[00:00:00] Vin Vashishta: the big picture is really around how much your agent costs, because what we’re seeing is two different versions of agents rolling out. One of them is, “Here’s my workflow. I used to use this other technology, now I’m using agents.” And where’s the ROI?

[00:00:18] Well, there isn’t any, because adding the agent isn’t delivering enough value. The reason why you would go from something else, some other technology, to using an agent and using AI is because it creates value more efficiently, or it creates more value than what you were doing before. So you​

[00:00:52] Scott W. Luton: Hey, good morning, good afternoon, good evening, wherever you may be. Scott Luton and special, special guest co-host [00:01:00] Vin Vashishta with you here on Supply Chain Now. Welcome to today’s show. Vin, great to have you back. How you doing?

[00:01:06] Vin Vashishta: Really good. Thanks for having me back. I always enjoy these conversations. You

[00:01:10] Scott W. Luton: Well, you know, I am selfish because they’re master classes for me, and I’ve really enjoyed learning from your perspective and expertise, especially in this golden age of supply chain tech, business tech. So it’s great to have you back. And, you know, Vin, as we were talking in the, in the, uh, green room, we’re gonna be diving into four, what I think are gonna be really interesting topics here today, mainly focused kind of at the intersection of technology and leadership.

[00:01:35] Lots of AI too. Um, we’re gonna talk about successful AI agent management approaches. There’s stuff in your blind spot, folks, and Vin will help us shine a big bright light there. We’re gonna talk about how CIOs can best manage AI at scale. We’re gonna talk about the big Achilles heel when it comes to semantic layers or somatic layers.

[00:01:57] We’ll talk, we’ll, we’ll shed some light on that in a second. All of [00:02:00] that and much, much more. And Vin, as I mentioned, always a pleasure to talk, uh, from you and, and have you join us here on Supply Chain Now. Now, a lot of folks will know you as the CEO and AI strategist with V-Squared, but for our new audience members, I just wanna kinda share a few bullet points, uh, with our SCN global fam.

[00:02:17] Now, you’ve built several thriving companies over the last decade and, and some change. You’ve helped clients generate, and I bet this number’s been updated, but I’ve got you over … You’ve helped generate over $4 billion with data and AI. What’s that updated number, Vin? Is it over,

[00:02:33] Vin Vashishta: we’re running a ticker, but we’re gonna wait until we hit the next major milestone. So we’ll say four and a half soon, hopefully

[00:02:40] Scott W. Luton: Man, that is remarkable. And you’re also the author of a variety of popular courses, which we’ll touch on in the end, and the best-selling book, “From Data to Profit.” So folks, go check it out. Again, learn, we all learn from you, so great to have you back. Are you ready then to dive into these topics?

[00:02:58] Vin Vashishta: Let’s get into it.

[00:02:59] Scott W. Luton: All right, man. [00:03:00] So folks, stick around for a great conversation. It’s gonna offer up tons of actual insights by the truckload. But first, we gotta make everybody hungry. A little fun warm-up question f- for, uh, Vin Vashishta here today. So Vin, you’ve been really busy, you and the team been really busy. However, I asked you in the green room, “Hey, have you had a chance to get out and at least take a little mini vacation?”

[00:03:18] You said, “Yeah.” Took family up to New York City. I think you took in a Broadway show, which is awesome. Big fan. We saw Wicked a couple years ago. But you also touched on maybe a culinary disappointment. So let me ask you this. Your trip to New York, one highlight, one low light. 

[00:03:35] Vin Vashishta: We got to see three shows, which was awesome. We did a lot of observation decks, did a whole lot of really touristy things out there.

[00:03:43] But I gotta say the best show that we saw while we were out there was, uh, it was a show about… I’m blanking on the name right now, but it was absolutely hilarious. And then we saw two people carrying a cake across New York, and we saw, uh, you know, there was– They call it a jukebox musical. And [00:04:00] th- so it really was like a setup.

[00:04:02] The first one was great. The second one, I was like, “Meh.” The third one, I was like, “Eh.” Should’ve seen the first one third. You know, it was, it was sort of a funny sort of progression. But the, the disappointment, ugh, it was… I couldn’t– There was a absolute world-class pizza spot that was within walking distance from the hotel, like, you know, top 10 globally best pizza places on Earth, and the line was too long.

