The newest employee and the best one

A produce manager is two weeks into the job. It is a holiday weekend. The store is out of strawberries.

Bill Burns likes this scenario. He used it on the CEO.com Podcast to explain what his company is building. The manager picks up the handheld device that Zebra Technologies makes and asks it what to do. The answer might be procedural: reorder, and here is how. Or it might be the advice of the best produce manager in the chain. "Move the blueberries and raspberries closer together so it doesn't look like there's a gap," Burns said. "Move all the strawberries you do have from three different areas within produce to all one area, so it doesn't look like you've only got a couple of units left. Put a rush order in. Don't just order one."

"How do I make the newest employee as good as my best employee?" he said. That question, more than any product line, is how Burns describes the company.

Zebra makes the scanners at supermarket checkouts, the handhelds that delivery drivers point at packages, the printers that produce shipping labels and hospital wristbands, and the RFID readers that track a blouse from the factory to the fitting room. Burns joined in 2015, right after Zebra bought Motorola's enterprise business and grew, in his words, "from about a billion dollars to three and a half billion." He was hired to run the acquired units. According to the company's SEC filing, he ran mobile computing, data capture, and RFID, then became Chief Product & Solutions Officer in 2018. He had already been CEO twice, at Spirent Communications and at a Silicon Valley startup called Embrane that Cisco acquired. Gustafsson had been only the second CEO in the company's more than 50 years. Burns became the third on March 1, 2023.

Burns draws a line between the AI Zebra has used for years and the kind he is now putting in workers' hands. The old kind is machine vision that checks whether a label is on straight, mapping software that keeps a warehouse robot from hitting a shelf, and scheduling models that notice you always swap your Thursday shift and stop giving you Thursdays. "We've used that for many years," he told the CEO.com Podcast. Generative AI is different because a person can talk to it. "What generative AI gives us is simple text and simple language," he said, "and giving you the answer in simple text and language by learning and teaching it on specific data is really the key."

He is not selling it as a replacement for people. Marketing, customer support, and software engineering were the first internal teams to use it at Zebra, and his account of what happened is unglamorous. "Somebody still needs to guide the AI model," he said. "The coder still needs to check the code."

The same instinct shows up in how he talks about talent. Asked at the end of the conversation who gave him a chance, Burns named his first employer, Tellabs, and then turned the answer into a point about interns. A new graduate does not have the skills a business is looking for yet, he said, "but boy, you see new grads come into a business, and they absorb lots of information very quickly." He spends time with Zebra's intern class each year and tells them to treat the internship as the audition it is.

When Burns spoke with the CEO.com Podcast, he was a little more than a year into the job and describing "green shoots" after a post-pandemic reset. Zebra's second-quarter 2024 results showed sales flat at $1.217 billion and a restructuring plan targeting $120 million in annual savings.

Two years later, on August 4, 2026, the company reported net sales of $1.557 billion, up 20.4%, and raised its outlook for the year. In between, Burns spent $1.3 billion in cash on Elo Touch Solutions, which makes the kiosks and point-of-sale screens on the customer's side of the counter. The deal closed on September 30, 2025. Zebra had always owned the back of the store. Now it wants the front too.

Burns keeps a poker metaphor from a company exercise. Blue chips are worth more than white chips, and the job is to bet on the blue ones. He applies it to his own calendar. "What are the things in our calendar that someone else can do?" he said. "What is the time on our calendar that only we could do?"

00:00:00 Introduction
00:01:20 Bill Burns' Background And Zebra Overview
00:03:31 Future Of The On-Demand Economy
00:05:21 Customer Experience At Zebra
00:07:20 Daily Priorities And Time Management
00:10:02 Reading Recommendations And Current Events
00:12:22 Role Of AI In Zebra Technologies
00:18:30 Internal Use Of AI For Efficiency
00:20:08 Work From Home And Hybrid Policies
00:22:07 Defining And Building Culture At Zebra
00:23:32 Zebra's Purpose Statement
00:25:41 Leadership Philosophy
00:27:54 Admiration For Entrepreneurs
00:29:32 Current Macroeconomic Environment
00:32:27 Reflecting On Mentorship And Opportunity

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So<00:04:07.929> think<00:04:08.265> of,<00:04:08.955> you<00:04:08.987> know,<00:04:09.211> goods,<00:04:09.836> you<00:04:10.253> know,<00:04:10.494> think<00:04:10.670> of<00:04:10.798> retail,<00:04:12.097> you<00:04:12.177> know,<00:04:12.337> apparel<00:04:12.882> being<00:04:14.245> at<00:04:14.421> the<00:04:14.565> point<00:04:15.062> of<00:04:16.024> being<00:04:16.265> manufactured<00:04:17.627> is<00:04:17.788> tagged<00:04:18.108> with<00:04:18.252> electronic<00:04:18.669> tag<00:04:18.990> these<00:04:19.230> days<00:04:19.631> for<00:04:19.888> specific<00:04:20.417> specialty<00:04:20.833> retailers.

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Then<00:04:21.875> that<00:04:21.971> electronic<00:04:22.517> tag<00:04:22.773> is<00:04:22.901> used<00:04:23.382> through<00:04:23.799> the<00:04:25.065> supply<00:04:25.482> chain<00:04:25.803> process<00:04:26.348> all<00:04:26.460> the<00:04:26.588> way<00:04:26.749> through<00:04:26.989> a<00:04:27.069> distribution<00:04:27.646> center<00:04:28.031> for<00:04:28.849> individual<00:04:29.329> retail<00:04:29.714> stores.

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And<00:04:30.692> then<00:04:30.852> is<00:04:30.997> used<00:04:31.558> in<00:04:31.734> the<00:04:31.831> store<00:04:32.296> to<00:04:32.360> actually<00:04:32.777> tell<00:04:33.162> what<00:04:33.562> items<00:04:33.899> are<00:04:34.043> actually<00:04:34.364> in<00:04:34.444> stock<00:04:34.925> or<00:04:35.006> what<00:04:35.086> do<00:04:35.166> they<00:04:35.246> have<00:04:35.342> in<00:04:35.406> the<00:04:35.503> back<00:04:35.807> room<00:04:35.984> or<00:04:36.080> where<00:04:36.224> do<00:04:36.304> they<00:04:36.449> have<00:04:36.609> it<00:04:37.106> in<00:04:37.250> the<00:04:37.283> stock.

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It's<00:04:38.132> also<00:04:38.373> used<00:04:38.549> to<00:04:38.694> pick<00:04:39.014> orders<00:04:39.351> in<00:04:39.431> the<00:04:39.511> store.

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And<00:04:40.554> then<00:04:40.714> it's<00:04:40.858> actually<00:04:41.195> that<00:04:41.420> tag<00:04:41.836> upon<00:04:42.157> checkout<00:04:42.558> says,<00:04:42.783> okay,<00:04:43.440> that<00:04:43.681> blue<00:04:43.825> blouse<00:04:44.226> was<00:04:44.386> actually<00:04:44.627> sold<00:04:45.124> through<00:04:45.428> my<00:04:45.685> point<00:04:45.925> of<00:04:46.006> checkout.

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So<00:04:46.968> I<00:04:47.048> know<00:04:47.224> it<00:04:47.272> was<00:04:47.433> actually<00:04:47.689> sold.

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It<00:04:48.170> wasn't<00:04:48.411> stolen<00:04:48.956> or<00:04:49.774> taken<00:04:50.079> in<00:04:50.239> some<00:04:50.479> other<00:04:50.656> way.

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So<00:04:51.538> now<00:04:51.794> if<00:04:51.939> a<00:04:52.003> customer<00:04:52.243> returns<00:04:52.596> it,<00:04:52.644> I<00:04:52.740> know<00:04:52.965> it's<00:04:53.125> actually<00:04:53.366> been<00:04:53.462> purchased.

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So<00:04:54.488> all<00:04:54.584> the<00:04:54.649> way<00:04:54.745> from<00:04:54.985> manufacturer<00:04:55.851> all<00:04:55.963> the<00:04:56.092> way<00:04:56.332> through<00:04:56.509> is<00:04:56.605> a<00:04:56.733> great<00:04:56.974> example<00:04:57.535> of<00:04:58.032> the<00:04:58.337> on-demand<00:04:58.899> economy<00:04:59.477> where<00:04:59.718> there's<00:05:00.119> more<00:05:00.360> visibility<00:05:00.986> through<00:05:01.146> the<00:05:01.243> entire<00:05:01.821> supply<00:05:02.286> chain<00:05:03.089> using<00:05:03.330> electronic<00:05:03.875> RFID<00:05:04.357> tagging,<00:05:05.240> that's<00:05:05.481> a<00:05:05.657> demand<00:05:06.283> that<00:05:06.444> consumers<00:05:07.102> or<00:05:07.182> businesses<00:05:07.648> have<00:05:07.969> today<00:05:08.146> to<00:05:08.290> say,<00:05:09.012> I<00:05:09.253> want<00:05:09.430> that<00:05:09.655> visibility.

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So<00:05:10.313> if<00:05:10.393> I<00:05:10.473> can't<00:05:10.778> get<00:05:10.875> it<00:05:10.955> immediately<00:05:11.998> and<00:05:12.046> that's<00:05:12.239> how<00:05:12.400> I<00:05:12.480> expect<00:05:12.881> it<00:05:12.962> today,<00:05:13.844> then<00:05:13.989> I<00:05:14.069> want<00:05:14.149> to<00:05:14.182> know<00:05:14.326> when<00:05:14.487> I<00:05:14.647> am<00:05:14.727> going<00:05:14.856> to<00:05:14.952> get<00:05:15.129> it.

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And<00:05:15.691> how<00:05:15.851> could<00:05:16.012> you<00:05:16.156> track<00:05:16.557> and<00:05:16.654> trace<00:05:17.055> through<00:05:17.216> the<00:05:17.296> entire<00:05:17.633> supply<00:05:18.018> chain<00:05:18.243> to<00:05:18.275> tell<00:05:18.436> me<00:05:18.965> when<00:05:19.078> I'm<00:05:19.286> really<00:05:19.543> going<00:05:19.784> to<00:05:19.864> get<00:05:20.041> it?

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What<00:05:21.630> kind<00:05:21.855> of<00:05:21.935> experience<00:05:23.300> at<00:05:23.412> Zebra<00:05:24.118> do<00:05:24.263> you<00:05:24.439> hope<00:05:25.483> customers<00:05:26.527> have<00:05:27.555> of<00:05:28.134> you,<00:05:29.081> the<00:05:29.242> company,<00:05:30.366> and<00:05:30.527> the<00:05:30.607> whole<00:05:31.025> cycle<00:05:31.812> of<00:05:31.909> being<00:05:32.150> a<00:05:32.214> customer<00:05:32.792> of<00:05:32.872> yours?

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What<00:05:33.451> type<00:05:33.659> of<00:05:33.772> experience<00:05:34.254> are<00:05:34.382> you<00:05:34.463> trying<00:05:34.704> to<00:05:34.800> deliver?

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Yeah,<00:05:36.326> I<00:05:36.342> mean,<00:05:36.551> we<00:05:36.647> think<00:05:37.370> one<00:05:37.531> of<00:05:37.595> our<00:05:37.691> values<00:05:38.495> is<00:05:38.655> customer<00:05:38.976> first,<00:05:39.378> right?

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Is<00:05:39.699> the<00:05:39.844> idea<00:05:40.245> that,<00:05:40.888> you<00:05:40.920> know,<00:05:41.129> focusing<00:05:41.852> on<00:05:42.093> the<00:05:42.173> customer<00:05:42.655> and<00:05:43.298> customers<00:05:43.635> for<00:05:43.731> Zebra<00:05:44.101> is<00:05:44.261> actually<00:05:45.064> twofold.

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Interesting<00:05:45.964> enough,<00:05:46.285> it's—<00:05:46.607> we<00:05:46.767> sell<00:05:47.072> about<00:05:47.956> 80+%<00:05:48.598> of<00:05:48.759> what<00:05:49.498> we,<00:05:49.964> you<00:05:49.996> know,<00:05:50.157> sell<00:05:50.478> to<00:05:50.542> our<00:05:50.847> end<00:05:51.024> customers,<00:05:51.667> which<00:05:51.891> is<00:05:52.068> retail,<00:05:53.112> transportation,<00:05:53.753> logistics,<00:05:54.395> manufacturing,<00:05:55.261> healthcare,<00:05:55.854> and<00:05:55.999> government<00:05:56.945> are<00:05:56.977> our<00:05:57.105> largest,<00:05:57.907> you<00:05:57.987> know,<00:05:58.164> customers,<00:05:58.789> end<00:05:58.965> customers.

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But<00:06:00.008> we<00:06:00.104> sell<00:06:00.425> about<00:06:00.649> 80%<00:06:01.146> of<00:06:01.210> those<00:06:01.435> to<00:06:01.531> our<00:06:01.676> channel<00:06:01.996> partners.

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And<00:06:02.413> many<00:06:02.638> times<00:06:02.910> it's<00:06:03.359> two-tier<00:06:03.776> distribution,<00:06:04.418> meaning<00:06:05.043> we<00:06:05.139> sell<00:06:05.396> to<00:06:05.460> distributor,<00:06:06.021> distributor<00:06:06.503> sells<00:06:06.903> to<00:06:07.064> a<00:06:07.224> partner<00:06:08.026> of<00:06:08.170> Zebra's,<00:06:08.668> and<00:06:08.732> then<00:06:08.828> ultimately<00:06:09.229> they<00:06:09.469> sell<00:06:10.351> the<00:06:10.576> end<00:06:10.752> product<00:06:11.298> on<00:06:11.618> to<00:06:11.747> our<00:06:11.875> end<00:06:12.099> customers.

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So<00:06:12.741> we<00:06:12.901> think<00:06:13.013> of<00:06:13.142> customers<00:06:14.024> in<00:06:14.120> many<00:06:14.361> different<00:06:14.601> ways,<00:06:14.906> meaning<00:06:15.082> the<00:06:15.162> very<00:06:15.403> end<00:06:15.547> customer<00:06:15.964> that<00:06:16.125> actually<00:06:16.606> ultimately<00:06:17.568> drives<00:06:17.969> demand<00:06:18.354> for<00:06:18.434> our<00:06:18.530> products,<00:06:19.268> our<00:06:19.413> partners<00:06:20.055> that<00:06:20.617> put<00:06:20.762> together<00:06:21.083> solutions,<00:06:21.741> software,<00:06:22.304> hardware,<00:06:23.347> multifaceted<00:06:24.167> solutions<00:06:24.777> for<00:06:24.889> our<00:06:25.114> customers<00:06:25.981> as<00:06:26.142> our<00:06:26.383> partner<00:06:26.640> community.

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We<00:06:27.748> have<00:06:27.796> about<00:06:28.005> 10,000<00:06:28.664> of<00:06:28.744> those<00:06:29.065> around<00:06:29.370> the<00:06:29.515> world.

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And<00:06:30.414> then<00:06:30.559> our<00:06:30.655> distributors,<00:06:31.298> which<00:06:31.458> stock<00:06:31.876> our<00:06:32.085> products<00:06:32.502> to<00:06:32.566> allow<00:06:32.743> them<00:06:32.904> to<00:06:32.984> be<00:06:33.627> able<00:06:33.851> to<00:06:33.932> be<00:06:34.574> easily<00:06:34.911> distributed<00:06:35.570> and<00:06:35.779> give<00:06:36.180> credit<00:06:36.437> to<00:06:36.582> our<00:06:36.742> partners<00:06:37.080> and<00:06:37.224> others<00:06:37.481> to<00:06:37.545> be<00:06:37.706> able<00:06:37.802> to<00:06:37.947> do<00:06:38.750> commercial<00:06:39.312> business<00:06:39.714> with<00:06:39.874> the<00:06:40.035> end<00:06:40.131> customer.

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So<00:06:40.774> we<00:06:40.934> think<00:06:41.191> of<00:06:41.320> partners<00:06:41.834> as,<00:06:42.524> you<00:06:42.605> know,<00:06:42.781> or<00:06:43.006> customers<00:06:43.520> as<00:06:43.665> being<00:06:44.211> all<00:06:44.468> tiers<00:06:44.933> of<00:06:45.046> that.

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And<00:06:45.817> ultimately<00:06:46.299> they've<00:06:46.460> got<00:06:46.620> to<00:06:46.701> come<00:06:46.877> first<00:06:47.199> in<00:06:47.279> everything<00:06:47.600> we<00:06:47.761> do.

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We<00:06:48.307> talk<00:06:48.564> internally<00:06:49.110> about<00:06:49.368> the<00:06:49.512> idea<00:06:49.850> that<00:06:50.573> it<00:06:50.653> truly<00:06:51.038> takes<00:06:51.295> a<00:06:51.312> village.

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It<00:06:51.761> takes<00:06:52.083> everybody<00:06:52.420> in<00:06:52.500> the<00:06:52.581> company<00:06:52.966> to<00:06:53.063> continue<00:06:53.384> to<00:06:53.464> focus<00:06:53.866> on<00:06:53.946> the<00:06:54.091> customer<00:06:54.444> to<00:06:55.071> make<00:06:55.392> that<00:06:55.553> experience<00:06:56.196> right,<00:06:56.597> whether<00:06:56.742> that's<00:06:57.079> from<00:06:57.786> first<00:06:58.043> placing<00:06:58.365> an<00:06:58.445> order<00:06:58.686> or<00:06:58.911> a<00:06:58.927> quotation<00:06:59.570> early<00:06:59.891> in<00:06:59.971> the<00:07:00.116> process,<00:07:00.678> all<00:07:00.855> the<00:07:00.935> way<00:07:01.096> through<00:07:01.819> customer<00:07:02.156> service<00:07:02.686> at<00:07:02.767> the<00:07:02.944> end,<00:07:03.506> you<00:07:03.586> know,<00:07:03.683> if<00:07:03.827> there's<00:07:04.614> a<00:07:04.630> problem<00:07:05.096> with<00:07:05.177> the<00:07:05.337> product.

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So<00:07:05.755> we<00:07:05.900> think<00:07:06.157> of<00:07:06.237> it<00:07:06.317> as,<00:07:06.623> you<00:07:06.655> know,<00:07:06.719> how<00:07:06.799> do<00:07:06.880> you<00:07:07.024> always<00:07:07.265> put<00:07:07.426> the<00:07:07.522> customer<00:07:07.908> first?

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And<00:07:08.326> for<00:07:08.551> us,<00:07:09.290> customer<00:07:09.611> really<00:07:09.852> means<00:07:10.318> distributor<00:07:10.816> partner<00:07:11.282> and<00:07:11.523> end<00:07:11.619> customer.

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With<00:07:13.099> so<00:07:13.310> many<00:07:13.488> different<00:07:13.925> facets<00:07:14.638> and<00:07:14.865> areas<00:07:15.286> of<00:07:15.384> your<00:07:15.529> business,<00:07:16.809> how<00:07:16.988> do<00:07:17.231> you<00:07:17.474> decide<00:07:18.041> where<00:07:18.203> to<00:07:18.268> spend<00:07:18.543> your<00:07:18.689> time<00:07:19.013> each<00:07:19.175> day?

