to have a better efficiency and Uh, quality of their trades. Now we are taking to the next level and it's all helping us with the research and insights and as, as Rami mentioned, right, enabling our frontline, uh, team basically to focus more on engaging with clients and having a quality, uh, conversation versus doing a lot of backend research work by themselves. If I talk about from a retail perspective, uh, through our RBC mobile app, uh, we have made available know me insight. Uh, what it does is basically it looks at all your financial cash flow transactions and allows at an individual level to avoid you to go below a certain balance and it automatically if you if you're given permission to move money from savings to checking because you have set up autopay. And it knows that there is a bill coming and it's roughly about this amount. So we don't want our clients to go through insufficient fees type situations. So we are leveraging technology to make our clients' life easier and same way to small market customers, they are able to look at their cash flow and understand and predict and help them properly run their business and and focus on their business rather than worrying about the, the financial cash flow aspect of it. If you, if you go into the broader enterprise side, same way there are a lot of use cases, but the foundational is. What we are most proud of is this BorealS AI and and 800 to 900 top of the best of the best world's talent have created a proprietary large transaction model, we call it atom. It is Running across 1 billion events that we generate every day, and it was trained using 65 billion client transactions. So we are, we are sitting on this intelligence that is allowing us to unleash the power to help our employees better serve our clients and our clients receive the product and service. That they were hoping but we were not able to provide so far the quality and experience that they were hoping for. Yeah, super exciting. There's a human element in this as in everything, it does seem to me that whenever there is something new like this, especially profoundly new, uh, and I think especially so in the finance function, there will be resistance to change, right? It's inevitable. How do you respond? So you know, I would say. Given the nature of the use cases we're seeing AI as a co-pilot, it, it really means humans who use AI will replace humans who don't. And so getting the human element right and getting them ready to use AI, I think is to your point, the biggest focus area now, and I think you need 3 things for that. You clearly need to give them access to tools. You need to give them the skill set. Right. Um, and then you need to, frankly, in our experience involve them in the creation of the solution. So co-creation is a big lever. um, so to give our folks access in March, we took our proprietary AI platform and created an associate version of it where people can now and we're rolling out access throughout this year so our employees can go in and use AI for their day to day tasks. Whether it's editing documents, writing emails, creating meeting notes from a Zoom session, you know, whatever it is, um, but it gets them comfortable from an upskilling perspective, we have focused a lot on, it's an interesting concept. We've established guilds. There are about 9 different guilds. These are informal networks in the company where employees come together, learn, and experiment. We've got over 5000 employees already members of the guilds. And then I will tell you co-creation we had, you know, we have estate planning attorneys who create, uh, give estate planning council to our clients. They spend a lot of time going through the estate planning documents and they're testing two different AI solutions, giving us a lot of feedback, and their involvement in it has been, I think, instrumental in driving adoption, you know, for both of you. There is also a leadership element here. I mean, you are at the heads of large organizations within your organizations. What's the leadership lessons you've learned so far in this very uh, profound change, so. All the, I would say leadership lessons that we all have aggregated over the period of many years, 1020 years when new technology came, I would say all that applies one or the other way, right, because I, I think your question is specific to AI AI, so I'm going to switch and say, assuming that we are not chasing technology for the sake of technology, we are applying business plans, we are being responsible about it. We are thoughtful about it. We are thinking about hybrid and not just going one way and then learning later, right, that this was the wrong path. So all those given what AI and GAI, if I, if I make it specific leadership lessons, is one is around. being in a highly regulated industry as a global FI. How do you, how do you create an ecosystem? Where the individual end user, the client, customers. is also trying to figure it out what does AI AI means for them. So we have partnered with a company called Kohre. Which is basically, uh, helping us create uh a financial services GNAI framework platform to allow, uh, creating a platform where our end user and client can develop their product and applications using GNAI. Why? Because we want to make sure that there is an independent party, uh, who we are partnering with who is protecting the security and privacy aspect of the data. We are sharing the relevant information, uh, and the, and the learning that we have. And the second part is as part of the broader journey. First, you have to win hearts and minds of your employee when you are going through this change. But same thing applies to your client, same thing applies to your community as well. So we have established respect AI. As a portal, as a framework where we are openly sharing tutorials, framework, knowledge article, that is also something available in public. So if anyone wants to to check it out, to help yourself, help your company, do that. And the reason is this is where we are. We cannot just take this new technology and say. Smart enough, we understand, we figured it out. Let's just use it. We need to think about the overall ecosystem. Great, Rami. So I would, I would echo, don't do tech for the sake of tech. I would say focus on the foundational. I've called it fix the leak. Don't just patch the drywall, do that. The other thing I do want to say is the skills of the future are going to be different. There's going to be a premium on certain skill sets, so speed or structure. Insight over title, judgment over certainty and frankly clean slate thinking or continuous improvement. So we as leaders need to ensure we are evaluating for these skills, hiring for them, performance managing for them. That's where the future is. Uh, that's a great note on which to end. And so I want to thank Jakin and Rajmi so much, really good. Thank you. There you go.

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