[00:04:25] We had to get to a show. Was not able to get the slice. I was devastated. So you can tell it was a good vacation. If that’s the, if that’s the lowlife, you know, uh, that, that’s a good vacation

[00:04:36] Scott W. Luton: Vin, I am jealous. I am very jealous, and we’ll compare notes on those shows and where, how you made up for the rest of your culinary experience in, in one of the in- most incredible cities in the world. So good stuff. Um, all right. So Vin, despite all that, and as busy as you are, thanks again for carving out some time.

[00:04:52] Let’s dive into the four topics. And they’re really mainly driven, Vin. And for folks that, that have, uh, tuned in to Vin’s previous [00:05:00] appearances, y’all know I’m a big fan of Vin’s LinkedIn feed, and as are a bunch of other folks. There’s a lot of conversations in the comments of his LinkedIn posts. So what I’ve done is I’ve mainly gone and picked four thought-provoking recent, uh, shares, and we’re gonna dive in one by one.

[00:05:16] Uh, and but folks, go find and follow Vin Vashishta on LinkedIn. So up, up one. Uh, up first rather. we’ll talk about managing AI agents. So you shared recently, Vin, that we can’t star- uh, start and stop with just making sure agents finish the tasks that they’re assigned, because they’ve got to do it right.

[00:05:38] And you say that we’re gonna hear a lot more about something called intent contracts. So tell us more, Vin

[00:05:45] Vin Vashishta: So every agentic workflow starts with an intent. The user expresses it, or if it’s a proactive agent, then it is programmed to look for particular circumstances, criteria, inputs, whatever, that tell it, “Oh, [00:06:00] I need to serve this intent.

[00:06:01] If I see this, then start doing this thing.” The intent connects to a workflow. This is the, these are the steps you take, and at every step, you’ve got a, here are the inputs that you have, and that gives you sort of a picture of a state, and you’ve got all these tools that you can use. And so you’re hearing me really create this nice granular definition of how this agent should complete its work.

[00:06:27] The funny thing about agents is we’ve got all these guardrails that we put around them, but most of them only log, did it finish the task? And if that’s all you’re logging, not the granularity of did you, did you listen to the information that I gave you? Is this an intent you’re supposed to serve in the first place?

[00:06:44] Did you listen to that guidance? Did you follow the workflow steps? Did you only use the tools I told you you could use? Did you only access the information… When you made decisions, did you explain what information you used so that I can put this audit trail into play? Because if, if you don’t, I mean, [00:07:00] if something goes wrong, how do you figure out how to fix it?

[00:07:02] So the, it’s not enough to just say, “This finished the task.” We have to also, and this is the part of the intent contract, is to say, “You satisfied not just my intent by finishing, you satisfied it in the way that I directed you to satisfy it.” And that’s why I think intent contracts, and we had two different pieces of research published earlier this week, both of them doing completely different things.

[00:07:25] The researchers came to the exact same conclusion that it’s not enough to log the outcome or the task completion. You need this intent contract that ensures it was done the right way.

[00:07:36] Scott W. Luton: Hmm. Vin, this is terr- I’m so glad you put this intent contracts on our radar here. Um, you know, what I’m, as I, as you kind of walk us through that, I was thinking of this analogy. Hey, if our objective in life is to get wealthy, right? Uh, however, if we get wealthy by robbing banks, we’ve done it the wrong way, Vin, right?

[00:07:56] We You are probably going to jail. Yes

[00:07:58] right? We won’t enjoy [00:08:00] the wealth we’ve accumulated. So, but the reas- and you referenced research in this LinkedIn post, and folks, you’re gonna find the links in the show notes, so you can go check it out and comment and whatnot. you mentioned some of the research that shows that agents completed 99.2% of the tasks they were assigned with.

[00:08:16] However, they only honored the constraints that you’re referencing 38.8% of the time. That is a, could be a, frankly, a deadly gap. and when you think about global supply chain, right, as I’m trying to take what you’re sharing and put it in a supply chain context, critical considerations because especially in global supply chain, that path really matters.