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Yeah,<00:07:21.082> I<00:07:21.243> think<00:07:21.485> of,<00:07:21.710> you<00:07:21.807> know,<00:07:21.887> when<00:07:22.032> I<00:07:22.113> took<00:07:22.354> over<00:07:22.998> as<00:07:23.095> CEO<00:07:23.739> about<00:07:23.996> a<00:07:24.222> year<00:07:24.624> plus<00:07:24.963> ago,<00:07:25.977> I<00:07:26.315> kind<00:07:26.718> of<00:07:26.798> laid<00:07:26.943> out<00:07:27.056> 3,<00:07:27.748> you<00:07:27.780> know,<00:07:27.989> critical<00:07:28.328> objectives.

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First<00:07:29.777> is<00:07:29.938> what<00:07:30.083> we<00:07:30.163> just<00:07:30.340> talked<00:07:30.566> about,<00:07:30.759> staying<00:07:31.209> close<00:07:31.531> to<00:07:31.692> our<00:07:32.432> customers<00:07:32.915> and<00:07:32.979> our<00:07:33.140> partners,<00:07:33.494> right?

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Making<00:07:33.960> sure<00:07:34.186> that<00:07:34.282> ultimately,<00:07:35.247> you<00:07:35.344> know,<00:07:35.569> we're<00:07:35.762> remaining<00:07:36.277> focused<00:07:37.178> on<00:07:37.403> them.

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Second<00:07:38.467> is<00:07:38.869> how<00:07:38.965> do<00:07:39.045> we<00:07:39.206> drive<00:07:39.591> growth<00:07:39.944> across<00:07:40.265> the<00:07:40.410> business<00:07:40.731> and<00:07:40.875> what<00:07:41.036> are<00:07:41.068> the<00:07:41.277> areas<00:07:41.678> that<00:07:41.790> are<00:07:41.855> going<00:07:41.967> to<00:07:42.015> be<00:07:42.160> most<00:07:42.497> impactful<00:07:43.861> across<00:07:44.182> our<00:07:44.343> business?

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And<00:07:44.808> we,<00:07:45.001> you<00:07:45.258> know,<00:07:45.547> one<00:07:45.723> of<00:07:45.852> our<00:07:46.430> values,<00:07:46.815> we<00:07:46.895> talk<00:07:47.007> about<00:07:47.152> an<00:07:47.296> exercise<00:07:47.778> about<00:07:47.955> the<00:07:48.099> blue<00:07:48.276> chips,<00:07:48.677> right?

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There's<00:07:49.078> blue<00:07:49.239> chips<00:07:49.544> and<00:07:49.624> white<00:07:49.801> chips<00:07:50.122> and<00:07:50.202> ultimately<00:07:50.523> the<00:07:50.683> blues<00:07:51.566> are<00:07:51.647> more<00:07:51.968> valuable<00:07:52.529> in<00:07:52.610> the<00:07:52.770> exercise.

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How<00:07:53.412> do<00:07:53.493> you<00:07:53.894> focus<00:07:54.295> on<00:07:54.392> the<00:07:54.536> areas<00:07:54.921> that<00:07:55.499> are<00:07:55.596> most<00:07:55.981> important<00:07:56.350> to<00:07:56.382> drive<00:07:56.767> growth<00:07:57.249> across<00:07:57.586> the<00:07:57.731> business?

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And<00:07:58.854> third,<00:07:59.256> and<00:07:59.657> probably<00:08:00.058> one<00:08:00.171> of<00:08:00.235> the<00:08:00.299> most<00:08:00.540> important<00:08:00.861> of<00:08:00.941> all<00:08:01.037> of<00:08:01.182> them,<00:08:01.342> is<00:08:01.503> really<00:08:01.680> having<00:08:01.936> a<00:08:01.985> strong<00:08:02.322> culture<00:08:02.691> and<00:08:02.787> having<00:08:02.980> the<00:08:03.108> right<00:08:03.285> talent<00:08:03.686> across<00:08:04.007> the<00:08:04.168> organization.

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So<00:08:05.612> I<00:08:05.773> think<00:08:06.078> of,<00:08:06.255> you<00:08:06.319> know,<00:08:06.431> my<00:08:06.736> priorities<00:08:07.218> as<00:08:07.363> really<00:08:07.603> being<00:08:08.165> customer<00:08:08.438> and<00:08:08.583> partner,<00:08:09.129> you<00:08:09.209> know,<00:08:09.322> focused.

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How<00:08:10.349> do<00:08:10.413> we<00:08:10.590> drive<00:08:11.072> growth<00:08:11.569> across<00:08:11.955> the<00:08:12.115> business<00:08:12.581> and<00:08:12.677> focus<00:08:13.063> on<00:08:13.159> the<00:08:13.304> areas<00:08:13.496> that<00:08:13.705> matter<00:08:13.962> most?

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And<00:08:14.829> ultimately,<00:08:15.150> how<00:08:15.246> do<00:08:15.343> we<00:08:15.487> have<00:08:15.728> the<00:08:15.969> best<00:08:16.274> and<00:08:16.370> brightest<00:08:16.692> talent<00:08:17.494> around<00:08:17.799> the<00:08:17.896> world,<00:08:18.217> either<00:08:18.458> attracting<00:08:18.939> them<00:08:19.100> or<00:08:19.180> retaining<00:08:19.742> them,<00:08:20.609> and<00:08:20.706> making<00:08:21.027> sure<00:08:21.187> we've<00:08:21.332> got<00:08:21.444> a<00:08:21.509> great<00:08:21.894> strong<00:08:22.295> culture<00:08:22.777> across<00:08:23.275> the<00:08:23.419> world<00:08:23.756> and<00:08:23.837> across<00:08:24.142> the<00:08:24.238> globe<00:08:25.025> that<00:08:25.185> allows<00:08:25.523> us<00:08:25.667> to<00:08:26.165> fulfill<00:08:26.566> the<00:08:26.647> first<00:08:26.952> two?

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How<00:08:27.369> do<00:08:27.449> we<00:08:28.092> fulfill<00:08:28.413> our<00:08:28.557> needs<00:08:28.798> to<00:08:28.878> our<00:08:29.039> customers<00:08:29.457> and<00:08:29.537> how<00:08:29.617> do<00:08:29.697> we<00:08:29.842> drive<00:08:30.083> growth?

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What<00:08:31.624> does<00:08:31.865> a<00:08:31.929> typical<00:08:32.347> day<00:08:32.572> look<00:08:32.748> like<00:08:32.973> for<00:08:33.150> you<00:08:33.390> in<00:08:33.471> particular?

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Like,<00:08:34.354> do<00:08:34.418> you<00:08:34.450> have<00:08:34.530> any<00:08:34.739> habits,<00:08:35.301> routines<00:08:35.815> that<00:08:35.943> you<00:08:36.040> like<00:08:36.265> to<00:08:36.345> stick<00:08:36.682> to<00:08:37.405> in<00:08:37.549> order<00:08:37.726> to<00:08:37.822> stay<00:08:38.143> motivated,<00:08:38.769> stay<00:08:39.090> fresh,<00:08:39.797> and,<00:08:40.054> you<00:08:40.134> know,<00:08:40.231> be<00:08:40.327> able<00:08:40.536> to<00:08:40.696> solve<00:08:41.082> these<00:08:41.242> problems<00:08:41.595> each<00:08:41.756> day?

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Yeah.

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You<00:08:43.362> know,<00:08:43.490> I<00:08:43.570> would<00:08:43.731> say<00:08:44.068> that<00:08:44.309> I<00:08:44.357> wouldn't<00:08:44.887> say<00:08:45.417> habits<00:08:45.754> as<00:08:45.898> much<00:08:46.155> as,<00:08:46.380> you<00:08:46.412> know,<00:08:46.733> I<00:08:46.798> travel<00:08:47.263> a<00:08:47.279> lot,<00:08:47.584> right?

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Ultimately.

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So<00:08:48.949> you<00:08:49.030> want<00:08:49.110> to<00:08:49.142> make<00:08:49.286> sure<00:08:49.367> you're<00:08:49.592> organized,<00:08:50.202> certainly<00:08:50.812> to<00:08:50.956> do<00:08:51.053> that.

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But,<00:08:51.839> you<00:08:51.872> know,<00:08:52.016> my<00:08:52.321> day<00:08:52.498> consists<00:08:53.060> of,<00:08:53.365> you<00:08:53.397> know,<00:08:53.525> working<00:08:53.863> with<00:08:54.184> our<00:08:54.264> customers<00:08:54.746> or<00:08:54.826> partners,<00:08:55.388> internal<00:08:55.773> meetings.

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And<00:08:56.672> others<00:08:56.977> to<00:08:57.009> making<00:08:57.314> sure<00:08:57.538> we're<00:08:57.634> fulfilling<00:08:58.580> those<00:08:58.901> needs<00:08:59.542> of<00:08:59.623> our<00:08:59.783> customers<00:09:00.344> and<00:09:00.424> then<00:09:00.585> ultimately<00:09:01.547> staying<00:09:01.803> focused<00:09:02.188> on<00:09:02.268> our<00:09:02.365> internal<00:09:02.830> teams<00:09:03.166> and<00:09:03.311> continue<00:09:03.728> to<00:09:04.193> grow<00:09:04.914> and<00:09:05.652> grow<00:09:05.812> those<00:09:06.037> teams<00:09:06.293> internally.

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So<00:09:07.480> I<00:09:07.576> would<00:09:07.720> say<00:09:08.137> more<00:09:08.217> than<00:09:08.298> anything<00:09:08.602> else,<00:09:08.779> remaining<00:09:09.324> organized<00:09:09.821> with<00:09:10.045> how<00:09:10.077> much<00:09:10.366> travel<00:09:10.767> I<00:09:10.927> do<00:09:11.328> around<00:09:11.729> the<00:09:11.825> world.

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And<00:09:12.451> then<00:09:12.611> ultimately,<00:09:13.685> you<00:09:13.766> know,<00:09:14.792> each<00:09:14.968> day<00:09:15.096> is<00:09:15.273> filled<00:09:15.433> with<00:09:15.594> a<00:09:15.658> calendar<00:09:16.059> of<00:09:16.139> items<00:09:16.540> that,<00:09:17.181> you<00:09:17.213> know,<00:09:18.159> again,<00:09:18.544> chasing<00:09:18.945> the<00:09:19.041> blue<00:09:19.266> chips<00:09:19.458> as<00:09:19.586> we<00:09:19.682> talked<00:09:19.939> about<00:09:20.083> before,<00:09:20.468> what<00:09:20.580> are<00:09:20.661> those<00:09:20.949> most<00:09:21.222> important<00:09:21.687> things<00:09:21.927> we<00:09:22.008> need<00:09:22.264> to<00:09:22.473> have<00:09:23.114> to<00:09:23.210> go<00:09:23.371> do?

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I<00:09:24.236> think<00:09:24.412> a<00:09:24.477> lot<00:09:24.669> of<00:09:24.717> times<00:09:24.957> we<00:09:25.053> talk<00:09:25.310> as<00:09:25.454> CEOs<00:09:25.919> about,<00:09:26.239> hey,<00:09:26.399> what<00:09:26.464> are<00:09:26.576> the<00:09:26.720> things<00:09:26.912> in<00:09:26.992> our<00:09:27.121> calendar<00:09:27.601> that<00:09:28.162> someone<00:09:28.563> else<00:09:28.739> can<00:09:28.899> do?

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What<00:09:29.220> is<00:09:29.284> the<00:09:29.444> time<00:09:29.717> on<00:09:29.797> our<00:09:29.861> calendar<00:09:30.325> that<00:09:30.422> only<00:09:30.822> we<00:09:31.063> could<00:09:31.223> do?

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And<00:09:31.527> I<00:09:31.623> think<00:09:31.848> that's<00:09:32.729> a<00:09:32.889> good<00:09:33.130> question<00:09:33.562> to<00:09:33.787> ask<00:09:34.011> sometimes<00:09:34.508> to<00:09:34.588> say,<00:09:34.828> hey,<00:09:35.053> can<00:09:35.149> someone<00:09:35.469> else<00:09:35.710> handle<00:09:35.950> this<00:09:36.174> meeting?

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Should<00:09:36.992> this<00:09:37.152> be<00:09:37.296> handed<00:09:37.617> off<00:09:37.713> to<00:09:37.809> someone<00:09:38.258> else<00:09:38.498> in<00:09:38.530> the<00:09:38.610> leadership<00:09:39.075> team<00:09:39.395> that<00:09:40.197> can<00:09:40.357> go<00:09:40.501> handle<00:09:40.822> that?

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Do<00:09:41.142> I<00:09:41.302> really<00:09:41.575> need<00:09:41.959> to<00:09:42.039> be<00:09:42.200> involved<00:09:42.680> ultimately?

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And<00:09:43.305> I<00:09:43.402> think<00:09:43.562> you've<00:09:44.043> got<00:09:44.203> to<00:09:44.283> be<00:09:44.427> comfortable,<00:09:45.148> you<00:09:45.244> know,<00:09:46.110> the<00:09:46.206> more<00:09:46.350> senior<00:09:46.510> you<00:09:46.607> become<00:09:46.911> in<00:09:46.991> the<00:09:47.087> organization<00:09:47.648> of<00:09:47.728> becoming<00:09:48.369> less<00:09:48.610> involved,<00:09:48.930> some<00:09:49.170> of<00:09:49.251> the<00:09:49.315> things<00:09:49.491> that<00:09:50.036> that<00:09:50.132> ultimately<00:09:50.694> don't<00:09:50.934> take<00:09:51.175> your<00:09:51.319> involvement<00:09:51.704> and<00:09:51.816> trust<00:09:52.137> your<00:09:52.281> leaders<00:09:52.618> within<00:09:52.939> the<00:09:53.099> organization<00:09:53.741> to<00:09:53.885> empower<00:09:54.302> them<00:09:55.024> to<00:09:55.168> make<00:09:55.264> sure<00:09:55.569> that<00:09:55.665> the<00:09:55.746> job<00:09:56.002> gets<00:09:56.227> done<00:09:56.451> below<00:09:56.692> you.

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What<00:09:58.183> do<00:09:58.296> you<00:09:58.456> read?

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Do<00:09:59.402> you<00:09:59.434> have<00:09:59.531> any<00:09:59.819> reading<00:10:00.076> recommendations<00:10:00.798> for<00:10:01.022> us?

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Yeah,<00:10:02.482> you<00:10:02.562> know,<00:10:03.107> I<00:10:03.268> read,<00:10:03.524> you<00:10:03.685> know,<00:10:04.150> literally<00:10:04.406> keep<00:10:04.711> up<00:10:04.823> in<00:10:04.952> current<00:10:05.144> events<00:10:05.689> each<00:10:05.850> and<00:10:05.994> every<00:10:06.171> day.

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Right.

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I<00:10:06.748> think<00:10:06.957> it's<00:10:07.069> important<00:10:07.614> that<00:10:07.774> whether<00:10:08.159> it's,<00:10:08.721> you<00:10:08.753> know,<00:10:08.849> not<00:10:09.122> just<00:10:09.362> financials,<00:10:09.924> right,<00:10:10.116> it's<00:10:10.260> what's<00:10:10.501> happening<00:10:10.918> around<00:10:11.223> the<00:10:11.367> world,<00:10:11.560> especially<00:10:12.105> in,<00:10:12.730> you<00:10:12.827> know,<00:10:13.003> the<00:10:13.548> geopolitical<00:10:14.190> challenges<00:10:14.735> we're<00:10:14.896> facing<00:10:15.313> today,<00:10:16.275> the<00:10:16.419> wars<00:10:16.676> across<00:10:16.997> the<00:10:17.141> world<00:10:17.398> and<00:10:17.478> just<00:10:17.718> what's<00:10:17.959> happening.

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Right.

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And<00:10:18.761> I,<00:10:19.306> I<00:10:19.387> use<00:10:19.627> multiple<00:10:20.286> news<00:10:20.462> sources<00:10:20.928> these<00:10:21.088> days.

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It's<00:10:22.116> hard<00:10:22.293> to<00:10:22.373> read<00:10:22.533> a<00:10:22.598> news<00:10:22.774> source<00:10:23.079> these<00:10:23.256> days<00:10:23.481> that's<00:10:23.657> not<00:10:23.978> editorial<00:10:24.604> versus<00:10:25.022> news.

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But,<00:10:26.531> you<00:10:26.563> know,<00:10:26.868> you<00:10:27.189> pull<00:10:27.574> out<00:10:27.815> the<00:10:27.912> nuggets<00:10:28.249> associated<00:10:28.698> with<00:10:28.811> that.

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So<00:10:29.196> every<00:10:29.437> day<00:10:29.597> I<00:10:29.678> kind<00:10:29.854> of<00:10:29.918> look<00:10:30.095> at<00:10:30.304> what's<00:10:30.545> happening<00:10:31.508> across<00:10:31.941> the<00:10:32.150> world<00:10:32.471> and<00:10:32.567> not<00:10:32.808> just<00:10:33.049> around<00:10:33.226> financials<00:10:33.916> or<00:10:34.012> business,<00:10:34.414> but<00:10:34.558> really<00:10:34.815> around,<00:10:35.602> you<00:10:35.698> know,<00:10:35.923> what's<00:10:36.099> happening,<00:10:36.581> you<00:10:36.822> know,<00:10:36.982> across<00:10:37.304> the<00:10:37.384> globe.

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I<00:10:38.909> read<00:10:39.070> a<00:10:39.134> good<00:10:39.310> book<00:10:39.471> by<00:10:39.567> McKinsey<00:10:40.193> around,<00:10:40.659> you<00:10:40.691> know,<00:10:40.836> kind<00:10:40.980> of<00:10:41.012> CEO<00:10:41.462> excellence<00:10:42.377> over<00:10:42.537> the<00:10:42.602> last<00:10:42.858> year<00:10:43.083> or<00:10:43.163> so.

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I<00:10:43.549> thought<00:10:43.725> that<00:10:43.870> was<00:10:44.030> a<00:10:44.448> good<00:10:44.689> book<00:10:45.010> around<00:10:45.732> you<00:10:45.764> know,<00:10:45.877> kind<00:10:45.989> of<00:10:46.053> 6<00:10:46.696> focus<00:10:47.097> areas<00:10:47.482> for<00:10:47.595> CEOs,<00:10:48.301> you<00:10:48.381> know,<00:10:48.462> including<00:10:48.927> everything<00:10:49.393> from,<00:10:50.132> you<00:10:50.164> know,<00:10:50.228> how<00:10:50.308> do<00:10:50.372> you<00:10:50.453> maintain<00:10:50.934> strong,<00:10:51.577> you<00:10:51.609> know,<00:10:52.139> relationships<00:10:52.797> with<00:10:52.941> your<00:10:53.102> board?

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How<00:10:53.439> do<00:10:53.503> you<00:10:53.600> continue<00:10:53.921> to<00:10:54.065> drive<00:10:55.045> the<00:10:55.109> right<00:10:55.366> things?

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How<00:10:55.623> do<00:10:55.687> you<00:10:55.767> stay<00:10:55.992> focused<00:10:56.409> on<00:10:56.554> the<00:10:56.650> customer?

