HRx Radio- Executive Dialogues Guest: Randy Womack, CEO, Socrates.ai Episode: 357 Air Date: March 13, 2020
Randy Womack3 0+ years of SaaS/ healthcare/ activities expertise, three IPOs, musing/ strategic intellectual. We are building a new technology platform dedicated to offsetting people feel connected, valued, and so much more significant than their employee id. We are on our route to simplifying all the departmental and time solutions and stirring the employee experience awesome and it starts with technology focused on serving the workforce first. Our supervisors are the single most important community in our lives after friends and family and offer amazing programs to assist us. My personal purpose? Any one of us with invisible problems like recession, dyslexia, diabetes, and all the other human conditions should feel safe to share it with peers without fear of all forms of discrimination, preconception or partiality. Hopefully Socrates.ai will bridge the gap between our positions, our lives, and our company’s passion to support us.
Prior to Socrates.ai, Randy was CEO at Aasonn, an SAP Partner. He also acted as Chief Operating Officer of Castlight Health, where he facilitated colonist the Enterprise Healthcare Cloud and headed Marketings, Marketing, Product, and Business to a successful IPO in four years. Previous to Castlight, he was the VP of Functioning and Chief Information Officer for eight years at SuccessFactors, an SAP Company, which constructed the leading solution for Cloud People Management. Mr. Womack also accommodated sales, technology and functionings leadership personas at Greylock, Digital River and Dell, and he has had the uncommon privilege to help lead three early stage startups to go public( CSLT, SFSF, DRIV ).
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Full Transcript with timecode
John Sumser:[ 00:00: 00] Good morning and welcome to HR Examiner’s Executive Conversations. Today we’re going to be talking with Randy Womack who is the CEO and founder of Socrates AI. You know, I talked to a lot of people and Randy sort of came onto my radar six months ago or so, and he is one of the smartest parties in the business. [00:00:37] You’re going to really enjoy this announce. Randy, how are you this morning? [00:00:41] Randy Womack:[ 00:00: 41] Good morning, John. Thank you. That was very kind. [00:00:44] John Sumser:[ 00:00: 44] Well, you know, though, you have to write me big checks. Of direction. [00:00:47] Randy Womack:[ 00:00: 47] Totally. [00:00:51] John Sumser:[ 00:00: 51] Take a moment and ntroduce yourself, you know, dig a little into the details and tell us how you go out here. [00:00:58] Randy Womack:[ 00:00: 58] Sure. Happy to. I am Randy Womack. I’m the CEO of Socrates. Most of my experience has been in high growth startups. Um, I’ve been incredibly propitious in my occupation. I’ve been with three early stage startups that went public and two others that were acquired. [00:01:11] I invested the first half of my career stimulate I’m a little longest very. So as you can tell, and software development 19 and I spent the last half of my career in HR and benefits, which is where I’m truly [00:01:21] John Sumser:[ 00:01: 21] passionate. Or you depleted some time in some big companies as well, besides the little guy, Joe, [00:01:27] Randy Womack:[ 00:01: 27] I haven’t done my tour of duty at Oracle. [00:01:30] I expended five years at Oracle and the company that we travelled public, like it’s success factors. I saved there seven years and on and traveled around the world, working with clients and left just before the SAP acquisition. [00:01:42] John Sumser:[ 00:01: 42] Got it. So you’ve had a safarus of the littles and the large-hearted screwings. That’s pretty basic. [00:01:48] So what’s the funniest thing that happened to you. Well, I’ll [00:01:51] Randy Womack:[ 00:01: 51] tell you a funny story. I conclude the funny one is really for the people who are trying to grow a business or do a startup, which has been so much of my busines, so I’ll share one with you. A football squad. It’s a little long, but I’ll try and get there abruptly, which was with Socrates, we’re an employee experience platform, and one of the things that we wanted to solve is that it’s so hard and so forestalling from arrange to get answers to their most basic questions. [00:02:14] Then. You know, as HR captains, we said about the information’s out there, you simply need to go out and find it. And we know what that’s like. They probe and then they get docs and then they scour in docs and it’s just not a great experience. So one of the things that we wanted to build into our platform was the ability to answer people’s questions rapidly from supporting documentation. [00:02:31] You know, give them one single ask, give them a summing-up from the document when they click on it, take them to page 52 or 70 or wherever they need to get, but answer their question and get them proceeding and back to work very quickly. We was absolutely fortunate in our early stage, like