[00:08:38] You think of cost limits, approved suppliers, compliance requirements, safety protocols, escalation rules. We could go on and on and on. There’s a ton of risk there, and I’ll give you the final word, Vin, Vin, before we move on

[00:08:50] Vin Vashishta: Yeah, that’s absolutely critical to understand. I don’t think it’s important for your particular audience to read the research. unless you’re having trouble sleeping. But the really big thing to take [00:09:00] away from this is, especially if you’re in supply chain, you need an audit trail. You need to be able to say when someone asks…

[00:09:07] I, I mean, no matter if a human or an agent is in charge of a workflow, stuff goes wrong. And if someone says, “Why did we do this?” You, you don’t get fired for being wrong, you get fired for doing things the wrong way. And that’s the end goal of these intent contracts is you’re responsible for what the agent does.

[00:09:26] So if you’re going to put that into production, your company has to be able to explain, “Hey, best available information is what we used. Here’s how we acted, here’s what we would h- we did. And if a human was in charge of this, we would have done nothing differently.”

[00:09:40] Scott W. Luton: That’s great advice, uh, Vin. Good stuff. Folks, you’re gonna hear more about intent contracts and, uh, we’ll circle back on it soon. Um, all right, so topic two. I’m gonna share a couple of visuals here because we’re gonna be referencing, uh, this article from McKinsey Quarterly, which released, uh, this article [00:10:00] entitled “The Cost of Intelligence: How CIOs Manage AI Demand at Scale.”

[00:10:06] Now, Vin, get this. I know you already know this, uh, but get this. This really stood out to me because K- McKinsey research shows something that I bet most of us kind of have a hunch about, but to certain degrees kind of surprised me a bit. Re- their research shows that when it comes to companies adhering to their established AI budgets, and I, I’m gonna read these numbers for folks that may be listening to us.

[00:10:28] Uh, those companies, only 5% are under that AI, that established AI budget. 39% are over the budget by 10% or less. 46% are over by somewhere between 10 and 30%. 7% are over by a whopping 31 to 50%. And somehow,

[00:10:49] Vin Vashishta: now

[00:10:51] Scott W. Luton: 1% are over by 51 to 70%. I bet some legs are getting broken. Now, Vin, you shared a few thoughts on, on [00:11:00] this and, and much more, um, including how you’re enjoying seeing major consultancies adopting frameworks that you’ve been, uh, teaching for years.

[00:11:10] So Vin, tell us what’s critical here?

[00:11:13] Vin Vashishta: So the big picture is really around how much your agent costs, because what we’re seeing is two different versions of agents rolling out. One of them is, “Here’s my workflow. I used to use this other technology, now I’m using agents.” And where’s the ROI?

[00:11:32] Well, there isn’t any, because adding the agent isn’t delivering enough value. The reason why you would go from something else, some other technology, to using an agent and using AI is because it creates value more efficiently, or it creates more value than what you were doing before. So you have to change the workflow.

[00:11:55] Rec- workflow reorchestration is the core pillar [00:12:00] of agentic ROI. If we’re not changing workflows, if we’re not reorchestrating workflows, we are not creating something that generates enough value. So that’s where you have to start. And then you can say, “If we make these changes, here’s how much value gets created.”

[00:12:16] And when you do that, tokenomics becomes feasible. If you don’t do that upfront estimation, if you don’t do the upfront workflow reorchestration planning, everything afterward, you don’t know how much to spend. How much should the budget be? Should it have been 150%? Should it have been 170%? Should it have been 400%?

[00:12:36] Well, the answer is, well, what’s the ROI? You tell me what I’m going to get for spending this money, and I’ll tell you how much money I’m willing to spend. That’s how this works. That’s how everything in technology works. And that’s the core takeaway, that every business needs frameworks to upfront estimate what the value of introducing this technology into the workflow is going to be, [00:13:00] and then you need to be able to say, “This is the budget.

[00:13:03] This is how much we can spend. And so whatever solution we implement has to follow these constraints because this is the only way, these budgetary constraints, it’s the only way for us to have positive ROI on deploying the agent.” And that’s the core construct of tokenomics. That tells you what solution you can implement and how much you can spend implementing the solution.