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So<00:10:57.212> I<00:10:57.357> think<00:10:57.533> that,<00:10:58.176> you<00:10:58.272> know,<00:10:58.497> that's<00:10:58.978> a<00:10:59.203> good<00:10:59.380> book,<00:10:59.637> I<00:10:59.765> think,<00:11:00.327> for<00:11:00.488> other<00:11:00.648> CEOs.

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It's<00:11:01.612> written—<00:11:01.869> it<00:11:02.093> was<00:11:02.816> a<00:11:02.832> lot<00:11:03.009> of<00:11:03.137> research<00:11:03.635> done<00:11:03.795> by<00:11:03.876> McKinsey,<00:11:04.373> about<00:11:04.598> 200<00:11:05.080> CEOs<00:11:05.786> ultimately,<00:11:06.445> and<00:11:06.589> saying,<00:11:06.910> hey,<00:11:07.649> what<00:11:07.890> really<00:11:08.275> drives,<00:11:08.997> you<00:11:09.030> know,<00:11:09.319> excellence<00:11:09.897> across<00:11:11.406> you<00:11:11.438> know,<00:11:12.128> in<00:11:12.224> a<00:11:12.288> CEO<00:11:12.770> role<00:11:12.946> and<00:11:13.171> what's<00:11:13.347> the<00:11:13.411> most<00:11:13.668> important<00:11:13.989> things<00:11:14.310> that<00:11:14.935> CEOs<00:11:15.449> are<00:11:15.513> gonna<00:11:15.674> focus<00:11:16.139> on.

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But<00:11:16.813> I'd<00:11:16.957> say<00:11:17.198> each<00:11:17.358> and<00:11:17.438> every<00:11:17.615> day<00:11:17.775> it's<00:11:17.920> really<00:11:18.080> keeping<00:11:18.401> up<00:11:18.545> on<00:11:18.642> current<00:11:18.866> events<00:11:19.219> and<00:11:19.283> really,<00:11:19.685> you<00:11:19.765> know,<00:11:19.909> whether<00:11:20.166> it's<00:11:20.326> the,<00:11:20.647> the<00:11:20.743> New<00:11:20.952> York<00:11:21.129> Times<00:11:21.514> or<00:11:21.594> just,<00:11:22.252> you<00:11:22.332> know,<00:11:22.428> news<00:11:22.813> feeds<00:11:23.118> or<00:11:23.198> others,<00:11:23.599> I,<00:11:23.760> I<00:11:23.792> think<00:11:23.952> it's<00:11:24.097> important<00:11:24.418> all<00:11:24.578> of<00:11:24.674> us<00:11:24.819> pay<00:11:24.979> attention<00:11:25.332> to<00:11:25.380> what's<00:11:25.541> happening<00:11:25.942> around<00:11:26.343> the<00:11:26.423> globe,<00:11:26.808> big<00:11:26.985> and<00:11:27.049> small.

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Do<00:11:28.332> you<00:11:28.429> think<00:11:28.589> that's<00:11:28.814> a<00:11:28.974> relatively<00:11:29.552> new<00:11:29.873> phenomenon,<00:11:30.530> this<00:11:30.755> idea<00:11:31.140> that<00:11:31.413> CEOs<00:11:32.263> and<00:11:32.359> leaders<00:11:32.680> of<00:11:32.825> companies<00:11:34.381> have<00:11:34.686> to<00:11:34.766> focus<00:11:35.312> on<00:11:35.472> and<00:11:35.633> learn<00:11:36.050> and<00:11:36.274> understand<00:11:37.397> more<00:11:37.895> about,<00:11:38.440> more<00:11:38.601> about<00:11:38.761> what's<00:11:38.922> happening<00:11:39.275> in<00:11:39.403> the<00:11:39.563> world<00:11:40.542> then<00:11:40.702> maybe<00:11:41.007> 20<00:11:41.263> years<00:11:41.520> ago<00:11:41.744> you<00:11:41.824> had<00:11:41.985> to,<00:11:42.305> maybe<00:11:42.530> 20<00:11:42.770> years<00:11:42.946> ago<00:11:43.187> you<00:11:43.331> had<00:11:43.427> to<00:11:43.507> focus<00:11:43.908> particularly<00:11:44.389> on<00:11:44.469> your<00:11:44.630> business,<00:11:45.175> or,<00:11:45.575> you<00:11:45.607> know,<00:11:45.752> you<00:11:45.912> could<00:11:46.072> kind<00:11:46.313> of<00:11:46.617> plug<00:11:46.954> all,<00:11:47.515> you<00:11:47.595> know,<00:11:47.755> kind<00:11:47.900> of<00:11:47.996> tune<00:11:48.220> all<00:11:48.316> that<00:11:48.413> stuff<00:11:48.781> out<00:11:49.439> and<00:11:49.519> plug<00:11:49.823> in<00:11:49.919> directly<00:11:50.320> to<00:11:50.384> your,<00:11:50.881> to<00:11:51.042> what<00:11:51.186> you're<00:11:51.346> doing<00:11:51.619> as<00:11:51.763> a<00:11:51.843> leader<00:11:52.324> and<00:11:52.404> what<00:11:53.126> directly<00:11:53.510> into<00:11:53.671> what<00:11:53.831> your<00:11:54.328> company<00:11:54.648> is<00:11:54.793> doing.

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But<00:11:55.594> it<00:11:55.626> seems<00:11:55.835> like<00:11:55.995> those<00:11:56.235> days<00:11:56.412> are<00:11:56.636> over<00:11:56.957> if<00:11:57.053> they<00:11:57.213> ever<00:11:57.438> existed,<00:11:58.720> and<00:11:58.993> CEOs<00:11:59.538> are<00:11:59.618> now<00:12:00.820> required<00:12:02.263> to<00:12:02.359> know<00:12:02.744> about<00:12:03.048> what's<00:12:03.225> happening<00:12:03.705> in<00:12:03.786> the<00:12:03.930> world.

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Yeah,<00:12:05.292> I<00:12:05.453> think<00:12:05.629> that,<00:12:05.853> you<00:12:05.950> know,<00:12:06.334> um,<00:12:06.655> this<00:12:06.767> is<00:12:06.976> one<00:12:07.072> of<00:12:07.152> the<00:12:07.232> things<00:12:07.456> that<00:12:07.633> the,<00:12:08.210> the<00:12:08.338> McKinsey<00:12:08.755> book<00:12:08.931> actually,<00:12:09.621> you<00:12:09.653> know,<00:12:09.781> touches<00:12:10.182> on,<00:12:10.342> right?

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The<00:12:10.903> role<00:12:11.400> of<00:12:11.704> CEO<00:12:12.346> or<00:12:13.147> a<00:12:13.179> senior<00:12:13.708> leader,<00:12:14.109> quite<00:12:14.350> honestly,<00:12:14.831> in<00:12:14.911> any<00:12:15.087> organization,<00:12:15.648> it's<00:12:15.744> not<00:12:16.033> only<00:12:16.290> the<00:12:16.370> CEO,<00:12:17.075> right?

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It's,<00:12:18.197> you<00:12:18.229> know,<00:12:18.454> there's<00:12:18.774> more<00:12:18.999> and<00:12:19.095> more<00:12:19.416> demands<00:12:19.977> across<00:12:20.698> the<00:12:21.644> leadership<00:12:22.301> roles<00:12:22.702> within<00:12:23.488> the<00:12:23.824> largest<00:12:24.209> companies<00:12:24.626> around<00:12:24.947> the<00:12:25.091> world<00:12:25.444> about<00:12:25.812> what's<00:12:25.989> happening<00:12:26.534> outside<00:12:26.951> the<00:12:27.095> company.

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You<00:12:28.169> know,<00:12:28.313> whether<00:12:28.474> that's<00:12:28.714> social<00:12:29.195> issues,<00:12:29.660> whether<00:12:29.916> that's<00:12:30.221> inclusion<00:12:30.718> and<00:12:30.878> diversity,<00:12:31.985> you<00:12:32.017> know,<00:12:32.401> whether<00:12:32.722> that's,<00:12:33.187> you<00:12:33.219> know,<00:12:33.508> geopolitical<00:12:34.309> overall<00:12:34.806> or<00:12:34.966> what's<00:12:35.191> happening,<00:12:35.608> the<00:12:35.768> impacts<00:12:36.874> of<00:12:37.051> foreign<00:12:37.596> trade<00:12:37.932> and<00:12:38.077> others<00:12:38.397> on<00:12:38.798> our<00:12:39.055> businesses.

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So<00:12:39.920> I<00:12:40.081> think<00:12:40.257> the<00:12:40.401> demands<00:12:40.818> are<00:12:40.898> greater<00:12:41.299> than<00:12:41.523> ever.

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And<00:12:41.860> I<00:12:42.004> think<00:12:42.245> that,<00:12:42.822> The<00:12:42.967> consequences<00:12:44.011> of<00:12:44.492> not<00:12:44.749> getting<00:12:45.070> it<00:12:45.231> right<00:12:45.488> are<00:12:45.696> also,<00:12:46.580> you<00:12:46.612> know,<00:12:46.756> much<00:12:47.061> larger<00:12:47.382> these<00:12:47.639> days<00:12:47.880> with<00:12:48.041> social<00:12:48.378> media,<00:12:48.747> right?

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That<00:12:50.289> a<00:12:50.369> single<00:12:50.754> comment<00:12:51.172> can<00:12:51.316> be<00:12:51.412> taken<00:12:51.814> the<00:12:52.039> wrong<00:12:52.376> way<00:12:52.697> by<00:12:53.082> any<00:12:53.403> leader,<00:12:53.741> right?

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Not<00:12:54.142> just<00:12:54.383> the<00:12:54.527> CEO,<00:12:55.651> and<00:12:55.748> ultimately<00:12:56.294> be<00:12:56.615> amplified<00:12:57.417> very,<00:12:57.755> very<00:12:58.060> quickly,<00:12:58.943> you<00:12:58.975> know,<00:12:59.119> across<00:12:59.521> social<00:12:59.842> media.

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So<00:13:00.308> I<00:13:00.725> think<00:13:01.030> the<00:13:01.126> demands<00:13:01.849> are<00:13:01.929> much<00:13:02.331> broader,<00:13:02.732> much<00:13:02.973> wider<00:13:04.723> than<00:13:04.884> just<00:13:05.205> running<00:13:05.462> a<00:13:05.542> business.

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And<00:13:06.023> I<00:13:06.104> think<00:13:06.569> it<00:13:06.907> was<00:13:07.228> much<00:13:07.469> different<00:13:07.854> than<00:13:07.950> that.

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And<00:13:08.753> I<00:13:08.785> don't<00:13:08.898> know<00:13:08.978> how<00:13:09.074> many<00:13:09.235> years<00:13:09.492> ago<00:13:09.653> you<00:13:09.781> want<00:13:10.038> to<00:13:10.183> say<00:13:10.359> that<00:13:10.584> was,<00:13:10.906> but<00:13:11.002> ultimately,<00:13:12.046> you<00:13:12.126> know,<00:13:12.351> the<00:13:12.447> demands<00:13:12.833> have<00:13:13.010> changed<00:13:13.395> and<00:13:13.732> are<00:13:14.134> much<00:13:14.455> more<00:13:14.696> broad<00:13:15.258> and<00:13:15.419> widespread,<00:13:17.330> you<00:13:17.411> know,<00:13:18.310> in<00:13:18.471> public<00:13:18.856> actions<00:13:19.274> for<00:13:19.434> any,<00:13:20.141> any<00:13:20.462> leader<00:13:20.719> in<00:13:20.864> a<00:13:20.880> large-size<00:13:21.362> business.

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Given<00:13:22.952> how<00:13:23.065> technical<00:13:23.836> of<00:13:23.948> a<00:13:24.012> company<00:13:24.430> Zebra<00:13:25.040> is,<00:13:25.522> I<00:13:25.683> wonder<00:13:26.486> how<00:13:27.048> artificial<00:13:27.562> intelligence<00:13:28.654> is<00:13:29.297> shaping<00:13:29.778> your<00:13:29.875> company,<00:13:30.276> shaping<00:13:30.742> your<00:13:30.903> thinking,<00:13:31.706> and<00:13:31.786> how<00:13:32.027> you're<00:13:32.140> thinking<00:13:32.670> about<00:13:33.007> it<00:13:33.087> as<00:13:33.248> CEO<00:13:33.569> of<00:13:33.714> Zebra.

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Yeah,<00:13:35.416> we<00:13:35.512> think<00:13:35.817> about<00:13:36.154> it<00:13:36.363> as,<00:13:36.764> you<00:13:36.796> know,<00:13:37.101> think<00:13:37.567> of<00:13:37.743> one<00:13:37.888> of<00:13:37.920> our<00:13:38.064> largest<00:13:38.385> divisions<00:13:38.883> is,<00:13:39.092> you<00:13:39.349> know,<00:13:40.312> rugged<00:13:40.649> mobile<00:13:41.018> devices<00:13:41.596> with<00:13:41.741> scan<00:13:42.062> engines<00:13:42.399> being<00:13:42.623> used<00:13:42.961> to,<00:13:43.587> you<00:13:43.619> know,<00:13:43.747> at<00:13:43.908> this<00:13:44.148> point<00:13:44.309> of<00:13:44.389> productivity.

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So<00:13:45.192> think<00:13:45.369> of<00:13:45.449> a<00:13:45.529> postal<00:13:45.995> worker<00:13:46.412> delivering<00:13:47.375> a<00:13:47.439> parcel<00:13:47.776> to<00:13:47.825> your<00:13:47.985> house.

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Think<00:13:48.403> of<00:13:48.515> e-commerce,<00:13:49.607> you<00:13:49.703> know,<00:13:49.928> delivery<00:13:50.570> with<00:13:50.666> transportation<00:13:51.372> logistics.

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Think<00:13:52.127> of<00:13:53.074> the<00:13:53.218> device<00:13:53.700> in<00:13:53.796> the<00:13:53.941> hands<00:13:54.278> of<00:13:54.358> a<00:13:54.439> retail<00:13:54.936> associate<00:13:55.642> inside<00:13:56.670> any<00:13:56.846> type<00:13:57.103> of<00:13:57.248> retailer<00:13:58.115> around<00:13:58.532> the<00:13:58.773> world.

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Think<00:13:59.559> of<00:13:59.897> that<00:14:00.121> same<00:14:00.378> device<00:14:00.779> being<00:14:01.004> used<00:14:01.662> in<00:14:01.758> a<00:14:01.886> warehouse<00:14:02.367> environment<00:14:03.425> when<00:14:03.650> picking<00:14:03.986> orders,<00:14:04.612> you<00:14:04.868> know,<00:14:05.285> for<00:14:05.573> e-commerce<00:14:06.166> or<00:14:06.792> inside<00:14:07.208> a<00:14:07.240> manufacturer<00:14:08.138> or<00:14:08.234> the<00:14:08.314> production<00:14:08.779> facility.

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Think<00:14:10.398> of<00:14:10.703> tablets<00:14:11.296> in<00:14:11.424> that<00:14:11.520> same<00:14:11.841> area<00:14:12.242> with<00:14:12.402> having<00:14:13.107> a<00:14:13.187> larger<00:14:13.588> screen<00:14:14.005> but<00:14:14.470> filling<00:14:14.790> information<00:14:15.592> into,<00:14:16.554> say,<00:14:16.794> a<00:14:16.874> production<00:14:17.371> line,<00:14:17.692> somebody<00:14:18.012> working<00:14:18.333> on<00:14:18.413> a<00:14:18.477> production<00:14:18.894> line<00:14:19.119> these<00:14:19.295> days.

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So<00:14:20.176> the<00:14:20.273> idea<00:14:20.497> of<00:14:20.641> having<00:14:21.122> a<00:14:21.138> mobile<00:14:21.683> device<00:14:22.180> in<00:14:22.260> your<00:14:22.421> hand,<00:14:22.902> a<00:14:23.447> mobile<00:14:23.687> device<00:14:24.969> or<00:14:25.130> a<00:14:25.226> tablet,<00:14:25.867> is<00:14:26.027> the<00:14:26.172> idea<00:14:26.572> that<00:14:26.733> gives<00:14:26.909> you<00:14:27.005> the<00:14:27.214> opportunity<00:14:27.630> to<00:14:27.775> have<00:14:28.352> some<00:14:28.657> type<00:14:28.978> of<00:14:29.299> AI<00:14:29.652> assistant.

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And<00:14:30.584> that's<00:14:30.760> how<00:14:30.921> we<00:14:31.097> see<00:14:31.387> it,<00:14:31.483> is<00:14:31.627> that<00:14:31.788> there's<00:14:31.965> two<00:14:33.008> demands<00:14:33.490> for<00:14:33.634> AI<00:14:33.972> inside<00:14:34.373> Zebra.

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One<00:14:34.839> is<00:14:34.935> internally<00:14:35.497> where<00:14:36.187> how<00:14:36.219> do<00:14:36.284> you<00:14:36.380> become<00:14:36.701> more<00:14:36.862> effective<00:14:37.279> and<00:14:37.424> more<00:14:37.584> efficient<00:14:38.210> in<00:14:38.307> your<00:14:38.548> business<00:14:38.869> and<00:14:39.013> everything<00:14:39.270> we<00:14:39.431> do<00:14:39.752> across,<00:14:40.635> you<00:14:40.715> know,<00:14:40.811> marketing,<00:14:41.454> across,<00:14:42.144> you<00:14:43.140> know,<00:14:43.830> code<00:14:44.087> writing,<00:14:44.633> all<00:14:44.793> those<00:14:45.050> things<00:14:45.355> that<00:14:45.452> people<00:14:45.693> talk<00:14:45.949> about,<00:14:46.174> how<00:14:46.495> generative<00:14:46.881> AI<00:14:47.282> can<00:14:47.443> help<00:14:48.261> make<00:14:48.518> a<00:14:48.647> business<00:14:48.968> more<00:14:49.145> effective<00:14:49.610> and<00:14:49.707> more<00:14:49.851> efficient.

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The<00:14:50.750> other<00:14:50.911> areas<00:14:51.296> we<00:14:51.392> think<00:14:51.649> about<00:14:52.019> is<00:14:52.276> that<00:14:52.998> how<00:14:53.078> do<00:14:53.223> we<00:14:53.399> leverage<00:14:53.945> AI<00:14:54.668> in<00:14:54.989> generative<00:14:55.390> AI?

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So<00:14:55.968> traditional<00:14:56.450> AI<00:14:56.755> techniques<00:14:57.237> we've<00:14:57.397> used<00:14:57.638> for<00:14:57.735> many<00:14:58.056> years<00:14:58.682> inside<00:14:58.987> our<00:14:59.019> products.

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So<00:15:00.063> Robots<00:15:00.528> use<00:15:00.769> them<00:15:01.251> to<00:15:01.347> map<00:15:01.733> areas<00:15:02.214> to<00:15:02.311> be<00:15:02.471> able<00:15:02.632> to—<00:15:02.728> autonomous<00:15:03.290> metal<00:15:03.515> robots<00:15:03.997> to<00:15:04.077> move<00:15:04.318> around<00:15:05.121> and<00:15:05.265> not<00:15:05.506> run<00:15:05.683> into<00:15:05.923> things.