most very early stages fellowships, and we had this fortune 500 firm that was really interested in what we’re doing. [00:02:50] Fantastic HR team. And they gave us access to all their public HR and benefits docs. So we automatically managed, um, you are aware, I’m checking in with our engineering teams and our QA teams, and the results are looking immense. We’re totally spouted with the results that we’re getting and the accuracy proportions that we’re getting. [00:03:05] So we call the client, “theyre saying”, Hey. You know, here’s access to your application. Entirely untethered. No guard runways. Go for it. And, and we’re really self-confident. And then the next couple of daylights I get a phone call that says, Hey, we’re really challenged. What’s research results that we’re getting from your software? [00:03:20] Can you come discover us? Emily reputed, well, sure. So we climbed on an aeroplane. We get out there and I are complying with the FCP and the VPs in the chamber, and a couple of the top HR exec and the VP of HR starts demo in our application. Any type move of questions, and he comes out and says, recognize, that answer’s wrong. Well, I know their content pretty well and I know the answers right? [00:03:38] And then he goes on and does, you are aware, another half dozen or dozen questions? You’re like, picture these questions? These refutes are wrong. And I’m chew my lip, trying to figure out what to say. And, and to her credit, the FCT looks at me and she looking back on the VPN, says, is this what you’ve been scoring is wrong? [00:03:54] And she said, this is, these are the right answers. That’s our content. And the VP moves, Oh, I know is it? But I detest these asks. It doesn’t manifest who we are as an HR team and the drudgery that we do for our personnel, and I don’t want to communicate and talk to the workforce this room. And I’m thinking, Oh my gosh, how funny is that? [00:04:15] Your a hundred year aged firm, I devote millions of dollars on a engineering to show you exactly what you’re telling the workforce and you hate it. I like, wow, I didn’t see that one coming in. Truth is I should have jumped up and down. I should’ve literally encouraged in the see and done a fortunate day in front of their part administration squad because it was such validation of the course that we talked. [00:04:35] So please and huge business is terrible. And there’s so much room for improvement with the employee experience. You know, they were a fantastic team. They helped us build a module. We call move financers, which you are aware, allows you to give simple reacts. Like, can I wear shorts on Friday? No, satisfy say business casual. [00:04:50] And it’s become one of very best modules in our stage, or most goals. But that know-how was so foundational to our strategy and I absolutely missed it in the moment. So at the moment it wasn’t funny, but in hindsight it was pretty funny. [00:05:02] John Sumser:[ 00:05: 02] That’s, that’s so interesting. So we’ll come, we’ll get deeper into what Socrates does. [00:05:08] the, the idea that you’re building a implement that sir can serve as a mirror for an HR department to understand exactly what employees are experiencing. That’s pretty interesting. That’s right. Quite interesting. Did you attempt to do that? [00:05:26] Randy Womack:[ 00:05: 26] Well, it was what I remember I misread her, didn’t I knew it in and various kinds of internally that we all grew up with programme and documents, and that’s how we were coached and cautioned how to interact with the workforce. [00:05:38] So 50% of our workforce grew up in multimedia. You know, they’re used to rich direct kind of conversation then. And the other thing that’s interesting is that what you learned going forward is when you look at what the workforce is asking you and what’s your not reacting. Who reacts that question. [00:05:54] It’s not the company. And a lot of those questions are culture questions, you are aware, blue “hairs-breadth” tattoos, and there are simple questions like, can I expense candy tables on, on this material? And it’s overwhelming our bellow centers and our ticket methods. And the truth is the company should own that attitude. It should own that perspective. [00:06:12] Otherwise it falls to a director or a unit chairman or somebody who may not have the same viewpoint of the company and has a very different perspective and it has very real engagement and impact on the team members and the culture of the company. [00:06:24] John Sumser:[ 00:06: 24] So like what’s interesting about that is I think it’s easy. [00:06:28] The further up the hierarchy “theres going”. It’s easy to imagine that you work in a single firm with a single way of thinking about things, but it’s like, but it’s just a question of perspective. The higher that “theres going”, the smaller the objective. Sure enough. And what you’re saying is, yeah, the reality is there isn’t a single event extrapolate throughout the country properly, but beings have a lot of different knows. [00:06:57] The