[00:13:27] But remember, AI has recurring costs, so we have to factor those recurring costs into this ROI equation, because every time we serve an intent It will create a recurring cost in a way that software doesn’t. So we have to architect the solution so that the recurring costs are always much, much lower than the incremental every time we serve the intent, the return on investment that we deliver

[00:13:58] Scott W. Luton: Okay. So[00:14:00] 

[00:14:01] Vin Vashishta: Vin Grobel

[00:14:02] Scott W. Luton: Vin, I struggled with micro and macroeconomics in college, and I bet I’d even further struggle with tokenomics, so I’ll Tokenomics. You like that term? Is that a… That’s a good term though, 

[00:14:11] I like it, Vin. but you know what, one, one quick follow-up before I move on to the next topic. since some of these major consultancies are probably late to the game in terms of what you’re sharing, right?

[00:14:21] ‘Cause, uh, as, as we’ve established, this is not new for you, but it’s new to some organizations. How prevalent do you think… I know my hunch, but I’m gonna ask maybe the stupid question. How prevalent do you think this,

[00:14:33] Vin Vashishta: think this, um,

[00:14:35] Scott W. Luton: lack of workforce reorchestration and the lack of quantification? So there’s a bunch of organizations, a bunch of leaders, and a bunch of teams even worse, that’s kind of feeling around in the dark a little bit.

[00:14:46] Comment on how prevalent that is.

[00:14:49] Vin Vashishta: kind of feeling around in the dark a little bit. Comment on how prevalent it is. Everyone feels around in the dark, but you have two types of leadership teams right now. You have leadership teams that are incentivized to be risk managers. You have leadership teams who are incentivized to be opportunistic.

[00:14:59] And we’re [00:15:00] seeing the pendulum swing from risk management to opportunistic. Boards are telling you, you have to be this way because investors are looking not for constant revenue growth, they’re looking for revenue growth acceleration. Those are the companies they reward with higher valuations. And so this is being incentivized.

[00:15:20] And once you take that opportunistic mindset, we’re looking for opportunities that create the most growth possible. That’s where these frameworks suddenly become valuable. When you’re in the risk management mode, you’re sort of just saying, “I just want to cut the cost as much as I can because I don’t see a path to growth.”

[00:15:42] And that’s no longer something boards and investors are enabling. So the opportunistic mindset is really– So you, you really, you look at a company and you say, “Is this company being opportunistic? Are they trying to accelerate growth?” If they are, very likely they’re looking at this in a very granular [00:16:00] workflow centric, doing the th- you know, the behaviors and the, the habits.

[00:16:03] If you’re looking at risk management, you’re probably not seeing those

[00:16:06] Scott W. Luton: Hmm. That is interesting commentary, that pendulum swinging. Uh, I think that’s good news. I think, I really think that’s good news. Um, all right. So Vin, your sense of humor, we’ve talked about it before. I really enjoy the sense of humor, and it’s, it’s, it’s regularly flashed across your social. Um, so this great meme here, I’m gonna pull it up.

[00:16:27] So folks, I’m gonna try to verbally describe a meme for folks that are tuned in. Y- you gotta go check it out. You gotta go follow Vin or go, go watch us on YouTube. But get this, Vin shared a meme here recently that showed the top image was labeled the data, and it looks like just a bunch of trash at a landfill all strew- you know, strewn around.

[00:16:49] We all know data quality challenges, right? And then the second bottom image showed the semantic layer in the form of a bunch of highly organized, clean, and neat [00:17:00] trash cans. So I really like this. So expound on your point you’re making here and the little hidden thing that my eyes missed the first time I saw this

[00:17:10] Vin Vashishta: saw this. Yeah. So there is a little information engineering and information sciences joke. I misspelled semantic. I took the N out. It’s spelled somatic. And truly no one noticed.

[00:17:21] Uh, there were, I think two people noticed that it was misspelled. And, you know, the joke is because semantic layers are all about meaning, “Hey, you don’t have to have perfect information in order for everyone to get the meaning.” Yeah, it’s, so nerd jokes.

[00:17:33] But that’s, that’s, a really big takeaway from this.

[00:17:37] I’m not telling you you have to have perfect data. I’m not telling you you have to have perfect information. I’m not telling you you have to have a perfect meaning layer or any of this stuff. You don’t, because you have really smart people. Those really smart people, you don’t realize how many gaps they fill in every day, where their domain expertise is brought to bear and they fill [00:18:00] in, I mean, really, the, the challenges of bad, ugly, dirty data.