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We<00:15:07.128> use<00:15:07.352> AI<00:15:07.609> techniques<00:15:08.171> to<00:15:08.316> be<00:15:08.492> able<00:15:08.733> to<00:15:09.038> learn<00:15:09.520> on<00:15:09.681> things<00:15:09.857> like<00:15:10.162> vision<00:15:10.500> systems,<00:15:11.062> to<00:15:11.142> be<00:15:11.302> able<00:15:11.447> to<00:15:11.479> see,<00:15:12.282> is<00:15:12.426> a<00:15:12.507> label<00:15:12.908> on<00:15:13.069> straight<00:15:13.534> during<00:15:13.775> manufacturing?

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Is<00:15:14.771> a<00:15:14.899> bottle<00:15:15.172> filled<00:15:15.557> to<00:15:15.638> the<00:15:15.782> right<00:15:16.023> level?

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Is<00:15:17.163> the<00:15:17.324> parts<00:15:17.709> and<00:15:17.789> the<00:15:17.870> components<00:15:18.448> in<00:15:18.512> the<00:15:18.608> right<00:15:18.849> spot?

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So<00:15:19.973> that's<00:15:20.358> using<00:15:20.679> vision<00:15:20.936> systems<00:15:21.498> and<00:15:21.819> machine<00:15:22.365> learning<00:15:22.927> forms<00:15:23.265> of<00:15:23.891> artificial<00:15:24.389> intelligence.

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Think<00:15:25.672> of<00:15:26.073> forecasting.

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So<00:15:27.116> we<00:15:27.741> impact<00:15:28.094> forecasts<00:15:29.024> inside<00:15:29.425> retailers<00:15:29.841> by<00:15:30.002> taking<00:15:30.322> past<00:15:30.643> data,<00:15:31.429> running<00:15:31.669> them<00:15:31.830> through<00:15:31.926> an<00:15:32.070> AI<00:15:32.247> algorithm,<00:15:32.808> and<00:15:32.888> ultimately<00:15:33.289> saying,<00:15:33.930> how<00:15:34.026> should<00:15:34.235> I<00:15:34.315> forecast?

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We<00:15:35.117> use<00:15:35.293> it<00:15:35.373> in<00:15:35.453> scheduling.

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So<00:15:36.319> think<00:15:36.560> of,<00:15:37.137> I<00:15:37.217> schedule<00:15:37.618> you<00:15:37.698> to<00:15:37.762> work<00:15:38.003> every<00:15:38.260> Thursday,<00:15:39.302> and<00:15:39.382> every<00:15:39.542> time<00:15:39.719> I<00:15:39.783> schedule<00:15:40.168> on<00:15:40.264> Thursday,<00:15:40.568> you<00:15:40.665> move<00:15:40.841> it<00:15:40.905> to<00:15:40.985> Friday.

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Well,<00:15:41.611> the<00:15:41.707> algorithm<00:15:42.172> learns,<00:15:42.509> don't<00:15:42.669> schedule<00:15:43.070> you<00:15:43.214> on<00:15:43.310> Thursday<00:15:43.695> anymore.

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That's<00:15:44.818> all<00:15:45.074> artificial,<00:15:45.780> you<00:15:45.860> know,<00:15:46.100> intelligence<00:15:46.742> and<00:15:46.822> learning,<00:15:47.223> right?

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Machine<00:15:47.800> learning.

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So<00:15:48.602> we've<00:15:48.746> used<00:15:48.906> that<00:15:49.019> for<00:15:49.163> many<00:15:49.468> years.

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I<00:15:50.205> think<00:15:50.366> what's<00:15:50.590> new<00:15:50.766> is<00:15:50.911> this<00:15:51.007> generative<00:15:51.472> AI<00:15:51.648> model<00:15:52.129> and<00:15:52.274> the<00:15:52.370> idea<00:15:52.771> that<00:15:53.252> you<00:15:53.412> can<00:15:53.636> interact<00:15:54.133> in<00:15:54.213> a<00:15:54.373> text<00:15:54.918> or<00:15:55.079> a<00:15:55.175> voice<00:15:55.575> way<00:15:56.457> to<00:15:56.601> get<00:15:56.777> assistance<00:15:57.322> without<00:15:57.642> really<00:15:57.979> knowing<00:15:58.300> ultimately<00:15:59.405> all<00:15:59.581> the<00:15:59.742> aspects<00:16:00.142> of<00:16:00.190> the<00:16:00.287> question.

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So<00:16:00.960> if<00:16:01.104> you're<00:16:01.408> a—<00:16:02.306> example<00:16:02.626> I<00:16:02.770> used<00:16:02.883> to<00:16:03.011> use,<00:16:03.267> you<00:16:03.508> know,<00:16:03.604> like<00:16:03.812> to<00:16:03.908> use—<00:16:04.133> if<00:16:04.213> you're<00:16:04.373> a<00:16:04.389> produce<00:16:04.870> manager<00:16:05.431> who's<00:16:05.751> brand<00:16:06.152> new<00:16:06.408> in<00:16:06.552> a<00:16:06.568> supermarket<00:16:07.738> and<00:16:07.898> ultimately<00:16:08.299> on<00:16:08.379> a<00:16:08.395> holiday<00:16:08.780> weekend<00:16:09.036> you<00:16:09.196> run<00:16:09.325> out<00:16:09.357> of<00:16:09.453> strawberries,<00:16:10.542> what<00:16:10.639> do<00:16:10.703> you<00:16:10.863> do?

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So<00:16:11.664> you<00:16:12.001> basically,<00:16:12.802> you<00:16:12.882> know,<00:16:13.459> say<00:16:13.683> to<00:16:13.763> the<00:16:13.908> device,<00:16:14.549> hey,<00:16:15.045> what<00:16:15.158> do<00:16:15.222> I<00:16:15.366> do<00:16:15.446> when<00:16:15.606> I'm<00:16:15.670> out<00:16:15.783> of<00:16:15.831> strawberries?

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And<00:16:16.968> you<00:16:17.113> get<00:16:17.289> the<00:16:17.529> guidance<00:16:18.074> of<00:16:18.315> either<00:16:19.052> the<00:16:19.357> operating<00:16:19.774> principles<00:16:20.640> of<00:16:20.897> the<00:16:20.993> supermarket,<00:16:21.860> what<00:16:22.085> to<00:16:22.181> go<00:16:22.405> do<00:16:22.742> factually,<00:16:23.384> reorder<00:16:23.850> the<00:16:23.882> strawberries,<00:16:24.491> do<00:16:24.588> those<00:16:24.828> things.

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Or<00:16:25.855> you<00:16:26.016> can<00:16:26.192> get<00:16:26.914> the<00:16:27.075> coaching<00:16:27.476> and<00:16:27.620> guidance<00:16:28.038> of<00:16:28.102> the<00:16:28.166> most<00:16:28.439> experienced<00:16:29.000> produce<00:16:29.642> manager<00:16:30.749> in<00:16:30.846> the<00:16:30.990> chain<00:16:31.327> that<00:16:31.472> ultimately<00:16:31.873> says,<00:16:32.113> "Okay,<00:16:32.932> move<00:16:33.172> the<00:16:33.317> blueberries<00:16:33.911> and<00:16:33.975> raspberries<00:16:34.520> closer<00:16:34.841> together<00:16:35.178> so<00:16:35.355> it<00:16:35.419> doesn't<00:16:35.724> look<00:16:35.884> like<00:16:36.061> there's<00:16:36.221> a<00:16:36.301> gap.

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Move<00:16:37.328> all<00:16:37.425> the<00:16:37.505> strawberries<00:16:38.066> you<00:16:38.211> do<00:16:38.307> have<00:16:38.612> from<00:16:38.789> 3<00:16:39.029> different<00:16:39.334> areas<00:16:39.671> within<00:16:40.056> produce<00:16:40.393> to<00:16:40.618> all<00:16:40.858> one<00:16:41.019> area<00:16:41.677> so<00:16:41.773> it<00:16:41.837> doesn't<00:16:42.158> look<00:16:42.399> like<00:16:43.041> you've<00:16:43.201> only<00:16:43.346> got<00:16:43.458> a<00:16:43.522> couple<00:16:43.843> of<00:16:43.939> units<00:16:44.244> left.

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You<00:16:44.710> put<00:16:44.806> them<00:16:44.950> all<00:16:45.111> together<00:16:45.704> in<00:16:45.833> a<00:16:45.849> specific<00:16:46.314> area."<00:16:46.956> Hey,<00:16:47.132> put<00:16:47.309> a<00:16:47.453> rush<00:16:47.774> order<00:16:48.095> in.

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Don't<00:16:48.480> just<00:16:48.720> order<00:16:48.977> one.

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Make<00:16:49.378> a<00:16:49.458> call<00:16:49.779> to<00:16:49.939> the,<00:16:50.645> you<00:16:50.677> know,<00:16:50.886> the<00:16:51.287> produce<00:16:51.704> manager<00:16:52.185> back<00:16:52.490> in<00:16:52.570> your<00:16:52.650> distribution<00:16:53.212> center<00:16:53.468> to<00:16:53.549> get<00:16:53.693> a<00:16:53.853> rush<00:16:54.094> order<00:16:54.335> delivered,<00:16:55.137> you<00:16:55.169> know,<00:16:55.313> the<00:16:55.393> next<00:16:55.714> morning<00:16:56.035> so<00:16:56.115> you<00:16:56.259> have<00:16:56.500> them.

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So<00:16:57.318> you<00:16:57.478> can<00:16:57.639> take<00:16:57.880> your<00:16:58.040> newest<00:16:58.537> employee,<00:16:59.002> in<00:16:59.083> this<00:16:59.323> case<00:16:59.981> a<00:17:00.045> new<00:17:00.286> produce<00:17:00.703> manager<00:17:01.088> inside<00:17:01.489> a<00:17:01.553> supermarket,<00:17:02.916> and<00:17:03.173> make<00:17:03.333> them<00:17:03.558> as<00:17:03.798> good<00:17:03.975> as<00:17:04.055> your<00:17:04.280> best<00:17:04.536> employee,<00:17:04.857> or<00:17:04.937> at<00:17:05.018> least<00:17:05.274> have<00:17:05.419> them<00:17:05.563> a<00:17:05.723> coach<00:17:06.060> or<00:17:06.124> an<00:17:06.204> assistant<00:17:06.718> or<00:17:06.782> a<00:17:06.862> copilot<00:17:07.969> available<00:17:08.546> to<00:17:08.643> them<00:17:09.012> by<00:17:09.252> running<00:17:10.150> a<00:17:10.295> generative<00:17:10.776> AI<00:17:11.049> model<00:17:11.979> on<00:17:12.396> the<00:17:12.701> actual<00:17:13.118> mobile<00:17:13.503> device<00:17:13.920> itself.

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Not<00:17:15.027> necessarily<00:17:15.508> having<00:17:15.764> to<00:17:15.845> go<00:17:16.005> back<00:17:16.310> to<00:17:16.342> the<00:17:16.470> cloud,<00:17:16.887> but<00:17:17.047> have<00:17:17.224> it<00:17:17.352> at<00:17:17.432> their<00:17:17.528> fingertips.

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So<00:17:18.651> it<00:17:18.731> could<00:17:18.827> be<00:17:18.908> the<00:17:19.052> operating<00:17:19.453> procedures,<00:17:20.014> could<00:17:20.158> be<00:17:20.271> advice<00:17:20.720> from<00:17:20.960> other<00:17:21.778> players<00:17:22.179> or<00:17:22.259> members<00:17:22.724> on<00:17:22.804> their<00:17:22.965> team.

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How<00:17:23.382> do<00:17:23.478> I<00:17:23.558> make<00:17:24.248> the<00:17:24.344> newest<00:17:24.665> employee<00:17:25.001> as<00:17:25.146> good<00:17:25.290> as<00:17:25.370> my<00:17:25.547> best<00:17:25.803> employee?

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And<00:17:26.749> by<00:17:26.990> using<00:17:27.375> it<00:17:27.471> in<00:17:27.631> plain<00:17:28.032> text<00:17:28.369> or<00:17:28.433> plain<00:17:28.754> language,<00:17:29.219> because<00:17:29.877> that's<00:17:30.101> what<00:17:30.261> generative<00:17:30.598> AI<00:17:30.983> gives<00:17:31.304> us.

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In<00:17:31.544> the<00:17:31.641> past,<00:17:31.945> we've<00:17:32.090> had,<00:17:32.683> you<00:17:32.779> know,<00:17:33.308> traditional<00:17:33.950> AI<00:17:34.672> and<00:17:34.832> vision<00:17:35.089> systems<00:17:35.794> that<00:17:35.874> have<00:17:35.987> machine<00:17:36.436> learning.

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What<00:17:37.478> generative<00:17:37.879> AI<00:17:38.200> gives<00:17:38.376> us<00:17:38.536> is<00:17:38.633> simple<00:17:39.162> text<00:17:39.563> and<00:17:39.643> simple<00:17:40.060> language.

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And<00:17:41.182> gives<00:17:41.342> you<00:17:41.487> the<00:17:41.807> answer<00:17:42.464> in<00:17:42.608> simple<00:17:42.945> text<00:17:43.281> and<00:17:43.409> language<00:17:44.307> by<00:17:44.611> learning<00:17:45.573> and<00:17:45.813> teaching<00:17:46.230> it<00:17:46.454> on<00:17:46.646> specific<00:17:47.351> data<00:17:48.233> is<00:17:48.377> really<00:17:48.649> the<00:17:48.794> key.

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And<00:17:49.434> if<00:17:49.499> our<00:17:49.659> customers<00:17:50.075> can<00:17:50.300> go<00:17:50.460> do<00:17:50.620> that,<00:17:51.197> this<00:17:51.437> idea<00:17:51.902> of<00:17:52.078> Copilot<00:17:52.703> or<00:17:52.800> assistance,<00:17:53.841> we<00:17:54.065> think<00:17:54.466> plays<00:17:54.738> into<00:17:54.963> retail,<00:17:55.748> plays<00:17:56.004> into<00:17:56.165> manufacturing.

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What<00:17:57.062> happens<00:17:57.446> when<00:17:58.168> this<00:17:58.472> production<00:17:58.969> process<00:17:59.449> goes<00:17:59.754> out<00:17:59.850> of,<00:18:00.876> out<00:18:00.908> of<00:18:01.036> alignment?

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What<00:18:01.757> do<00:18:01.917> I<00:18:02.158> do?

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And<00:18:03.439> that<00:18:03.776> newest<00:18:04.481> production<00:18:05.042> line<00:18:05.458> person<00:18:05.779> watching<00:18:06.115> that<00:18:06.340> line<00:18:06.660> ultimately<00:18:07.542> responsible<00:18:08.167> for<00:18:08.423> it<00:18:08.696> can<00:18:08.888> have<00:18:09.064> an<00:18:09.144> assistant<00:18:09.689> talking<00:18:10.507> to<00:18:10.555> them<00:18:10.667> right<00:18:10.891> at<00:18:10.972> their<00:18:11.068> fingertips.

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So<00:18:11.869> I<00:18:12.029> think<00:18:12.270> that's<00:18:12.654> really<00:18:13.696> the<00:18:13.792> key<00:18:14.033> as<00:18:14.193> we<00:18:14.353> see<00:18:14.594> it<00:18:14.658> from<00:18:14.818> a<00:18:15.059> customer<00:18:15.620> offering<00:18:16.036> perspective,<00:18:16.613> is<00:18:16.742> kind<00:18:16.902> of<00:18:17.479> next<00:18:17.783> generation<00:18:18.280> to<00:18:18.424> what<00:18:18.521> we<00:18:18.601> can<00:18:18.761> go<00:18:18.985> do<00:18:19.098> then<00:18:19.306> compared<00:18:19.723> to<00:18:19.771> what<00:18:19.867> we're<00:18:19.947> doing<00:18:20.123> today.

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Where<00:18:21.550> has<00:18:21.726> it<00:18:21.790> been<00:18:22.367> most<00:18:22.672> useful<00:18:23.008> so<00:18:23.249> far<00:18:23.650> internally,<00:18:24.355> like<00:18:24.916> particularly<00:18:25.397> around<00:18:25.733> like<00:18:26.134> where<00:18:26.294> have<00:18:26.374> you<00:18:26.454> found<00:18:26.775> it<00:18:26.919> to<00:18:27.015> like<00:18:27.560> really,<00:18:27.897> really<00:18:28.137> help<00:18:28.458> with<00:18:28.634> efficiency?

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Yeah,<00:18:30.125> our<00:18:30.526> marketing<00:18:31.006> teams<00:18:31.503> today,<00:18:31.984> you<00:18:32.064> know,<00:18:32.224> it's<00:18:32.946> around<00:18:33.491> marketing<00:18:33.827> campaigns<00:18:34.308> and<00:18:34.452> others<00:18:34.997> have<00:18:35.174> used<00:18:36.696> generative<00:18:37.097> AI.

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We've<00:18:38.219> used<00:18:38.476> it<00:18:38.780> internally<00:18:39.373> around<00:18:40.383> being<00:18:40.560> able<00:18:40.784> to,<00:18:40.960> like<00:18:41.137> our<00:18:41.602> customer<00:18:42.066> support<00:18:42.724> teams<00:18:43.205> and<00:18:43.349> others<00:18:43.685> have<00:18:43.766> been<00:18:43.926> able<00:18:44.647> to<00:18:44.791> gather<00:18:45.128> information<00:18:45.673> and<00:18:45.833> use<00:18:46.010> the<00:18:46.154> large<00:18:46.475> language<00:18:46.795> models<00:18:47.356> ultimately<00:18:47.837> on<00:18:48.478> answering<00:18:48.959> questions<00:18:49.440> for<00:18:49.617> our<00:18:49.841> customers,<00:18:50.258> those<00:18:50.498> kind<00:18:50.659> of<00:18:50.739> things.

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We're<00:18:51.604> seeing<00:18:52.662> that<00:18:52.983> code<00:18:53.287> writing,<00:18:53.768> there's<00:18:54.025> clear<00:18:54.426> benefits<00:18:55.051> to<00:18:55.948> faster<00:18:56.413> code<00:18:56.654> writing.

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So<00:18:56.990> a<00:18:57.135> lot<00:18:57.391> of<00:18:57.471> what<00:18:57.551> we<00:18:57.712> do<00:18:57.840> about,<00:18:58.193> you<00:18:58.353> know,<00:18:59.058> large<00:18:59.315> portion<00:18:59.587> of<00:18:59.619> our<00:18:59.700> engineers<00:19:00.501> are<00:19:00.581> software<00:19:01.319> engineers<00:19:01.799> versus<00:19:02.120> hardware.

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And<00:19:03.162> they're<00:19:03.323> seeing<00:19:03.805> benefits,<00:19:04.447> early<00:19:04.672> trials,<00:19:05.490> you<00:19:05.587> know,<00:19:05.731> within<00:19:06.052> the<00:19:06.197> company<00:19:06.534> as<00:19:06.694> well.

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So<00:19:07.642> I<00:19:07.738> think<00:19:07.963> we're<00:19:08.075> going<00:19:08.300> to<00:19:08.332> see<00:19:08.460> efficiencies.