aggregate into a single thing. Is that right? [00:07:01] Randy Womack:[ 00:07: 01] That’s exactly right. And today, the company doesn’t really have the ability to express its perspective. You know, the action is, the road that most overseers would talk about something is very differently than the CEO would, or the head of HR or the or the executive team, or even a really seasoned overseer. [00:07:18] And a lot of durations beings admonish other people when you can’t find the answers in the documents or, or on the websites or wherever we send them. To answer them with questions that are completely contrary to the company’s if you tattoos is a really simple example of that. Like if you do, I need to cover my tattoos. [00:07:36] Most of us don’t have it in our dress system programme, and because the company doesn’t have a perspective on it, that person could be on a matrix crew, but that chairwoman doesn’t like tattoos. And tells that person to cover him up, which completely causes them to get withdrawn and still be valued. Whereas in truth, if you went to the hiring director, they would say, seem, we affection such person or persons. [00:07:55] They’re one of the most talent people in the country, and we affection their tattoos because it’s part of them. Those types of answers that “were leaving” culturally to beings in the organization without the company making jeopardies, perhaps a few point has gargantuan [00:08:07] John Sumser:[ 00:08: 07] blow. Wow. This is such an interesting thing. So part of what you’re saying is that we’re moving past the time when program is the best way to communicate with beings that there is some short. [00:08:20] Intersection between what the policy is and what the reality of the person or persons on the ground is. That is a more intelligent way to administer an organization than it’s sort of lawmaking thing that is the current model where somebody adjusts their own policies or you either within the policy or you’re not with their own policies. [00:08:41] There’s this, there’s a neighbourhood factor to it that how’s it been easy to address in a formal administrative? Where are you help to ensure that. [00:08:50] Randy Womack:[ 00:08: 50] Yeah. That’s really well said in, I think what parties are learning to embrace and, and it’s not where the market is today. It’s not the reason that beings buy Socrates today, but it’s a place that I expend the majority of members of my time evangelizing because the other stuff is so valuable and so straightforward. [00:09:05] But the dominance of a digital exchange is a matter which commanders in HR teams are beginning to understand the value of. And so the target being that when a person has a question for the company or wants to do something or need to something like I’m having a baby, you have that person’s full undivided scrutiny and you have them in the moment that matters, which is what we’ve always happened for. [00:09:30] And so the answer that comes back to them. Has huge their effect on them and reason, date, productivity, their love to the company. And what I reflect parties tend to think of digital speeches today is chat bots, right? Is it something that the chat bot just knows to do or doesn’t to get it on? And what I try and help people, and I waste a lot of time talking about, is that in that moment that are important, the response that you can give through a digital response. [00:09:56] Can are totally as potent as if you were talking to the CEO or talking to the head of HR. It can be a awfully, very powerful moment for public service employees and for the company. So [00:10:06] John Sumser:[ 00:10: 06] we save strolling down discourse superhighways that will realise more impression if we talk about what Socrates is. So what’s going to be a little bit of the heart of Socrates. [00:10:16] Randy Womack:[ 00:10: 16] Yeah. Our mission, as you can tell, I’m really intense about hire ordeal, is to create an employee awesome experience as what we call it. And you know, the original premise came from the idea that that I can text your best friend, I can text my kids, I can text their own families, all the people that are important to me, and I can check in with them and, and realize, asking questions questions. [00:10:35] And you can’t do that with a company. And what’s amazing is that almost every company on countries around the world has the exact same process, right? We’ve already talked about, Hey, we tell them please, the information’s out there. We expect them to go search when they find out what they find is legal ease, that doesn’t undoubtedly translate to what their direct question is. [00:10:51] And then “theyre saying”, Oh, but it’s okay. You can file a ticket. Right? And we really don’t want him to file a ticket, which is what’s the comedy of the whole situation? Cause it’s so expensive. And then what they get back from the ticket is some scripted version of the law makes that lived in the policy document. [00:11:04] And then there we leave them, right? And if they’re so