[00:18:04] People and experts are overcoming those silently every day, and we don’t realize it. And so when we go to implement agents, we sort of assume because the workflow is working really, really well, that we must have all of the things in place in order for the agent to succeed, and then we realize exactly how important people are, exactly how important their domain expertise is.

[00:18:27] And this is really the big takeaway, is that everyone needs this information engineering, information management layer. We all need it, but it doesn’t have to be perfect. You don’t have to wait to use it until it’s fully filled in. You can get a lot of value from an incomplete somatic layer because you have smart people and you’re providing agents enough context for them to make the leaps.

[00:18:53] And this is a critical construct. Nothing has to be perfect for you to start.

[00:18:57] Scott W. Luton: Vin, I like it. Uh, I [00:19:00] was just talking about the almost the same message you’re sharing here with us today with my friend Paul Noble, uh, who’s been doing some really cool things in supply chain tech for quite some time. So we’re gonna have to, we’re gonna have to get Wonder Twins United at some point on a future episode.

[00:19:15] But hey, keep the memes coming. Uh, we need to build another meme factory and raise that capacity, and we all need to laugh to keep from crying sometimes, uh, given some of the challenges we have in industry. So appreciate your good work there. Um, okay, industry. So appreciate your good work

[00:19:30] let’s talk about, uh, a moment ago we were talking about CIO strategies and AI strategies.

[00:19:36] I wanna, I wanna kind of double-click on that a bit. so you were sharing recently, and I’m gonna quote you here, Vin. Uh, quote, “An AI strategy that doesn’t, one, inform and improve decision-making, that, two, leads to faster action, higher conviction, and better outcomes is worthless.” End quote. So tell us more, and [00:20:00] even if the consulting companies out there got to cover their ears and maybe their eyes as you tell us, 

[00:20:04] Vin Vashishta: eyes, you can tell us. Well, we have to realize most consulting companies, let’s be honest, the majority of consulting companies you bring in to mitigate risk and lower cost. That is something consulting companies are excellent at.

[00:20:16] So as much as I’m taking shots at consulting companies, they’re, they’re, they’re this way because that’s where the demand mostly runs to. So hopefully they forgive me for saying this now. The challenge is that everyone’s kind of putting forward this AI strategy, and if you question AI, you’re looked at as a dinosaur.

[00:20:36] And we as strategists have to make it okay for you to say, “What’s the value of this thing you’re delivering to me? I don’t want a playbook.” And I hear this from clients all the time. “I don’t want a playbook. I don’t want another slide deck. I don’t want any of this stuff. I need you to explain how if I do this, it causes the thing I need to happen.”

[00:20:56] And that’s a construct that I’ve been explaining [00:21:00] for quite a while with frameworks, is the purpose of the framework is to cause something to change. The purpose of the framework is to cause something to improve. If I deliver this framework and you use it, you had better see better results than you would have if you didn’t.

[00:21:16] It’s not that you’re competing against nothing. We should stop that. I have to explain how, if you just tried to figure this out on your own versus using my frameworks, what am I causing that’s better than you could get on your own? And we have to make that okay with AI. You have to be able to look at the frameworks and say, “How is this just not a book?

[00:21:36] How does this tell me what information I need and provide me with a framework to make decisions better? How does this become an action that creates value for the business?” You talk about growth acceleration. How does any of this stuff accelerate growth in my business? Not the average business, in my business.

[00:21:58] And we have to be [00:22:00] accountable to that standard as strategists. And I think that’s something that, you know, we’re sort of– I’m watching strategists hide behind the AI label, where if anyone asks them uncomfortable questions about why should I do things your way, instead of proving the value, they sort of say, “Well, I mean, this is AI.

[00:22:17] Of course, it’s going to deliver value. If you don’t invest, you’ll never get the value. If you don’t invest, you’re a dinosaur. You’re not innovative. You’ve got to invest in innovation, and a lot of these things will lose, but more will win.” And, but there’s– This is just all hand-waving. We have to create a connection to ROI or we’re not doing our jobs

[00:22:34] Scott W. Luton: Yep. So, you know, you mentioned frameworks a few times because I know they’re, they’re closely associated with a lot of consultants out there. And folks, we’re not beating up on anybody. We’re, we’re calling out a couple of timeless themes and experiences. But, you know, in my experience working with a, a couple consultants in, in my various businesses, if I hear the word wire- wireframe one more time, [00:23:00] Vin, oh my gosh, because y- like you were putting out there, hey, I wanna know, prescribe these precise steps, right, A through Z, that I should take in our, in this specific business, my business, if we want to get, you know, these specific results.