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I<00:19:09.600> think<00:19:09.809> ultimately<00:19:10.788> what<00:19:10.933> it<00:19:11.013> creates,<00:19:11.414> though,<00:19:11.591> is,<00:19:12.233> you<00:19:12.313> know,<00:19:13.196> it<00:19:13.293> doesn't—<00:19:14.400> it<00:19:14.481> makes<00:19:15.107> employees<00:19:15.669> more<00:19:15.925> efficient,<00:19:16.808> doesn't<00:19:17.290> necessarily<00:19:17.852> take<00:19:18.093> their<00:19:18.237> job<00:19:18.494> away<00:19:18.687> because<00:19:18.847> somebody<00:19:19.216> still<00:19:19.538> needs<00:19:19.843> to<00:19:20.019> guide<00:19:20.421> the<00:19:20.645> AI<00:19:20.838> model.

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Someone<00:19:21.865> still<00:19:22.122> needs<00:19:22.347> to<00:19:22.427> say,<00:19:23.294> I<00:19:23.455> want<00:19:23.615> that<00:19:23.856> ad<00:19:24.033> campaign<00:19:25.221> across,<00:19:25.959> you<00:19:26.039> know,<00:19:27.067> Japan,<00:19:27.645> China,<00:19:28.512> and<00:19:28.608> Australia.

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Come<00:19:29.973> up<00:19:30.117> with<00:19:30.294> images<00:19:30.696> for<00:19:30.856> me.

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So<00:19:31.161> it<00:19:31.194> makes<00:19:31.499> their<00:19:31.659> job<00:19:31.916> more<00:19:32.205> efficient<00:19:32.687> as<00:19:32.800> opposed<00:19:33.089> to<00:19:33.185> just<00:19:33.346> searching<00:19:33.988> images,<00:19:34.952> but<00:19:35.032> they<00:19:35.193> ultimately<00:19:35.498> have<00:19:35.675> to<00:19:35.771> make<00:19:35.996> the<00:19:36.076> decision<00:19:36.494> of<00:19:36.638> what<00:19:36.863> image<00:19:37.184> to<00:19:37.265> make.

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The<00:19:38.148> coder<00:19:38.550> still<00:19:38.871> needs<00:19:39.048> to<00:19:39.192> check<00:19:39.529> the<00:19:39.674> code.

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They<00:19:40.092> can't<00:19:40.316> just<00:19:40.493> trust<00:19:40.814> that,<00:19:41.360> hey,<00:19:41.617> I<00:19:41.698> just<00:19:42.003> used<00:19:42.260> an<00:19:42.404> AI<00:19:42.645> model<00:19:43.127> to<00:19:43.224> basically<00:19:43.850> write<00:19:44.091> code<00:19:44.332> for<00:19:44.428> me<00:19:44.910> and<00:19:44.990> it's<00:19:45.215> all<00:19:45.392> good<00:19:45.536> and<00:19:45.633> I'm<00:19:45.777> gonna<00:19:45.954> go<00:19:46.050> submit<00:19:46.372> it.

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Somebody<00:19:47.078> needs<00:19:47.223> to<00:19:47.384> check<00:19:47.705> that<00:19:47.962> code.

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So<00:19:49.150> it<00:19:49.247> makes<00:19:49.472> them<00:19:49.632> more<00:19:49.793> efficient<00:19:50.291> for<00:19:50.917> mundane<00:19:51.576> kinds<00:19:51.881> of<00:19:51.977> tasks<00:19:52.941> and<00:19:53.005> then<00:19:53.101> ultimately<00:19:53.648> allows<00:19:54.065> them<00:19:54.531> to<00:19:54.611> spend<00:19:55.013> their<00:19:55.254> time<00:19:55.822> on<00:19:55.994> things<00:19:56.166> that<00:19:56.423> add<00:19:56.629> the<00:19:56.715> most<00:19:57.041> value.

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How<00:19:59.267> have<00:19:59.460> you<00:19:59.605> been<00:19:59.765> thinking<00:20:00.087> about<00:20:00.408> this<00:20:00.569> whole<00:20:00.890> work<00:20:01.147> from<00:20:01.356> home<00:20:01.758> hybrid<00:20:02.819> or<00:20:03.124> all,<00:20:03.847> you<00:20:03.879> know,<00:20:04.184> everybody<00:20:04.506> in<00:20:04.586> the<00:20:04.747> office<00:20:05.309> debate?

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How<00:20:06.354> have<00:20:06.514> you<00:20:06.659> handled<00:20:06.996> that<00:20:07.173> at<00:20:07.302> Zebra?

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Yeah.

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So,<00:20:08.913> I<00:20:09.009> mean,<00:20:09.234> we're—<00:20:09.958> I<00:20:10.038> would<00:20:10.199> say<00:20:10.359> we're<00:20:10.825> office-centric,<00:20:12.593> but<00:20:12.834> we're<00:20:13.075> in<00:20:13.156> a<00:20:13.236> hybrid<00:20:14.377> environment<00:20:14.924> or<00:20:15.004> hybrid<00:20:15.325> work<00:20:15.518> environment,<00:20:16.065> meaning<00:20:16.386> that<00:20:17.029> we've<00:20:17.190> got<00:20:17.836> to<00:20:17.983> encourage<00:20:18.344> our<00:20:18.475> employees<00:20:19.064> to<00:20:19.163> come<00:20:19.539> to<00:20:19.703> work,<00:20:20.211> you<00:20:20.800> know,<00:20:21.095> indoor<00:20:21.586> offices.

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On<00:20:23.079> a<00:20:23.143> regular<00:20:23.544> basis,<00:20:24.425> you<00:20:24.505> know,<00:20:24.730> typically<00:20:25.467> 3<00:20:25.708> days<00:20:26.044> a<00:20:26.172> week<00:20:26.413> we<00:20:26.573> like<00:20:26.814> to<00:20:26.894> see<00:20:27.134> them<00:20:27.230> in<00:20:27.310> the<00:20:27.455> office<00:20:28.352> depending<00:20:28.897> on<00:20:28.993> the<00:20:29.074> location.

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You<00:20:29.731> see<00:20:29.971> more<00:20:30.677> or<00:20:30.917> less<00:20:31.238> of<00:20:31.398> that,<00:20:31.638> but<00:20:31.799> about<00:20:32.039> 3<00:20:32.279> days,<00:20:32.600> you<00:20:32.856> know,<00:20:33.385> everywhere<00:20:33.898> is<00:20:34.043> what<00:20:34.203> we've,<00:20:34.828> we've<00:20:34.940> said<00:20:35.085> to<00:20:35.165> employees<00:20:35.565> we'd<00:20:35.710> like<00:20:35.870> to<00:20:35.950> see<00:20:36.191> really<00:20:36.447> around<00:20:36.768> communication,<00:20:37.553> collaboration,<00:20:38.451> teams<00:20:39.316> getting<00:20:39.573> together<00:20:39.973> across<00:20:40.310> the<00:20:40.454> business<00:20:40.919> to<00:20:41.015> continue<00:20:41.352> to<00:20:41.416> drive<00:20:41.817> things<00:20:42.041> like<00:20:42.233> innovation<00:20:42.778> across<00:20:43.163> our<00:20:43.259> business.

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And<00:20:44.221> it's<00:20:44.381> really<00:20:44.702> worked.

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I<00:20:45.103> think<00:20:45.343> that,<00:20:45.968> you<00:20:46.000> know,<00:20:46.385> people<00:20:46.641> have<00:20:46.706> always<00:20:47.010> had<00:20:47.347> a<00:20:47.363> lot<00:20:47.651> of<00:20:47.683> flexibility<00:20:49.014> at<00:20:49.094> Zebra<00:20:49.575> to,<00:20:50.136> you<00:20:50.168> know,<00:20:50.313> work<00:20:50.538> from<00:20:50.714> home<00:20:50.859> when<00:20:51.035> they<00:20:51.132> needed<00:20:51.501> to<00:20:51.678> or,<00:20:52.223> you<00:20:52.256> know,<00:20:53.106> you<00:20:53.685> know,<00:20:53.925> head<00:20:54.150> out<00:20:54.263> early<00:20:54.648> because<00:20:54.969> they've<00:20:55.130> got<00:20:55.226> someone<00:20:55.611> coming<00:20:55.852> to<00:20:55.932> the<00:20:56.013> house<00:20:56.253> for<00:20:56.398> a<00:20:56.414> meeting<00:20:56.815> or<00:20:56.960> others<00:20:57.377> or,<00:20:57.923> you<00:20:58.004> know,<00:20:58.116> they've<00:20:58.325> got<00:20:58.646> late<00:20:58.887> night<00:20:59.208> calls<00:20:59.625> with,<00:21:00.091> you<00:21:00.123> know,<00:21:00.492> Asia<00:21:00.701> because<00:21:00.974> we're<00:21:01.070> truly<00:21:01.391> a<00:21:01.536> global<00:21:01.937> company.

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So<00:21:02.981> they've<00:21:03.142> always<00:21:03.382> had<00:21:03.495> the<00:21:03.623> flexibility.

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I<00:21:04.265> think<00:21:04.362> we've<00:21:04.506> made<00:21:04.763> it<00:21:04.988> more<00:21:05.165> explicit<00:21:05.871> now<00:21:06.192> in<00:21:06.353> a<00:21:06.369> hybrid<00:21:06.754> environment.

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We<00:21:07.750> have<00:21:07.878> some<00:21:08.119> remote<00:21:08.472> employees<00:21:08.922> too,<00:21:09.082> where<00:21:09.195> we've<00:21:09.339> decided<00:21:09.821> that<00:21:10.367> certain<00:21:10.688> roles<00:21:11.025> could<00:21:11.250> be<00:21:11.346> remote.

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They<00:21:11.892> don't<00:21:12.053> have<00:21:12.390> to<00:21:12.534> be<00:21:13.257> in<00:21:13.417> the<00:21:13.514> same<00:21:13.835> offices<00:21:14.397> as<00:21:14.477> the<00:21:14.622> rest<00:21:14.895> of<00:21:14.959> our<00:21:15.119> teams.

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But<00:21:16.066> we<00:21:16.387> typically<00:21:17.044> are<00:21:17.124> more<00:21:17.508> office-centric,<00:21:18.245> meaning<00:21:18.790> people<00:21:19.047> live<00:21:19.207> within<00:21:19.511> proximity<00:21:19.928> of<00:21:20.008> the<00:21:20.152> office.

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We<00:21:20.890> encourage<00:21:21.274> them<00:21:21.370> to<00:21:21.450> come<00:21:21.675> in<00:21:21.851> 3<00:21:22.075> times<00:21:22.412> a<00:21:22.492> week.

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Other<00:21:23.453> times<00:21:23.838> where<00:21:24.110> it's<00:21:24.255> okay<00:21:24.575> to<00:21:24.719> work<00:21:25.056> from<00:21:25.280> home<00:21:25.617> or<00:21:25.761> from<00:21:26.001> the<00:21:26.162> office,<00:21:26.498> they<00:21:26.658> make<00:21:26.899> the<00:21:26.979> choice<00:21:27.844> depending<00:21:28.245> on<00:21:28.341> the<00:21:28.646> teams<00:21:29.158> and<00:21:29.287> what's<00:21:29.447> happening<00:21:29.944> and<00:21:30.040> how<00:21:30.104> much<00:21:30.344> collaboration<00:21:30.985> they<00:21:31.065> need.

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Some,<00:21:32.107> you<00:21:32.187> know,<00:21:32.283> employees<00:21:32.588> are<00:21:32.732> in<00:21:32.828> 5<00:21:33.068> days<00:21:33.293> a<00:21:33.309> week,<00:21:33.549> other<00:21:33.773> ones<00:21:34.046> are<00:21:34.174> in,<00:21:34.495> you<00:21:34.527> know,<00:21:34.735> 3<00:21:34.911> days<00:21:35.136> a<00:21:35.216> week,<00:21:35.873> others<00:21:36.113> are<00:21:36.193> fully<00:21:36.578> remote.

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So<00:21:37.555> I<00:21:37.619> would<00:21:37.716> say<00:21:38.100> office-centric<00:21:38.998> hybrid<00:21:39.398> approach<00:21:39.799> is<00:21:39.943> what<00:21:40.039> we've<00:21:40.264> really<00:21:40.504> taken.

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And<00:21:40.969> I<00:21:41.001> think<00:21:41.161> it's<00:21:41.642> It's<00:21:41.867> worked.

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It's<00:21:42.284> given<00:21:42.461> employees<00:21:42.926> the<00:21:43.071> flexibility<00:21:43.649> they<00:21:43.810> need,<00:21:44.596> allowed<00:21:44.837> us<00:21:44.934> to<00:21:45.078> hire<00:21:45.415> the<00:21:45.640> right<00:21:45.881> talent<00:21:46.314> if<00:21:46.443> they<00:21:46.539> don't<00:21:46.764> have<00:21:47.021> to<00:21:47.165> be<00:21:47.824> in<00:21:47.904> a<00:21:47.920> specific<00:21:48.530> location.

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So<00:21:49.124> we<00:21:49.205> can<00:21:49.333> hire<00:21:49.574> someone<00:21:49.911> who's<00:21:50.136> remote.

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We<00:21:51.035> make<00:21:51.212> a<00:21:51.276> choice<00:21:51.661> on<00:21:51.758> each<00:21:51.918> job<00:21:52.159> requisition.

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We<00:21:52.865> hire<00:21:53.106> somebody<00:21:53.460> new,<00:21:53.700> say,<00:21:54.407> where<00:21:54.503> does<00:21:54.648> that<00:21:54.792> job<00:21:55.049> need<00:21:55.354> to<00:21:55.451> be?

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And<00:21:55.772> do<00:21:55.852> we<00:21:55.948> need<00:21:56.334> to<00:21:56.414> be<00:21:56.575> more<00:21:56.815> collaboration,<00:21:57.538> less<00:21:57.779> collaboration?

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Can<00:21:58.999> it<00:21:59.063> be<00:21:59.224> done<00:21:59.465> kind<00:21:59.625> of<00:21:59.770> on<00:21:59.882> their<00:22:00.091> own?

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And<00:22:00.830> we<00:22:00.910> make<00:22:01.151> a,<00:22:01.697> you<00:22:01.729> know,<00:22:02.339> a<00:22:02.435> conscious<00:22:02.821> decision<00:22:03.222> around<00:22:03.543> that.

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How<00:22:04.683> do<00:22:04.747> you<00:22:04.988> define<00:22:05.390> culture?

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Boy,<00:22:07.717> you<00:22:07.749> know,<00:22:07.973> we,<00:22:08.934> we<00:22:09.095> got<00:22:09.255> to<00:22:09.319> think<00:22:09.495> of<00:22:09.575> culture<00:22:09.960> as<00:22:10.120> being<00:22:10.313> a<00:22:10.521> critical<00:22:10.857> aspect<00:22:11.739> to<00:22:11.883> success<00:22:12.380> of<00:22:12.460> any<00:22:12.684> business,<00:22:12.957> including<00:22:13.405> ours.

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And<00:22:13.790> that's<00:22:13.982> been<00:22:14.767> a<00:22:14.864> really<00:22:15.104> important<00:22:15.585> piece<00:22:15.905> of<00:22:16.290> our<00:22:16.626> business.

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We<00:22:17.251> brought,<00:22:18.069> you<00:22:18.149> know,<00:22:18.389> two<00:22:18.613> businesses<00:22:19.030> together.

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The<00:22:19.927> Zebra<00:22:21.017> billion-dollar<00:22:21.690> specialty<00:22:22.219> printing<00:22:22.540> business<00:22:22.956> bought<00:22:23.677> a<00:22:23.757> $2.5<00:22:24.222> billion<00:22:25.039> business<00:22:25.360> unit<00:22:25.584> from<00:22:25.841> Motorola,<00:22:26.257> so<00:22:26.466> became<00:22:26.722> a<00:22:26.786> $3.5<00:22:27.267> billion<00:22:28.485> organization,<00:22:29.350> you<00:22:29.382> know,<00:22:29.831> in<00:22:30.007> November<00:22:30.632> of<00:22:30.872> 2014.

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And<00:22:33.132> we<00:22:33.293> believe<00:22:33.534> we<00:22:33.630> need<00:22:33.838> to<00:22:33.919> bring<00:22:34.159> two<00:22:34.336> cultures<00:22:34.801> together<00:22:35.283> kind<00:22:35.379> of<00:22:35.475> as<00:22:35.684> one<00:22:35.877> zebra<00:22:36.262> or<00:22:36.422> the<00:22:36.519> zebra<00:22:36.824> nation.

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And<00:22:37.851> we<00:22:37.931> went<00:22:38.091> through<00:22:38.188> a<00:22:38.252> whole<00:22:38.669> cultural<00:22:39.215> training<00:22:39.568> across<00:22:40.113> the<00:22:40.274> organization<00:22:40.916> of<00:22:40.996> what<00:22:41.221> that<00:22:41.863> ultimately<00:22:42.505> means.

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We<00:22:43.066> put<00:22:43.179> in<00:22:43.307> place<00:22:43.628> a<00:22:43.644> vision<00:22:43.981> statement<00:22:44.463> of<00:22:44.607> values,<00:22:45.634> you<00:22:45.682> know,<00:22:45.891> underneath<00:22:46.356> that.

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Most<00:22:47.335> recently,<00:22:47.817> so<00:22:47.913> that's<00:22:48.202> 8<00:22:48.362> years<00:22:48.603> ago<00:22:48.780> now,<00:22:49.117> 9<00:22:49.357> years<00:22:49.598> ago.

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So<00:22:51.091> now<00:22:51.348> most<00:22:51.652> recently<00:22:52.150> we've<00:22:52.375> refreshed<00:22:52.936> our<00:22:53.659> values<00:22:54.300> and<00:22:54.397> we've<00:22:54.637> put<00:22:54.782> in<00:22:54.958> place<00:22:55.199> a<00:22:55.215> new<00:22:55.295> purpose<00:22:55.793> statement<00:22:56.948> because<00:22:57.286> we<00:22:57.446> see<00:22:57.847> those<00:22:58.168> as<00:22:58.329> being<00:22:58.553> explicit<00:22:59.773> ways<00:23:00.158> to<00:23:01.457> describe<00:23:02.162> to<00:23:02.242> our<00:23:02.323> employees<00:23:02.820> what<00:23:03.044> really,<00:23:03.798> you<00:23:03.862> know,<00:23:04.247> Zebra<00:23:04.504> is<00:23:04.728> all<00:23:04.824> about,<00:23:05.145> what<00:23:05.225> we<00:23:05.386> go<00:23:05.546> deliver<00:23:05.883> to<00:23:06.011> our<00:23:06.107> customers.

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So<00:23:06.765> our<00:23:06.909> purpose<00:23:07.230> statement,<00:23:08.176> then<00:23:08.256> our<00:23:08.432> vision<00:23:08.737> statement<00:23:09.154> we<00:23:09.298> talked<00:23:09.555> about<00:23:09.796> before,<00:23:10.116> what<00:23:10.229> does<00:23:10.357> Zebra<00:23:10.678> really<00:23:10.982> do?