forestalled that they really want to push an heighten that then then they can continue to push to hopefully find a service or a person that actually can help them within the company. The other thing that’s going on inside a company, so we have so much software and infrastructure. [00:11:20] And don’t get me wrong, we need it. So systems of records creating very real value in. They’re important. If you take a benefits program, there’s 25 to 50 separate applications for a large employer that doesn’t include all the ERP structures, payroll systems, and all the geographies, divisions. And if you’re decentralized, it’s even more challenging. [00:11:36] There’s no way the workforce can ever remember, you know, what does what? What do I use when? How do I navigate it? And to make it worse than today’s. The macrocosm is at boxer coming out now. We have bots for every single one of those applications, and mobile was supposed to save the world, but in reality, mobile apps production differently than the web app. [00:11:55] And now we’ve got bots that are coming forward that are supposed to save the world and interest. They have very limited functionality. So strategically, the employees less than the same place, which is, what do I do when the bot can’t answer my question? Where do I become? What’s next? How do I, and that’s exactly what Socrates is designed to solve and sets out to make a great employee experience. [00:12:14] John Sumser:[ 00:12: 14] So does Socrates replace all of these blogs, or is it a augment the box, or is it something else? [00:12:20] Randy Womack:[ 00:12: 20] Yeah, it’s a bright question. Let me, let me take it up one level a little bit, which is we all aspire to have a consumer experience and so, but nobody else define it. What do “weve been” need to do to deliver one? [00:12:32] And so we think there’s three things that you utterly must do if you’re going to have an employee know-how. The first one is you gotta have one place to go. Right? No matter what an employer the workforce wants to do, they need to know that. Ever have one place and get their question answered, or they can form the task or do whatever it is that we ask them. [00:12:48] But there’s always one centralized roll to go for anything , not just for helps now. You are well aware. Questions over here. They need one residence to go. Amazon was brilliant. That policy, if you think about what Amazon did, you can buy anything from Amazon today and you are able to even buy it from the people you used to buy it from. [00:13:05] So that one place to go is super important. The second thing is all about saving them epoch and inducing it super simple. If you think about our shopper experience, the things we love are super easy and they’re incredibly time-saving. And so when we interact with the workforce, the single first most important thing that we need to look at is if we make it easy for them. [00:13:24] Was it super simple? Did it save them time? Then the third one we’ve already talked a lot about, which is you’ve got to give them meaningful. You have an opportunity with every single interaction to clear them laugh, stir them smile, heated their natures, you are aware, build their allegiance to the company. And so in our thinker and employee programme has to do all three of those things. [00:13:44] And that’s exactly what photography trash. [00:13:47] John Sumser:[ 00:13: 47] So that’s a lot of information to consolidate all in one place. I would imagine that when you go to implement this, what are the things that you’d discover is what you sort of showcased in your funny story that the HR department doesn’t really understand its width and scope in plan and other documents and so, so I would have asked you the first thing that happens when you go to get feed. [00:14:13] Did you come up with a kind of a divergence analysis that is augmented with, Hey, do you really want to say this, this direction, analysis? Is that how implementation starts? [00:14:23] Randy Womack:[ 00:14: 23] Yeah. That’s why I love talking to you. You’re always so forward visualizing. That’s exactly right. So if we’re dealing the, the market today is really in three regions, and the first time i was ever, and “youve been” automatically process our documents and answer questions and draw them accessible. [00:14:39] The second part of the market is very much about personalized refutes. And can you make it simple? Like, you know, I only had a baby which has to cross multiple applications for an employee to complete. And then worst case, can you get them there? And then about revelations of data. But for example, on your question, which. [00:14:54] Which is very much about documentation and website content. So where reference is automatically process all of your document, the one of the points that we do is we infuse intelligence in them and then we purify them. We get rid of old mottoes and bad dates and all these things that nobody in there wants to go out and do. [00:15:11] And we’ve acquired this substance over times