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Then<00:23:11.864> ultimately<00:23:12.201> our<00:23:12.361> values<00:23:12.907> of<00:23:13.003> how<00:23:13.243> we<00:23:13.404> go<00:23:13.644> do<00:23:13.805> it.

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But<00:23:14.767> we<00:23:14.943> see<00:23:15.168> a<00:23:15.184> strong<00:23:15.633> culture<00:23:16.355> around<00:23:16.772> the<00:23:16.916> world<00:23:17.253> at<00:23:17.333> Zebra,<00:23:17.734> really,<00:23:18.055> where<00:23:18.135> employees<00:23:18.680> truly<00:23:19.001> care<00:23:19.177> about<00:23:19.434> each<00:23:19.642> other,<00:23:20.444> care<00:23:20.540> about,<00:23:20.941> you<00:23:21.021> know,<00:23:21.166> what<00:23:21.326> you<00:23:21.422> did<00:23:21.518> on<00:23:21.599> the<00:23:21.727> weekend<00:23:22.769> and<00:23:23.170> what's<00:23:23.331> happening<00:23:23.667> across<00:23:23.972> your<00:23:24.068> family.

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And<00:23:24.630> we<00:23:24.726> see<00:23:25.030> that<00:23:25.672> is<00:23:25.768> an<00:23:25.897> important<00:23:26.539> element<00:23:27.020> to<00:23:27.357> our<00:23:27.614> success<00:23:28.159> ultimately.

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What<00:23:29.668> is<00:23:29.844> Zebra's<00:23:30.406> purpose<00:23:30.759> statement?

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Yeah,<00:23:32.332> our<00:23:32.412> purpose<00:23:32.733> statement<00:23:33.150> is<00:23:33.295> that<00:23:33.471> it's<00:23:33.856> brand<00:23:34.177> new.

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We<00:23:34.643> create<00:23:35.044> new<00:23:35.140> ways<00:23:35.525> of<00:23:35.606> working<00:23:36.183> that<00:23:36.408> make<00:23:36.729> everyday<00:23:37.210> life<00:23:37.467> better<00:23:38.334> for<00:23:38.510> organizations,<00:23:40.516> their<00:23:40.741> employees,<00:23:41.543> and<00:23:41.880> those<00:23:42.137> they<00:23:42.282> serve.

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So<00:23:43.068> think<00:23:43.260> of<00:23:43.341> it<00:23:43.421> as<00:23:43.565> being,<00:23:44.448> you<00:23:44.528> know,<00:23:44.913> we<00:23:45.074> create<00:23:45.395> new<00:23:45.635> ways<00:23:45.908> of<00:23:46.037> working<00:23:46.454> by<00:23:46.839> automating<00:23:47.337> processes,<00:23:47.978> by<00:23:48.219> giving<00:23:49.022> visibility,<00:23:49.744> by<00:23:49.984> digitizing<00:23:50.787> and<00:23:51.092> automating<00:23:51.573> environments.

00:23:52.696 --> 00:24:08.865
And<00:23:53.193> that<00:23:53.417> ultimately<00:23:54.074> allows<00:23:54.555> to<00:23:55.260> make<00:23:55.580> everyday<00:23:55.981> life<00:23:56.237> better<00:23:56.542> for,<00:23:57.439> you<00:23:57.519> know,<00:23:58.064> organizations<00:23:58.962> that,<00:23:59.266> you<00:23:59.346> know,<00:23:59.522> ultimately<00:24:00.003> we<00:24:00.099> sell<00:24:00.468> to<00:24:01.125> their<00:24:01.285> individual<00:24:01.814> employees<00:24:02.247> because<00:24:02.551> they're<00:24:02.663> using<00:24:02.984> our<00:24:03.529> physical<00:24:03.865> mobile<00:24:04.169> devices,<00:24:04.602> scanners,<00:24:05.275> printers<00:24:05.692> in<00:24:05.852> their,<00:24:06.333> in<00:24:06.413> their<00:24:06.637> work<00:24:07.358> and<00:24:07.615> those<00:24:07.839> they<00:24:07.935> serve<00:24:08.320> their<00:24:08.480> customers.

00:24:08.913 --> 00:24:12.759
So<00:24:09.762> think<00:24:09.954> of<00:24:10.163> Zebra<00:24:10.563> as<00:24:10.659> digitizing<00:24:11.300> and<00:24:11.445> automating<00:24:11.845> these<00:24:12.021> environments,<00:24:12.582> right?

00:24:12.807 --> 00:24:19.571
If<00:24:12.967> I<00:24:13.063> can<00:24:13.287> give<00:24:13.704> everything<00:24:14.105> a<00:24:14.185> digital<00:24:14.569> voice,<00:24:14.922> if<00:24:15.050> I<00:24:15.146> can<00:24:15.306> give<00:24:16.012> a<00:24:16.028> forklift<00:24:16.524> a<00:24:16.588> digital<00:24:16.973> voice,<00:24:17.165> if<00:24:17.309> I<00:24:17.454> can<00:24:17.614> give<00:24:17.710> a<00:24:17.790> pallet<00:24:18.335> of<00:24:18.816> Goods,<00:24:19.009> a<00:24:19.073> digital<00:24:19.458> voice.

00:24:19.651 --> 00:24:21.947
If<00:24:19.779> I<00:24:19.796> get<00:24:19.876> an<00:24:19.972> individual<00:24:20.518> blue<00:24:20.759> blouse,<00:24:21.176> a<00:24:21.241> digital<00:24:21.642> voice.

00:24:22.525 --> 00:24:37.184
If<00:24:22.605> you<00:24:22.766> can<00:24:23.007> see<00:24:23.312> it,<00:24:23.408> read<00:24:23.585> a<00:24:23.649> barcode<00:24:24.275> or<00:24:24.372> read<00:24:24.468> an<00:24:24.548> electronic<00:24:25.094> tag<00:24:25.415> and<00:24:25.576> know<00:24:26.379> where<00:24:26.684> that<00:24:26.924> asset<00:24:27.406> is<00:24:27.743> or<00:24:27.808> that<00:24:27.904> it's,<00:24:28.289> it's<00:24:28.610> in<00:24:28.707> a<00:24:28.723> specific<00:24:29.349> area<00:24:29.815> or<00:24:30.393> ultimately<00:24:30.858> a<00:24:30.955> tool<00:24:31.436> where<00:24:31.677> it<00:24:31.822> is<00:24:31.998> when<00:24:32.143> I<00:24:32.303> need<00:24:32.464> to<00:24:32.544> go<00:24:32.705> use<00:24:32.945> it<00:24:33.106> or<00:24:33.186> an<00:24:33.234> IV<00:24:33.604> pump<00:24:34.391> in<00:24:34.471> a<00:24:34.551> hospital<00:24:35.290> or<00:24:36.012> that<00:24:36.157> I<00:24:36.237> got<00:24:36.478> the<00:24:36.558> right<00:24:36.799> patient.

00:24:37.297 --> 00:24:42.932
If<00:24:37.441> I<00:24:37.538> can<00:24:37.859> identify<00:24:38.661> things,<00:24:38.902> digitize,<00:24:39.785> give<00:24:39.882> it<00:24:40.010> a<00:24:40.090> digital<00:24:40.412> voice,<00:24:41.230> then<00:24:41.391> I<00:24:41.535> can<00:24:41.857> automate<00:24:42.258> those<00:24:42.435> processes.

00:24:43.061 --> 00:24:47.248
I<00:24:43.157> can<00:24:43.382> tell<00:24:43.575> the<00:24:43.864> forklift<00:24:44.586> what's<00:24:44.827> the<00:24:44.907> next<00:24:45.388> best<00:24:45.661> move<00:24:46.046> to<00:24:46.190> go<00:24:46.366> pick<00:24:46.671> out<00:24:46.928> freight.

00:24:47.794 --> 00:24:52.221
I<00:24:47.890> can<00:24:48.115> tell<00:24:48.516> a<00:24:48.612> worker<00:24:48.997> where<00:24:49.237> the<00:24:49.334> tool<00:24:49.654> is<00:24:49.815> to<00:24:49.959> go<00:24:50.136> get<00:24:50.360> it<00:24:50.553> or<00:24:50.681> where<00:24:50.857> the<00:24:51.002> IV<00:24:51.371> pump<00:24:51.515> is<00:24:51.659> in<00:24:51.756> a<00:24:51.788> hospital.

00:24:52.686 --> 00:24:57.177
I<00:24:52.782> can<00:24:52.942> ensure<00:24:53.440> that<00:24:54.129> the<00:24:54.226> right<00:24:54.466> patient<00:24:54.851> gets<00:24:55.028> the<00:24:55.172> right<00:24:55.429> medicine<00:24:56.150> within<00:24:56.696> the<00:24:56.792> hospital.

00:24:57.225 --> 00:25:12.751
So<00:24:57.434> we<00:24:57.658> think<00:24:57.851> of<00:24:58.396> impacting<00:24:59.037> everyday<00:24:59.438> lives<00:25:00.481> by<00:25:00.641> digitizing<00:25:01.267> and<00:25:01.347> automating,<00:25:02.310> you<00:25:02.406> know,<00:25:03.529> customers'<00:25:04.010> environments,<00:25:04.972> which<00:25:05.213> creates<00:25:05.678> new<00:25:05.918> ways<00:25:06.239> of<00:25:06.400> working,<00:25:06.736> this<00:25:07.041> automation<00:25:08.404> that<00:25:08.501> allows<00:25:08.805> everyday<00:25:09.206> life<00:25:09.383> to<00:25:09.527> get<00:25:09.704> better<00:25:10.169> for<00:25:10.810> ultimately<00:25:11.388> organizations<00:25:12.110> that<00:25:12.254> we<00:25:12.350> serve.

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Their<00:25:13.377> employees<00:25:13.875> because<00:25:14.099> their<00:25:14.260> job<00:25:14.597> becomes<00:25:15.560> more<00:25:15.721> effective,<00:25:16.186> more<00:25:16.443> efficient,<00:25:17.085> and<00:25:17.952> more<00:25:18.113> secure<00:25:18.530> in<00:25:18.674> the<00:25:18.755> case<00:25:19.027> of<00:25:19.477> protecting<00:25:19.975> things<00:25:20.167> like<00:25:20.360> patients.

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And<00:25:21.805> the<00:25:21.901> ultimate<00:25:22.286> patient<00:25:22.591> has<00:25:22.768> a<00:25:22.848> better<00:25:23.105> outcome.

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The,<00:25:25.497> you<00:25:25.577> know,<00:25:26.219> the<00:25:26.299> shopper<00:25:26.797> has<00:25:27.038> a<00:25:27.102> better<00:25:27.343> outcome.

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The<00:25:29.028> freight's<00:25:29.429> delivered<00:25:29.991> on<00:25:30.248> time.

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The<00:25:31.291> manufacturer<00:25:32.158> gets<00:25:32.335> the<00:25:32.576> goods<00:25:32.897> to<00:25:33.057> the<00:25:33.378> right<00:25:33.699> person<00:25:34.036> at<00:25:34.100> the<00:25:34.261> right<00:25:34.502> time.

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All<00:25:35.160> those<00:25:35.465> things<00:25:36.332> allow<00:25:38.033> them<00:25:38.210> to<00:25:38.274> serve<00:25:38.756> their<00:25:39.061> end<00:25:39.157> customers<00:25:39.799> in<00:25:39.895> a<00:25:39.960> better<00:25:40.200> way.

00:25:41.864 --> 00:25:43.714
What<00:25:42.105> does<00:25:42.346> being<00:25:42.668> a<00:25:42.684> leader<00:25:43.151> mean<00:25:43.392> to<00:25:43.537> you?

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I,<00:25:44.117> I<00:25:44.197> imagine,<00:25:44.664> like,<00:25:45.082> like,<00:25:45.259> as<00:25:45.388> I<00:25:45.468> hear<00:25:45.710> you,<00:25:46.112> as<00:25:46.209> you<00:25:46.354> talk,<00:25:46.692> and<00:25:46.772> like,<00:25:47.496> man,<00:25:47.979> it's<00:25:48.301> probably<00:25:48.542> incredible<00:25:48.945> to<00:25:49.089> work<00:25:49.331> for<00:25:49.427> you.

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I<00:25:50.606> wonder,<00:25:51.008> like,<00:25:51.572> and,<00:25:51.813> you<00:25:51.893> know,<00:25:52.135> obviously<00:25:52.714> a<00:25:53.197> part<00:25:53.375> of<00:25:53.455> a<00:25:53.519> leader's<00:25:53.841> job<00:25:54.083> is<00:25:54.179> to<00:25:54.308> produce<00:25:54.711> outcomes<00:25:55.129> like<00:25:55.290> you<00:25:55.371> just<00:25:55.532> said,<00:25:55.854> and<00:25:55.934> produce<00:25:56.321> really<00:25:56.562> great<00:25:56.884> outcomes<00:25:57.222> for<00:25:57.270> your<00:25:57.383> customers<00:25:58.091> and<00:25:58.590> employees<00:25:59.073> and<00:25:59.170> all<00:25:59.315> of<00:25:59.460> that.

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But<00:25:59.798> what<00:25:59.959> is—<00:26:00.200> what<00:26:00.297> does<00:26:00.410> it<00:26:00.510> mean<00:26:00.694> to<00:26:00.861> you?

00:26:02.546 --> 00:26:08.639
I<00:26:02.562> think<00:26:02.793> that,<00:26:03.041> you<00:26:03.074> know,<00:26:03.222> leadership<00:26:03.783> ultimately<00:26:04.294> means<00:26:04.722> that,<00:26:05.102> you<00:26:05.135> know,<00:26:05.283> we've<00:26:05.448> got<00:26:05.613> to<00:26:05.695> be<00:26:06.412> you<00:26:06.492> know,<00:26:06.876> looking<00:26:07.133> at<00:26:07.197> ourselves<00:26:07.678> each<00:26:07.854> and<00:26:07.918> every<00:26:08.094> day,<00:26:08.334> right?

00:26:08.959 --> 00:26:12.468
And<00:26:09.039> saying,<00:26:09.376> hey,<00:26:10.097> are<00:26:10.257> we<00:26:10.417> doing<00:26:10.658> the<00:26:10.802> right<00:26:11.058> things<00:26:11.443> across<00:26:11.940> the<00:26:12.100> business?

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Right?

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There's,<00:26:13.285> you<00:26:13.366> know,<00:26:13.526> ultimately,<00:26:14.647> you<00:26:14.727> know,<00:26:14.904> we've<00:26:15.128> got,<00:26:16.009> you<00:26:16.089> know,<00:26:16.169> our<00:26:16.346> customers<00:26:16.891> that<00:26:16.987> we<00:26:17.131> need<00:26:17.227> to<00:26:17.307> focus<00:26:17.772> on.

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We've<00:26:18.028> got<00:26:18.172> our<00:26:18.236> employees<00:26:18.893> that<00:26:18.989> have<00:26:19.230> to<00:26:19.326> be—<00:26:20.079> have<00:26:20.127> a<00:26:20.255> great,<00:26:20.752> you<00:26:20.848> know,<00:26:21.008> experience,<00:26:21.857> you<00:26:21.890> know,<00:26:22.178> working<00:26:22.498> for<00:26:22.675> Zebra<00:26:23.059> to<00:26:23.155> deliver<00:26:23.540> for<00:26:23.636> those<00:26:23.796> customers.

00:26:24.277 --> 00:26:25.895
And<00:26:24.341> then<00:26:24.437> we've<00:26:24.581> got<00:26:25.174> our<00:26:25.318> shareholders.

00:26:25.943 --> 00:26:29.148
So<00:26:26.039> kind<00:26:26.344> of<00:26:26.520> the<00:26:26.744> three<00:26:27.065> legs<00:26:27.321> of<00:26:27.385> the<00:26:27.465> stool<00:26:27.866> ultimately<00:26:28.427> interconnected.

00:26:29.789 --> 00:26:46.247
And<00:26:29.885> as<00:26:30.029> a<00:26:30.045> leader,<00:26:30.365> I<00:26:30.446> think<00:26:30.606> you've<00:26:30.750> got<00:26:30.878> to<00:26:31.086> balance<00:26:31.791> all<00:26:32.032> of<00:26:32.112> those<00:26:32.352> as<00:26:32.448> a<00:26:32.529> leadership<00:26:33.073> team,<00:26:33.490> not<00:26:33.730> just<00:26:33.971> me,<00:26:34.291> but<00:26:34.836> but<00:26:34.948> my<00:26:35.157> leadership<00:26:35.574> team<00:26:35.879> and<00:26:35.976> then<00:26:36.216> the,<00:26:36.698> the<00:26:36.858> level<00:26:37.179> leaders<00:26:37.500> below<00:26:37.821> them<00:26:38.062> and<00:26:38.142> cascading<00:26:38.704> throughout<00:26:39.025> the<00:26:39.169> organization<00:26:40.132> and<00:26:40.212> saying,<00:26:40.614> you<00:26:40.694> know,<00:26:40.854> ultimately,<00:26:41.914> you<00:26:41.994> know,<00:26:42.299> what<00:26:42.427> do<00:26:42.475> we<00:26:42.572> need<00:26:42.716> to<00:26:42.796> do<00:26:43.037> to<00:26:43.262> best<00:26:43.503> serve<00:26:43.743> our<00:26:43.840> customers,<00:26:44.867> drive<00:26:45.284> the<00:26:45.428> growth<00:26:45.701> of<00:26:45.765> Zebra?

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And<00:26:46.905> if<00:26:47.049> we<00:26:47.290> do<00:26:47.595> that,<00:26:47.932> that<00:26:48.093> creates<00:26:48.638> opportunities<00:26:49.296> for<00:26:49.393> our<00:26:49.441> employees.

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If<00:26:50.099> we're<00:26:50.420> growing,<00:26:50.965> if<00:26:51.126> we're<00:26:51.238> serving<00:26:51.607> our<00:26:51.704> customers<00:26:52.169> the<00:26:52.265> right<00:26:52.490> way,<00:26:52.667> if<00:26:52.827> we<00:26:52.907> have<00:26:53.084> the<00:26:53.212> right<00:26:53.533> products<00:26:54.255> and<00:26:54.336> solutions<00:26:54.817> that<00:26:54.913> our<00:26:54.994> customers<00:26:55.539> want<00:26:55.716> to<00:26:55.860> buy,<00:26:56.615> our<00:26:56.759> employees<00:26:57.225> will<00:26:57.321> be<00:26:57.465> rewarded<00:26:57.866> as<00:26:58.027> well.

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We'll<00:26:58.380> hire<00:26:58.621> new<00:26:58.910> employees,<00:26:59.487> they'll<00:26:59.728> grow<00:26:59.985> their<00:27:00.194> careers.

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They'll<00:27:01.157> get<00:27:01.318> paid<00:27:01.494> bonuses<00:27:02.057> and<00:27:02.121> the<00:27:02.201> stock<00:27:02.603> will<00:27:02.699> go<00:27:02.860> up.

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All<00:27:03.583> those<00:27:03.824> things<00:27:04.081> are<00:27:04.209> rewards<00:27:04.852> to<00:27:04.949> our<00:27:05.029> employees.

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And<00:27:05.672> then<00:27:05.816> ultimately<00:27:06.154> our<00:27:06.250> customers<00:27:07.182> or<00:27:07.857> our<00:27:07.937> shareholders<00:27:08.563> get<00:27:08.724> rewarded<00:27:09.142> as<00:27:09.351> well<00:27:09.608> because<00:27:09.993> our<00:27:10.090> financial<00:27:10.572> results<00:27:10.989> are<00:27:11.134> better,<00:27:11.873> our<00:27:11.953> employees<00:27:12.516> are<00:27:12.596> more<00:27:12.901> engaged<00:27:13.303> serving<00:27:13.705> our<00:27:13.849> customers,<00:27:14.347> and<00:27:14.428> that<00:27:14.653> kind<00:27:14.749> of<00:27:14.974> all<00:27:15.215> ties<00:27:15.552> together.

00:27:15.954 --> 00:27:36.160
So<00:27:16.822> I<00:27:16.998> think<00:27:17.239> of<00:27:17.320> the<00:27:17.480> role<00:27:18.026> of<00:27:18.187> me<00:27:18.444> or<00:27:18.669> others<00:27:18.942> as<00:27:19.087> leaders<00:27:19.424> is<00:27:19.569> ultimately<00:27:20.436> continue<00:27:20.726> to<00:27:20.854> stay<00:27:21.079> focused<00:27:21.641> on<00:27:21.818> the<00:27:21.963> customer,<00:27:22.445> driving<00:27:22.927> growth<00:27:23.200> across<00:27:23.569> the<00:27:23.730> business<00:27:24.630> while<00:27:24.887> at<00:27:25.015> the<00:27:25.096> same<00:27:25.353> time<00:27:25.738> maintaining<00:27:26.317> a<00:27:26.397> strong<00:27:26.783> focus<00:27:27.184> on<00:27:28.228> Culture,<00:27:28.790> talent,<00:27:29.224> our<00:27:29.368> employees,<00:27:30.010> making<00:27:30.251> sure<00:27:30.637> they're<00:27:30.894> engaged<00:27:31.439> to<00:27:31.536> go<00:27:32.162> deliver<00:27:32.804> on<00:27:32.965> that,<00:27:33.543> you<00:27:33.623> know,<00:27:33.928> our<00:27:34.105> brand<00:27:34.426> promise<00:27:34.908> ultimately<00:27:35.325> to<00:27:35.454> our<00:27:35.550> end<00:27:35.710> customers.

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And<00:27:36.674> then<00:27:36.834> ultimately<00:27:37.300> our<00:27:37.396> shareholders<00:27:38.039> get<00:27:38.263> rewarded<00:27:38.761> through<00:27:38.922> that.

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They<00:27:39.484> see<00:27:39.725> financial<00:27:40.271> results<00:27:40.688> and<00:27:40.752> strong<00:27:41.025> financial<00:27:41.411> results<00:27:41.876> for<00:27:41.957> investing<00:27:42.390> in<00:27:42.454> Zebra,<00:27:43.257> and<00:27:43.402> I<00:27:43.482> think<00:27:43.659> that's<00:27:43.964> important<00:27:44.381> for<00:27:44.461> them.

00:27:44.686 --> 00:27:48.797
So<00:27:44.847> the<00:27:44.943> three<00:27:45.184> legs<00:27:45.361> of<00:27:45.425> school<00:27:45.746> are<00:27:45.906> all<00:27:46.131> really<00:27:46.388> important<00:27:47.335> to<00:27:47.416> focus<00:27:47.817> on<00:27:47.978> as<00:27:48.154> me<00:27:48.315> as<00:27:48.475> a<00:27:48.492> leader.

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Who's<00:27:50.017> a<00:27:50.145> leader<00:27:50.707> or<00:27:50.804> an<00:27:50.884> example<00:27:51.526> of<00:27:51.671> a<00:27:51.767> leader<00:27:52.072> that<00:27:52.185> you<00:27:52.329> admire?

00:27:54.479 --> 00:28:00.363
Boy,<00:27:54.639> I<00:27:54.799> think,<00:27:55.280> you<00:27:55.377> know,<00:27:55.473> the<00:27:56.178> thing<00:27:56.339> I<00:27:56.419> think<00:27:56.659> of<00:27:56.740> most<00:27:57.205> is<00:27:57.301> that<00:27:57.686> I'm<00:27:57.846> always<00:27:58.183> impressed<00:27:58.568> with<00:27:58.664> people<00:27:58.872> who<00:27:58.920> start<00:27:59.289> their<00:27:59.449> own<00:27:59.546> businesses,<00:28:00.187> right?

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Someone<00:28:00.812> who,<00:28:01.470> you<00:28:01.566> know,<00:28:01.774> ultimately<00:28:02.336> when<00:28:02.432> they—<00:28:03.057> when<00:28:03.170> someone<00:28:03.490> who's<00:28:03.731> an<00:28:04.019> entrepreneur<00:28:04.597> starts<00:28:04.901> their<00:28:04.997> own<00:28:05.142> business,<00:28:05.414> a<00:28:05.479> founder,<00:28:06.120> and<00:28:06.216> sells<00:28:06.521> their<00:28:06.681> business,<00:28:07.002> everybody's<00:28:07.355> like,<00:28:07.627> wow,<00:28:08.108> look<00:28:08.204> how<00:28:08.301> much<00:28:08.525> they<00:28:08.621> made<00:28:08.926> on<00:28:08.990> that<00:28:09.150> business.

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But<00:28:10.193> everybody<00:28:10.529> forgets<00:28:11.476> all<00:28:11.892> the<00:28:12.518> challenges<00:28:13.031> they<00:28:13.175> faced<00:28:13.512> along<00:28:13.817> the<00:28:13.897> way,<00:28:14.201> right?

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That<00:28:14.602> early<00:28:14.923> on<00:28:15.099> in<00:28:15.164> that<00:28:15.340> business,<00:28:15.741> they,<00:28:16.366> they<00:28:16.462> self-funded<00:28:17.104> it.

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They<00:28:17.344> took<00:28:17.569> out<00:28:17.745> a<00:28:17.825> double<00:28:18.146> mortgage.

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They<00:28:18.707> didn't<00:28:18.932> pay<00:28:19.028> themselves<00:28:19.589> a<00:28:19.653> salary<00:28:20.311> there.

00:28:20.792 --> 00:28:25.545
Their<00:28:20.953> spouse<00:28:21.434> went<00:28:21.772> to,<00:28:22.221> you<00:28:22.334> know,<00:28:22.623> out<00:28:22.783> to<00:28:22.944> work<00:28:23.763> to<00:28:23.907> pay<00:28:24.148> the<00:28:24.245> bills<00:28:24.871> in<00:28:25.031> the<00:28:25.128> family.

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They,<00:28:26.332> you<00:28:26.413> know,<00:28:26.894> gave<00:28:27.055> themselves<00:28:27.537> very<00:28:27.858> little<00:28:28.163> while<00:28:28.324> they<00:28:28.404> were<00:28:28.500> trying<00:28:28.741> to<00:28:28.886> pay<00:28:29.062> their<00:28:29.223> employees<00:28:29.689> along<00:28:29.945> the<00:28:30.090> way.

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They<00:28:30.508> went<00:28:30.668> through<00:28:30.829> hardships<00:28:31.471> where<00:28:31.632> they<00:28:32.354> thought<00:28:32.579> at<00:28:32.659> times<00:28:32.932> they<00:28:33.077> couldn't<00:28:33.318> make<00:28:33.543> payroll<00:28:34.024> or<00:28:34.121> they're<00:28:34.281> waiting<00:28:34.586> for<00:28:34.683> that<00:28:34.843> next<00:28:35.149> order<00:28:35.711> or<00:28:35.951> all<00:28:36.112> those<00:28:36.369> things<00:28:36.770> to,<00:28:37.975> you<00:28:38.055> know,<00:28:38.376> take<00:28:38.617> a<00:28:38.698> small<00:28:39.260> business<00:28:39.725> or<00:28:39.886> a<00:28:39.902> founder<00:28:40.544> business<00:28:40.882> or<00:28:40.946> a<00:28:41.026> family-led<00:28:41.733> business<00:28:41.990> and<00:28:42.150> make<00:28:42.327> it<00:28:42.391> into<00:28:43.178> a<00:28:43.258> larger<00:28:43.660> business.

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That<00:28:44.382> they're<00:28:44.639> the<00:28:44.720> folks<00:28:44.977> that<00:28:45.105> I<00:28:45.217> always<00:28:45.458> admire<00:28:45.844> most.

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I<00:28:46.309> love<00:28:46.470> to<00:28:46.550> hear<00:28:46.727> those<00:28:46.823> stories<00:28:47.289> from<00:28:47.450> folks<00:28:47.755> that<00:28:48.317> that<00:28:48.413> have<00:28:48.493> started<00:28:49.072> or<00:28:49.152> founded<00:28:49.554> a<00:28:49.682> business.

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And<00:28:50.164> actually,<00:28:51.047> you<00:28:51.079> know,<00:28:51.144> we<00:28:51.288> look<00:28:51.465> at<00:28:51.545> things<00:28:51.738> like<00:28:51.883> Silicon<00:28:52.348> Valley<00:28:52.750> and<00:28:52.911> venture-funded<00:28:53.698> businesses<00:28:54.115> where<00:28:54.212> someone's<00:28:54.822> spending<00:28:55.095> someone<00:28:55.464> else's<00:28:55.738> money.

00:28:56.380 --> 00:29:11.896
I'm<00:28:56.476> not<00:28:56.621> saying<00:28:56.846> it's<00:28:57.006> any<00:28:57.312> easier,<00:28:57.890> but<00:28:58.034> it's<00:28:58.211> not<00:28:58.998> quite<00:28:59.319> as<00:29:00.058> risk-taking<00:29:00.942> as<00:29:01.022> someone<00:29:01.343> who<00:29:01.423> says,<00:29:02.323> I'm<00:29:02.403> going<00:29:02.532> to<00:29:02.612> take<00:29:02.805> a<00:29:02.853> second,<00:29:03.190> you<00:29:03.271> know,<00:29:03.431> a<00:29:03.447> mortgage<00:29:03.897> out<00:29:04.058> of<00:29:04.090> my<00:29:04.299> house<00:29:04.540> to<00:29:04.636> go<00:29:04.797> fund<00:29:05.037> my<00:29:05.198> business<00:29:05.600> and,<00:29:06.242> and<00:29:06.387> grow<00:29:06.579> it<00:29:06.644> from<00:29:06.885> nothing<00:29:07.270> with,<00:29:07.527> with<00:29:07.752> my<00:29:07.929> own<00:29:08.073> dollars<00:29:08.571> and<00:29:08.716> ultimately,<00:29:09.776> you<00:29:09.856> know,<00:29:10.017> make<00:29:10.274> it<00:29:10.354> a<00:29:10.483> profitable,<00:29:10.964> successful<00:29:11.607> business.

00:29:11.944 --> 00:29:13.679
So<00:29:12.089> I'm<00:29:12.426> always<00:29:12.683> admired<00:29:13.069> with<00:29:13.165> those<00:29:13.390> folks.

00:29:14.192 --> 00:29:16.933
Oh<00:29:14.336> yeah,<00:29:14.433> that's<00:29:14.689> a<00:29:14.753> completely<00:29:15.314> different<00:29:15.635> level<00:29:15.955> of<00:29:16.100> entrepreneurship,<00:29:16.821> right?

00:29:16.997 --> 00:29:22.255
I<00:29:17.013> mean,<00:29:17.238> venture<00:29:17.558> capital<00:29:18.697> is<00:29:18.825> just<00:29:18.985> like,<00:29:19.145> hey,<00:29:19.386> we<00:29:19.418> didn't<00:29:19.723> provide<00:29:20.059> a<00:29:20.107> return,<00:29:20.909> good<00:29:21.069> luck<00:29:21.245> on<00:29:21.486> the<00:29:21.630> other<00:29:21.790> companies.

00:29:22.608 --> 00:29:25.862
Like,<00:29:23.746> hey,<00:29:23.890> you<00:29:23.971> don't<00:29:24.467> succeed<00:29:24.932> here,<00:29:25.317> you<00:29:25.413> lose<00:29:25.509> your<00:29:25.590> house.

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That's<00:29:26.776> right.

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The<00:29:27.561> consequences<00:29:28.283> are<00:29:28.539> pretty<00:29:28.780> different<00:29:29.164> there.

00:29:29.405 --> 00:29:30.511
That's<00:29:29.645> pretty<00:29:29.982> fascinating.

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Risk-taking<00:29:31.280> is<00:29:31.425> much<00:29:31.649> larger.

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Yeah,<00:29:32.627> yeah,<00:29:32.867> for<00:29:33.028> sure.

00:29:33.829 --> 00:29:40.321
We<00:29:33.909> talked<00:29:34.086> about<00:29:34.246> this<00:29:34.390> at<00:29:34.454> the<00:29:34.534> beginning,<00:29:34.871> but<00:29:34.935> I<00:29:35.095> wonder,<00:29:35.416> what<00:29:35.576> are<00:29:35.737> your<00:29:35.977> current<00:29:36.474> thoughts<00:29:37.260> on<00:29:37.420> the<00:29:37.580> current<00:29:38.462> macroeconomic<00:29:39.584> environment?

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The<00:29:41.033> year<00:29:41.357> we're<00:29:41.616> in?

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Obviously,<00:29:42.103> we're<00:29:42.248> in<00:29:42.313> an<00:29:42.346> election<00:29:42.751> year<00:29:42.913> in<00:29:42.994> the<00:29:43.042> United<00:29:43.399> States,<00:29:43.788> but<00:29:43.885> there's<00:29:44.047> elections<00:29:44.517> all<00:29:44.598> across<00:29:44.939> the<00:29:45.084> country.

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We're<00:29:45.733> in<00:29:45.830> two<00:29:46.154> wars<00:29:46.964> at<00:29:47.126> least.

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How—.

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What<00:29:49.187> is<00:29:49.350> your<00:29:49.514> current<00:29:50.330> feeling<00:29:50.837> about<00:29:51.702> where<00:29:51.882> we're<00:29:52.029> at<00:29:52.209> today?

00:29:54.022 --> 00:29:56.545
I<00:29:54.247> would<00:29:54.344> say,<00:29:54.810> you<00:29:54.842> know,<00:29:55.002> it's<00:29:55.292> still<00:29:55.549> a<00:29:55.629> bit<00:29:55.774> challenging,<00:29:56.352> right?

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Ultimately,<00:29:57.139> I<00:29:57.236> think<00:29:57.477> that,<00:29:57.878> you<00:29:57.958> know,<00:29:58.344> we<00:29:58.440> were<00:29:58.585> hoping<00:29:58.922> for—<00:29:59.388> everyone<00:29:59.742> was<00:29:59.935> hoping<00:30:00.127> for<00:30:00.272> interest<00:30:00.593> rates<00:30:00.786> to<00:30:00.915> come<00:30:01.011> down,<00:30:01.477> right?

00:30:02.682 --> 00:30:05.330
And<00:30:02.762> inflation's<00:30:03.341> been<00:30:03.582> more<00:30:03.731> stubborn<00:30:04.390> than<00:30:04.456> anybody<00:30:04.901> just<00:30:05.066> thought.

00:30:05.379 --> 00:30:14.835
I<00:30:05.412> think<00:30:05.726> that<00:30:05.890> ultimately<00:30:06.993> the<00:30:07.138> challenges<00:30:07.636> around<00:30:07.877> the<00:30:07.957> world,<00:30:08.262> you<00:30:08.359> described<00:30:08.905> it<00:30:08.986> from<00:30:09.227> a,<00:30:09.468> you<00:30:10.046> know,<00:30:10.448> two<00:30:10.592> wars<00:30:10.930> taking<00:30:11.251> place,<00:30:11.717> you<00:30:11.814> know,<00:30:12.039> today<00:30:12.842> in<00:30:12.938> the<00:30:13.003> Middle<00:30:13.324> East<00:30:13.581> and<00:30:13.983> in<00:30:14.144> Russia<00:30:14.385> and<00:30:14.529> Ukraine.

00:30:15.011 --> 00:30:23.753
I<00:30:15.108> think<00:30:15.349> that,<00:30:16.136> you<00:30:16.168> know,<00:30:16.699> ultimately<00:30:18.723> the<00:30:19.350> job<00:30:19.752> market<00:30:20.073> has<00:30:20.234> remained<00:30:20.796> strong,<00:30:21.776> you<00:30:21.857> know,<00:30:22.082> globally,<00:30:22.580> which<00:30:22.740> has<00:30:22.981> been<00:30:23.367> good.

00:30:24.733 --> 00:30:42.626
I<00:30:24.829> think<00:30:25.070> we've<00:30:25.247> seen<00:30:25.488> a<00:30:25.552> shift<00:30:25.874> from,<00:30:26.918> through<00:30:27.159> COVID,<00:30:27.561> a<00:30:27.641> goods-based<00:30:28.188> economy<00:30:28.605> to<00:30:28.750> really<00:30:29.007> a<00:30:29.023> service-based<00:30:29.875> economy,<00:30:30.389> meaning<00:30:30.775> that<00:30:31.562> I<00:30:31.723> think<00:30:32.044> that,<00:30:32.398> Individuals<00:30:33.987> and<00:30:34.469> families<00:30:35.047> are<00:30:35.175> traveling<00:30:35.673> more<00:30:36.781> and<00:30:37.359> spending<00:30:37.841> money<00:30:38.098> in<00:30:38.226> those<00:30:38.467> areas,<00:30:38.885> but<00:30:39.029> ultimately<00:30:39.607> I<00:30:39.671> think<00:30:39.848> they're<00:30:40.073> paying<00:30:40.394> more<00:30:40.554> for<00:30:40.956> it<00:30:41.132> because<00:30:41.454> there's<00:30:41.630> more<00:30:41.919> demand<00:30:42.321> for<00:30:42.578> it.

00:30:42.674 --> 00:30:55.583
I<00:30:42.722> think<00:30:42.915> that<00:30:43.461> they<00:30:43.557> spent<00:30:43.846> a<00:30:43.862> lot<00:30:44.039> of<00:30:44.103> money<00:30:44.569> on<00:30:44.729> their<00:30:44.906> homes<00:30:45.387> and<00:30:45.869> on<00:30:46.094> goods<00:30:46.351> during<00:30:46.752> COVID<00:30:47.089> and<00:30:47.234> now<00:30:47.395> they're<00:30:48.037> spending<00:30:48.502> it<00:30:48.583> on<00:30:48.743> services,<00:30:49.723> whether<00:30:49.964> it's<00:30:50.188> sports<00:30:50.606> events<00:30:51.088> or<00:30:51.248> whether<00:30:51.489> it's<00:30:51.650> travel<00:30:52.356> or<00:30:52.436> others,<00:30:52.757> but<00:30:53.335> I<00:30:53.416> think<00:30:53.657> in<00:30:53.801> an<00:30:53.881> inflated<00:30:55.487> way.