and times. Once we’ve done that, the next thing we do is today our HRC HRO establish a taxonomy from, from a HR chairmen point of view and an it leader’s point of view about questions that got categorized into a taxonomy or ontology. And so the very first thing that we do is we lope about 9,000. [00:15:32] Questions against your content automatically. And we assess the answer. And in those rebuttals, we’re looking for accuracy and we’re also looking for coverage. And so one of the first things that we’ll do is come back and do that assessment and then let you know, based on all the companies we’ve seen and based on our own evaluation, and it’s constantly growing and to do better, where do you have coverage and where you have gaps? [00:15:53] And, and I can nearly tell you it’s pervasive. The one region we do not have good content and almost every single company has actually cultural issues. [00:16:02] John Sumser:[ 00:16: 02] That’s really, real interesting. So now you’ve got this of the separate spill, but it isn’t [00:16:07] Randy Womack:[ 00:16: 07] time [00:16:08] John Sumser:[ 00:16: 08] a dollar indexing. Sure. Which that you’re probably right. [00:16:12] You should be a, a demo the other day of a very simple request that required data arrangements. That’s right. Could you take me through that? Mmm. Without demonstration me the application. [00:16:26] Randy Womack:[ 00:16: 26] Oh, yeah, sure. I imagine one of my favorites, I just had a baby. And, and I adore that one because if you think about when, when a person tells a male overseer or lady tells a male director that she’s about to have a baby, are going to have one, their response is never what the company demands it is a matter of. [00:16:43] It’s usually like, Oh my gosh, you’re going to be gone for three months or something. You know , not standard. And so the added advantage of a digital, the added advantage of a digital conversation is you can at least start that with, Hey, I simply had a baby. If they type it in with congratulations and fireworks and you are aware, something that you know, recognizes how, what an shocking time in time in your life this is, which is exactly what any HR exec or a company leader would do. [00:17:07] The second thing though, is that most of us have brand-new mama programs or new babe programs. And, and if you’re a first time mom, you may not know anything about it. And I didn’t live in the ERP system. It doesn’t live in a time off system. You know, there’s a cluster of various types of providers, but you know, often we’re thrown napkins and babysitted and breast pumps and all that stuff to really help have a health, huge babe. [00:17:27] And so you have the opportunity then to say, would you like to sign up? Would you like to participate? And if they say yes, why in the world do we do what we do today, which is then we give them a completely different placed of species from a different dealer with message we already know. Why don’t we go to the ERP system and pull their address? [00:17:43] Why don’t we occupy it with the information that that particular marketer or service needs to get her cross-file and, and make it simple as this your correct address. Yes, it’s not. Can you cause us your updated address and then not only tell the benefits provider, but tell the ERP system, Hey, we’ve got an address adjustment here. [00:17:59] And then it goes on to things that, that it depends on where you are in the country. Cause having a baby is different here than “- its” the U S so things like, you are aware, when are you planning to be gone? Or when are you planning to have the child? Do you want to schedule that time often? Book it now and then, you are aware, things like in the payroll organization. [00:18:15] Do you want to change your withholding currently at zero? Would you like to change it to one or two? So if you think about that whole process, and we haven’t even go into disability words, that’s a really classic illustration of a process that’s one of the most amazing minutes in everybody in HR. So this, it’s one of the most amazing times in people’s lives and how we are dealing with that for both, for the both parties in the relationship is super, super important, has huge blow, but it’s not something that he needs single works that they can solve. [00:18:43] That’s [00:18:43] John Sumser:[ 00:18: 43] stunning. So if I’m a, if I’m an HR purchasing, I’m warded with. All styles of tools, broiling, all sorts of claims that are adjacent. So what you’re talking about, I don’t think I’ve ever seen anyone who has claims to do what you’re, what you’re talking about make besides soccer, “but theres” Oh, chat bot applications out there that claim to be able to do some piece kinds of things. [00:19:14] Tell me about the difference between what you do and what the fuck is do. [00:19:17] Randy Womack:[ 00:19: 17] Yeah. This is probably the one lieu that, yeah. has been the hardest for me to get parties recognize because there’s been some, but. Noise about chatbots and you are aware, we started with the philosophy that it doesn’t make any sense to ask people to do this themselves, right? [00:19:34] Natural language processing and purport spotting and understanding what somebody is asking is really hard and complicated. To me, it’s like. You know, I know there’s parties that written their own ERP systems and their own payroll structures, but why in the world would you want to write your own employee experience platform and why in the world would you not want to collaborate and come together? [00:19:53] And that’s what I love most about the HR industry, is that there you’ll find competitive retailers sitting in the same group at a convention, all sharing best practices and minds. And, and that’s, you know, so different than so many different groups in an organization. But the idea was very much that we need to do this for people and we need to leverage and collaborate and come together and manufacture the system as best as is practicable and share how we’re doing these things. [00:20:15] And you can’t do that with a implement gear, every other product on the market as a toolkit. So what they do is they compile you go out and you have to do your own NLP, “youve got to” do your own manual delineate, and you’ve got to do your own machine learning. If you get a wrong answer, it’s your trouble, or, or the problem of the person who implemented or your executives, there’s no single throat to choke. [00:20:34] And you are aware, I’ve been in HR and benefits a long time and ITL on time and the teams are overwhelmed, right? They’ve got all they can administer is to maintain. And so it was very important in our mission to go and be a core platform in a service that does this for you. So it articulates you in a position that you’re doing the things that impacted significance. [00:20:51] You’re not over there trying to get the technology work all on your own without health, except from some implementer who has really been intentional, is really good at it. But your world is only as big as your from companionship. [00:21:02] John Sumser:[ 00:21: 02] That’s cool. So if I were to describe Socrates, it is a knowledge in depths that includes the ability to execute against that knowledge inside of all of your, all of your HR related ERP systems. [00:21:20] Is that okay? Better than it’s a tap side. [00:21:23] Randy Womack:[ 00:21: 23] Well, it’s really interesting. So, so hopefully I can do, I can, I can communicate this cause because it’s a stage, what happens is we is often used to get focused on certain components of the platform and this the overall big picture of what the platform’s capable of doing. [00:21:39] So the pulpit in itself certainly does three things. It takes, you are aware, to me being able to go to our employees, our SMS, Slack, and Microsoft crews, all these directs, they’re great, but that’s table ventures, right? We need to be able to make those digital conversations, those requests, those activities, and streamline them to one point. [00:21:57] Now , no matter when everybody’s talking to the company or wants to do something, everything funnels into a single location. Once that happens, the core locomotive of Socrates says, what is it that they’re asking right. We often call that into message intent observation. The second thing it does, it says what kind of answer are they expecting, right? [00:22:16] If you type in one word like trip, do “youre going” the clarity? Do you really want the policy? Do you require the balance? Do you want to file vacation and do you really have the answer? Make them answer, question which one it is cause 90% of the time if they want to know what the, how much vacation time I left open, so why not just default it to that. [00:22:33] And then the third thing, and this is the piece that’s really odd and completely different about Socrates, we are therefore entirely respect those systems of record. You’ve built these enormous business process like in SAP or Workday or our whatever that original method of record is that the manoeuvre was Socrates is then is where is it that this person, this entreaty needs to go. [00:22:54] And where’s the right place for it to be done. And so in the early days, I used to call it a router, but everybody came confused because they would think of hardware. Today, we call it a digital discourse hub. But the absolute worst thing that should happen in employee experience is that somebody knows precisely who to call. [00:23:12] Or I need to go to Workday to do this. That’s the worst, the ultimate worst thing that should happen. And that doesn’t even happen today. So take something simple. Um, I want to sell some busines asset. You know, the worst thing that we should do is give him the phone number and give him the link to the investment bank because we’re never going to transpire stock inside of our own. [00:23:28] Infrastructure or known better, Hey, you are aware, in the U S you’re gonna use ADP payroll because you’re based in Europe. You need to be on the SAP payroll system. So