00:30:56.370 --> 00:31:01.297
I<00:30:56.450> think<00:30:56.611> the<00:30:56.643> economy<00:30:57.093> will<00:30:57.992> move<00:30:58.313> back<00:30:58.634> towards<00:30:59.259> a<00:30:59.580> balance<00:30:59.997> between<00:31:00.398> goods<00:31:00.639> and<00:31:00.783> services.

00:31:01.361 --> 00:31:07.329
I<00:31:01.521> think<00:31:01.746> interest<00:31:02.067> rates<00:31:02.307> have<00:31:02.468> come<00:31:02.805> down<00:31:03.206> a<00:31:03.350> bit,<00:31:03.591> ultimately<00:31:04.650> easing<00:31:04.971> pressure<00:31:05.436> on,<00:31:05.837> you<00:31:05.869> know,<00:31:05.933> on<00:31:06.238> credit<00:31:06.639> and<00:31:07.056> others.

00:31:07.377 --> 00:31:10.104
And<00:31:07.521> I<00:31:07.618> think<00:31:07.858> that,<00:31:08.580> you<00:31:08.660> know,<00:31:08.757> I<00:31:08.805> think<00:31:08.965> we're<00:31:09.045> on<00:31:09.126> the<00:31:09.302> right<00:31:09.607> path.

00:31:10.185 --> 00:31:16.249
I<00:31:10.345> think<00:31:10.570> ultimately<00:31:11.308> we're<00:31:12.334> probably<00:31:12.687> not<00:31:13.217> in<00:31:13.393> for<00:31:13.618> a<00:31:13.794> hard<00:31:14.516> recession<00:31:15.222> at<00:31:15.382> this<00:31:15.623> point<00:31:15.880> or<00:31:16.024> others.

00:31:16.345 --> 00:31:28.789
But<00:31:16.489> I<00:31:16.522> think<00:31:16.746> ultimately<00:31:17.965> it's<00:31:18.126> going<00:31:18.222> to<00:31:18.367> be<00:31:18.912> a<00:31:19.088> bit<00:31:19.393> of<00:31:19.570> a,<00:31:20.436> you<00:31:20.532> know,<00:31:20.998> I<00:31:21.078> think<00:31:21.174> there's<00:31:21.399> a<00:31:21.559> lot<00:31:21.752> of<00:31:21.880> comparisons<00:31:22.634> happening<00:31:23.244> from<00:31:24.542> through<00:31:24.863> COVID,<00:31:25.568> after<00:31:25.969> COVID,<00:31:26.465> and<00:31:26.610> then<00:31:26.770> ultimately<00:31:27.427> as<00:31:27.651> things<00:31:28.052> open<00:31:28.372> back<00:31:28.693> up.

00:31:28.853 --> 00:31:35.135
I<00:31:28.933> think<00:31:29.254> there<00:31:29.334> was<00:31:29.510> an<00:31:29.590> expectation<00:31:30.311> for<00:31:30.391> certain<00:31:30.696> markets—<00:31:31.193> China<00:31:31.497> is<00:31:31.593> an<00:31:31.689> example—<00:31:32.234> to<00:31:32.378> be<00:31:32.939> stronger<00:31:33.580> coming<00:31:33.901> out<00:31:33.997> of<00:31:34.061> COVID<00:31:34.398> We<00:31:34.462> haven't<00:31:34.782> seen<00:31:34.894> that.

00:31:35.199 --> 00:31:42.618
We're<00:31:35.279> still<00:31:35.519> seeing<00:31:36.945> different<00:31:37.266> kinds<00:31:37.538> of<00:31:37.602> compares<00:31:38.484> because,<00:31:39.061> you<00:31:39.141> know,<00:31:39.301> supply<00:31:39.910> wasn't<00:31:40.182> available,<00:31:40.743> then<00:31:40.904> it<00:31:41.032> is<00:31:41.144> available,<00:31:41.593> then<00:31:41.705> it's<00:31:41.833> not<00:31:41.993> available<00:31:42.394> again.

00:31:43.195 --> 00:31:49.557
I<00:31:43.275> think<00:31:43.516> people<00:31:43.740> are<00:31:43.788> still<00:31:44.012> trying<00:31:44.253> to<00:31:44.349> find<00:31:44.878> their<00:31:45.118> way<00:31:45.374> on<00:31:45.519> what<00:31:45.631> it<00:31:45.695> really<00:31:45.951> means<00:31:47.121> after<00:31:47.458> COVID<00:31:47.794> here<00:31:48.018> from<00:31:48.179> an<00:31:48.323> economic<00:31:48.900> perspective.

00:31:49.621 --> 00:31:52.107
And<00:31:50.342> and<00:31:50.503> with<00:31:50.727> all<00:31:50.888> the<00:31:50.984> challenges<00:31:51.481> around<00:31:51.786> the<00:31:51.931> world.

00:31:52.187 --> 00:31:53.278
So<00:31:52.332> I<00:31:52.364> would<00:31:52.492> say<00:31:52.653> kind<00:31:52.797> of<00:31:52.829> mixed.

00:31:53.326 --> 00:32:03.513
I<00:31:53.391> would<00:31:53.535> say<00:31:53.711> still<00:31:54.016> challenging,<00:31:54.674> but<00:31:54.818> I<00:31:54.915> think<00:31:55.155> that<00:31:55.861> moving<00:31:56.342> in<00:31:56.503> the<00:31:56.679> right<00:31:57.000> direction,<00:31:57.722> I<00:31:57.883> think<00:31:58.139> from,<00:31:58.765> you<00:31:58.845> know,<00:31:59.005> most<00:31:59.326> would<00:31:59.423> say<00:32:00.626> in<00:32:00.754> our<00:32:00.931> business,<00:32:01.251> we've<00:32:01.348> seen<00:32:01.636> some<00:32:01.813> green<00:32:02.054> shoots<00:32:02.390> across<00:32:03.096> the<00:32:03.257> business.

00:32:03.578 --> 00:32:11.519
We<00:32:03.674> saw<00:32:04.540> really<00:32:04.845> run<00:32:05.005> up<00:32:05.182> in<00:32:05.262> revenue<00:32:05.727> very<00:32:05.968> high<00:32:06.289> during<00:32:06.690> COVID<00:32:07.893> kind<00:32:07.989> of<00:32:08.070> a<00:32:08.150> reset<00:32:08.615> to<00:32:08.711> more<00:32:08.872> normalized<00:32:09.433> growth<00:32:09.818> rates<00:32:10.155> in<00:32:10.380> 2023.

00:32:11.599 --> 00:32:20.484
And<00:32:11.679> now<00:32:12.401> we're<00:32:12.497> seeing<00:32:12.866> kind<00:32:13.027> of<00:32:13.107> green<00:32:13.364> shoots<00:32:14.150> of<00:32:14.246> more<00:32:14.551> opportunities<00:32:15.128> moving<00:32:15.449> forward,<00:32:15.850> more<00:32:16.476> of<00:32:16.508> our<00:32:16.716> customers,<00:32:17.438> you<00:32:17.470> know,<00:32:17.678> looking<00:32:18.015> to,<00:32:18.881> to<00:32:19.057> buy<00:32:19.361> our<00:32:19.474> solutions<00:32:20.179> from<00:32:20.404> us.

00:32:20.580 --> 00:32:22.103
And<00:32:20.660> I<00:32:20.740> think<00:32:20.900> we're<00:32:20.997> seeing<00:32:21.221> some<00:32:21.381> positive<00:32:21.766> signs.

00:32:22.167 --> 00:32:25.582
I<00:32:22.263> think<00:32:22.423> that's<00:32:23.065> driven<00:32:23.449> by<00:32:23.866> the<00:32:24.283> macro<00:32:24.652> environment<00:32:25.133> behind<00:32:25.485> us.

00:32:26.992 --> 00:32:28.964
Finally,<00:32:27.553> by<00:32:27.714> the<00:32:27.794> way,<00:32:27.858> I<00:32:27.954> think<00:32:28.195> that's<00:32:28.339> spot<00:32:28.740> on.

00:32:29.381 --> 00:32:34.848
I<00:32:29.477> think<00:32:29.702> your<00:32:29.798> assessment<00:32:30.279> there<00:32:30.696> sounds<00:32:31.962> probably<00:32:32.203> the<00:32:32.267> most<00:32:32.523> reasonable<00:32:33.164> of<00:32:33.309> a<00:32:33.325> lot<00:32:33.966> that<00:32:34.126> we're<00:32:34.287> hearing<00:32:34.607> right<00:32:34.768> now.

00:32:36.114 --> 00:32:44.179
Finally,<00:32:36.771> we<00:32:37.076> end<00:32:37.172> every<00:32:37.413> interview<00:32:37.717> the<00:32:37.797> exact<00:32:38.118> same<00:32:38.294> way,<00:32:38.775> and<00:32:38.920> that<00:32:39.080> is<00:32:39.192> at<00:32:39.320> CEO.com,<00:32:40.138> we<00:32:40.298> believe<00:32:40.603> the<00:32:40.683> chances<00:32:41.100> one<00:32:41.340> gives<00:32:42.226> is<00:32:42.373> just<00:32:42.568> as<00:32:42.698> important<00:32:43.023> as<00:32:43.105> the<00:32:43.202> chances<00:32:43.593> one<00:32:43.691> takes.

00:32:44.651 --> 00:32:48.409
And<00:32:44.748> I<00:32:44.895> wonder<00:32:45.139> when<00:32:45.301> you<00:32:45.464> hear<00:32:45.806> that,<00:32:46.196> who<00:32:46.359> gave<00:32:46.603> you<00:32:46.766> a<00:32:46.782> chance<00:32:47.189> to<00:32:47.287> get<00:32:47.498> you<00:32:47.612> to<00:32:47.677> where<00:32:47.905> you<00:32:48.084> are<00:32:48.165> today?

00:32:50.610 --> 00:33:01.549
Yeah,<00:32:50.966> I<00:32:51.046> think<00:32:51.450> the<00:32:51.676> first<00:32:51.854> thing<00:32:52.016> I<00:32:52.177> think<00:32:52.419> of<00:32:52.597> is<00:32:53.292> because<00:32:53.534> we're<00:32:53.615> going<00:32:53.857> through<00:32:53.954> this<00:32:54.115> right<00:32:54.358> now<00:32:54.600> with,<00:32:54.988> with<00:32:55.149> our<00:32:55.246> early<00:32:55.634> careers<00:32:56.684> and<00:32:57.830> interns<00:32:58.783> in<00:32:59.267> program<00:33:00.151> here<00:33:01.115> at<00:33:01.212> Zebra.

00:33:01.614 --> 00:33:12.262
But<00:33:02.321> I<00:33:02.417> always—<00:33:02.964> I<00:33:02.980> spend<00:33:03.221> time,<00:33:03.703> you<00:33:03.800> know,<00:33:05.053> speaking<00:33:05.471> to<00:33:05.712> our<00:33:06.211> interns<00:33:06.677> and<00:33:06.741> I<00:33:06.773> always<00:33:07.063> tell<00:33:07.304> them<00:33:07.481> that,<00:33:08.072> you<00:33:08.232> know,<00:33:08.489> to,<00:33:08.955> to,<00:33:09.661> to<00:33:10.400> make<00:33:10.640> the<00:33:10.721> most<00:33:11.138> of<00:33:11.282> that<00:33:11.748> environment.

00:33:12.310 --> 00:33:12.503
Right.

00:33:12.551 --> 00:33:19.518
Ultimately,<00:33:12.968> I<00:33:13.129> think<00:33:13.369> that<00:33:14.012> the<00:33:14.156> person<00:33:14.429> who<00:33:14.557> took<00:33:14.734> the<00:33:14.830> most<00:33:15.199> risk<00:33:15.521> on<00:33:15.617> me<00:33:15.922> and<00:33:16.179> anyone<00:33:16.901> as<00:33:17.126> an<00:33:17.302> individual<00:33:17.784> in<00:33:17.864> the<00:33:17.945> workforce<00:33:18.426> is<00:33:18.587> probably<00:33:18.811> your<00:33:18.908> first<00:33:19.213> job.

00:33:20.096 --> 00:33:32.039
And<00:33:20.352> so<00:33:20.497> I<00:33:20.593> come<00:33:20.754> back<00:33:20.979> to<00:33:21.075> internships<00:33:21.717> and<00:33:21.845> how<00:33:21.878> do<00:33:21.974> you<00:33:22.054> make<00:33:22.359> the<00:33:22.439> most<00:33:22.841> of<00:33:23.467> internships<00:33:24.125> and<00:33:24.286> learning<00:33:24.767> and<00:33:24.992> leveraging<00:33:25.714> those<00:33:26.116> into<00:33:26.356> your<00:33:26.453> first<00:33:27.480> opportunity,<00:33:28.042> whether<00:33:28.170> that's<00:33:28.459> here<00:33:28.620> at<00:33:28.764> Zebra<00:33:29.021> or<00:33:29.182> someone<00:33:29.583> else's<00:33:30.161> or<00:33:30.321> somewhere<00:33:30.771> else<00:33:30.964> is<00:33:31.028> what<00:33:31.172> I<00:33:31.204> always<00:33:31.429> tell<00:33:31.574> our<00:33:31.670> interns.

00:33:32.168 --> 00:33:48.685
And<00:33:32.296> then,<00:33:33.018> you<00:33:33.050> know,<00:33:33.275> so<00:33:33.500> I<00:33:33.661> think<00:33:34.062> ultimately<00:33:34.800> the,<00:33:35.525> The<00:33:35.928> biggest,<00:33:36.557> you<00:33:36.590> know,<00:33:36.816> risk<00:33:37.203> or<00:33:37.526> opportunity<00:33:38.268> someone<00:33:38.672> gives<00:33:38.833> someone<00:33:39.301> is<00:33:39.801> quite<00:33:40.189> honestly<00:33:40.528> their<00:33:40.689> first,<00:33:41.399> you<00:33:41.431> know,<00:33:41.641> job<00:33:41.916> in<00:33:41.996> a<00:33:42.061> career<00:33:42.464> because<00:33:43.352> really<00:33:43.675> they've<00:33:43.998> maybe<00:33:44.320> been<00:33:45.045> through<00:33:45.206> an<00:33:45.351> internship<00:33:45.931> or<00:33:46.012> two,<00:33:47.059> you<00:33:47.220> know,<00:33:47.526> along<00:33:47.848> with<00:33:48.009> being<00:33:48.186> in<00:33:48.250> college.

00:33:48.750 --> 00:33:53.759
But,<00:33:49.378> you<00:33:49.410> know,<00:33:49.555> they<00:33:49.877> don't<00:33:50.183> have<00:33:50.505> the<00:33:50.602> skills<00:33:51.085> the<00:33:51.246> business<00:33:51.568> is<00:33:51.649> really<00:33:52.035> looking<00:33:52.357> for<00:33:52.599> and<00:33:52.679> they've<00:33:52.840> got<00:33:53.001> a<00:33:53.162> lot<00:33:53.420> to<00:33:53.630> learn.

00:33:53.823 --> 00:34:02.391
But<00:33:54.533> boy,<00:33:55.856> you<00:33:56.985> see<00:33:57.227> new<00:33:57.599> grads<00:33:58.099> come<00:33:58.260> into<00:33:58.438> a<00:33:58.502> business<00:33:59.373> and<00:33:59.470> they,<00:33:59.938> you<00:33:59.970> know,<00:34:00.180> absorb<00:34:00.842> lots<00:34:01.180> of<00:34:01.310> information<00:34:01.826> very<00:34:02.116> quickly.

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They're<00:34:02.600> so<00:34:02.939> eager<00:34:03.165> to<00:34:03.230> learn<00:34:03.500> coming<00:34:03.838> out<00:34:03.939> of<00:34:04.006> that<00:34:04.125> environment<00:34:04.614> and<00:34:05.326> And<00:34:05.406> I<00:34:05.566> think<00:34:05.807> giving<00:34:06.015> them<00:34:06.223> the<00:34:06.368> opportunity<00:34:06.864> both<00:34:07.121> as<00:34:07.265> interns<00:34:07.890> and<00:34:08.611> then<00:34:08.787> new<00:34:09.012> hires<00:34:09.653> is<00:34:09.829> a<00:34:10.053> great<00:34:10.310> way<00:34:10.470> to<00:34:10.614> continue<00:34:11.095> to<00:34:11.752> bring<00:34:12.073> talent<00:34:12.778> into<00:34:12.970> the<00:34:13.178> organization,<00:34:13.899> into<00:34:14.140> any<00:34:14.396> organization.

00:34:16.079 --> 00:34:19.476
And<00:34:16.223> I'm<00:34:16.720> really,<00:34:17.201> you<00:34:17.297> know,<00:34:17.826> we're<00:34:17.986> really<00:34:18.162> focused<00:34:18.787> on<00:34:18.883> it<00:34:18.963> here<00:34:19.124> at<00:34:19.268> Zebra.

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But<00:34:19.668> I<00:34:19.829> think<00:34:20.005> that's<00:34:20.181> probably<00:34:20.486> the<00:34:20.646> biggest<00:34:20.950> risk<00:34:21.271> I<00:34:21.367> think<00:34:21.608> of<00:34:21.704> is,<00:34:22.329> is<00:34:22.553> I<00:34:22.649> was,<00:34:23.050> you<00:34:23.146> know,<00:34:23.466> our<00:34:23.611> opportunity<00:34:24.059> I<00:34:24.075> was<00:34:24.172> given<00:34:24.428> at<00:34:24.556> Teallabs<00:34:24.973> was<00:34:25.133> really,<00:34:25.838> you<00:34:25.918> know,<00:34:26.079> my<00:34:26.191> first<00:34:26.639> job<00:34:26.960> opportunity,<00:34:27.761> you<00:34:27.793> know,<00:34:28.018> with<00:34:28.242> them.

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And<00:34:28.498> I<00:34:28.578> think<00:34:28.803> that's<00:34:29.043> probably<00:34:29.284> the<00:34:29.380> case<00:34:29.620> for<00:34:29.780> most<00:34:30.085> people.

00:34:31.383 --> 00:34:33.202
Bill,<00:34:31.769> thank<00:34:32.011> you<00:34:32.091> so<00:34:32.268> much<00:34:32.510> for<00:34:32.654> coming<00:34:32.912> on.

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Uh,<00:34:33.636> congratulations<00:34:34.425> on<00:34:34.828> all<00:34:34.908> your<00:34:35.005> success.

00:34:36.438 --> 00:34:38.418
Um,<00:34:36.953> seriously,<00:34:37.645> what<00:34:37.742> an<00:34:37.886> honor<00:34:38.064> to<00:34:38.144> have<00:34:38.369> you.

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Yeah,<00:34:39.657> well,<00:34:39.818> thanks<00:34:39.995> for<00:34:40.092> having<00:34:40.237> me.

00:34:40.414 --> 00:34:41.142
It<00:34:40.478> was,<00:34:40.720> it<00:34:40.784> was<00:34:41.010> great.

00:34:41.209 --> 00:34:43.083
It<00:34:41.292> was<00:34:41.358> great<00:34:41.540> to,<00:34:42.187> to<00:34:42.270> spend<00:34:42.519> the<00:34:42.602> time<00:34:42.784> together.

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Thank<00:34:43.431> you.