this is where he needs to go to change her deduct or 401 k reasonings in the U S you can’t even make love here. You’ve got to do it with fidelity. [00:23:43] So, so those are the types of things that, that routing ability of meeting sure the employee experiences, we get them where they need to be and we help them no matter what, which is the core tenant. We actually have customers. That don’t even have a chat bot turned on. Um, one of our clients is a big multimedia company. [00:24:02] Fantastic company, affection their HR team, but they’ve invested a ton in their portable app and they’re not ready to go to child pod. And so Socrates actually sits behind their mobile app and the mobile app is the point of entry that all employees interact with. And then we do handling to make their mobile app stronger. [00:24:18] We have another customer that said, you know, if we’re going to do a chit-chat bot and it’s going to be the primary boundary, we want to own it. And that specific cases, they built it in Google dialogue flow. So it is a company improved bot that is the master bot, if you want to think about it, that all employees interact with and “theyre using” our stage in the background to process the documents and do the things that we’re really good at. [00:24:39] And in both cases, we didn’t even have a chat bot turned on. So that’s why. It’s, it’s interesting to have these discussions in a residence that, that I have a hard time sometimes communicating the difference in a pulpit and significant differences in a conversation bot all the rest of our patrons, we are the primary chat bot. [00:24:55] We actually cause them brand it, description it. We don’t even say powered by Socrates on it, so it becomes theirs. And of course it clearly is naturally integrated into the plot. [00:25:04] John Sumser:[ 00:25: 04] So last question. It’s a big that that stimulates calls of shirts. Um, do you encounter oppo controversies? [00:25:16] Randy Womack:[ 00:25: 16] I think that, you know, Tanya and I could have it hour long exchange on ethics and you know, it’s so fascinating in so many dimensions. My viewpoint is really simple. It is that it’s important to be transparent. No , no. What you’re telling your workforce tell your workforce that company’s position. You know what I been fucking loving massive boss as I always do the right thing and the things that blow up on them are things that don’t have visibility until it ultimately arrived. [00:25:43] And then, you know, then it’s, they’ll eventually have to correct it and do the right thing. So, so my coaching on this is that, you are aware, make sure your company perspective is published and available, and you answer people’s questions and, and that you’re transparent about it. Because if you’re transparent about whatever that ethical topic is, or the dynamics in it, it will get resolved. [00:26:02] And I know the core of your question. Is a lot of the ethical questions around digital conferences and what should we talk to beings about? What shouldn’t we talk to beings about? And is it okay to say this or not say this? But that’s such a bigger conversation that, that my coaching is, you are aware, merely use digital dialogues to be very transparent and open. [00:26:21] Okay [00:26:22] John Sumser:[ 00:26: 22] so we’ve had a rollicking good time here is there anything you want to be sure that the listener takes away about Socrates. [00:26:30] Randy Womack:[ 00:26: 30] I is of the view that, you know, we would absolutely adoration for you to understand that we are an employee experience platform, that we do the work for you and we put you in the position of being able to be the content editor or be able to design employee knowledge, that that really wonders your firm culture and who you want to be as supervisors. [00:26:52] And so very different than a implement paraphernalium. Very different than a schmooze bot. Even those are, those are components of the platform. John, thank you for coming in. I appreciate it. [00:27:01] Listen, [00:27:01] John Sumser:[ 00:27: 01] yeah. give, take one more moment and reintroduce yourself and tell people how to go into [00:27:06] Randy Womack:[ 00:27: 06] touch with you. [00:27:07] Sure. My name is Randy Womack I’m the CEO of Socrates scatter AI and you’re welcome to reach out to me at any time. at R Womack, R-W-O-M–AC-K that’s Socrates speck. AI. [00:27:20] John Sumser:[ 00:27: 20] Thanks for taking the time to do this. It’s been a delicious gossip. I certainly appreciate it. Thanks everybody for listening in. This has been. HR Examiner’s Executive Conversations,. arrive Randy. [00:27:32] Randy Womack:[ 00:27: 32] I was just gonna say, John, you are aware, I adoration talking to you and thank you so much for having [00:27:35] John Sumser:[ 00:27: 35] me. [00:27:36] Yeah, this was great. We’ll see you back here next week. We’ve been talking with, Randy Womack who is the CEO of Socrates scatter aI. They’re worth taking a look at. Bye bye now.
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