[00:23:19] And to your point about, hey, I don’t want a general framework that works for the, um, uh, majority of average companies out there. That’s such a great, great call-out. And hey, hey, like we said earlier, you know, uh, consultancies are evolving as well. So we’ll see if they,

[00:23:37] uh,

[00:23:37] they pay attention to your advice here in this particular vein, and, uh, we’ll, we’ll have you back on and do a, a pulse check on it.

[00:23:44] all That sounds good. Yeah, and don’t be afraid. I would just close.

[00:23:47] Vin Vashishta: Don’t be afraid to make us support what we’re advising you to do, all those steps with evidence.

[00:23:52] Ask us for that. Ask us for more than just the steps. Make us explain why. What, what are the causal factors, and what [00:24:00] evidence do we have that supports each one of these steps doing what you think it will?

[00:24:05] What are the risks? What are the gaps? And what are we– What’s the mitigation plan? If this risk arises, how do I identify it before it becomes a huge problem? And what’s the mitigation plan? If we realize this risk is happening, what do we do about it? That’s what strategy should inform.

[00:24:23] Scott W. Luton: if folks respond to the question why with the response that because Cousin Claude said so, that we can’t take that as an answer. Right, right, Vin? That’s what you’re saying. Um, maybe, who knows? Well, you know, but you are, and that kind of is a great segue as we kind of start to wrap up with the one and only Vin Vashishta, because you and your team are churning out strategists and certified AI pros that are certainly able to, um, better read the tea leaves and better yet [00:25:00] act and advise on those tea leaves.

[00:25:03] So let, let’s do this. I want to make sure we, we hit on your popular training and certification, uh, classes, and then we’re, we’re share-sharing, uh, the front page to datascience.vin. Folks, you can go to datascience.vin to learn more about any of these offerings. But tell us, um, what are some of your favorite offerings that you’ve gotten a ton of big-time feedback from the market around?

[00:25:27] Vin Vashishta: you can go to datascience.bin to learn more about any of these offerings. But tell us, um, what are some of your favorite offerings that you’ve gotten a ton of big time feedback from your audience? So we’ve got kind of the big four. We’ve got our AI strategist certification, AI product management certification.

[00:25:33] We’ve got a certification, it’s a new one on opportunity discovery and a brand new one, which is the largest certification we offer, which is on AI and agentic platform monetization. You don’t just learn the architecture, you also learn from case studies how to make money, why this architecture will help you make money with agents, how it will end up fitting your specific use cases, not, you know, some random use case that we just sort of pulled out of the air.

[00:25:59] And it’s a [00:26:00] lot of pitfalls, a lot of tough lessons learned from doing this over the last three and a half years. It, it’s filled with as much advice as I can give you and as many frameworks as we have right now and as much transparency as we have into what’s coming next. That one’s got to be my favorite one because it’s just, it is– When you look at it, it is huge.

[00:26:18] And we packed in so many case studies. It has more case studies than any other course that we have

[00:26:23] Scott W. Luton: Really? Well, and you know, I’ve b- given all the, uh, appearances you’ve made here at Supply Chain Now, I have read through many other reviews. And folks, don’t take Vin’s word for it. Go check out, you know, datascience.vin. You’ll see many of the testimonials there. And, um, and I challenge you, I tell you, uh, I really, if you, if you can’t learn something spending a little bit of time with Vin Vashishta, I would argue it’s less on Vin and it’s more on us.

[00:26:49] Uh, I enjoy all of our conversations. So Vin, let’s do this. Beyond that website, datascience.vin, how can folks connect with you and, uh, learn check [00:27:00] me out on Substack. If you just Google my name, Substack, you’ll get that. Or if you go to the website, it’s got a link to my Substack as well. That is the absolute best place. You’ll find sort of the most current, the leading edge thinking about not just how to architect solutions, so it’s not just a technical focus, but you’re re-architecting your business.

[00:27:21] Vin Vashishta: And if you don’t re-architect the business from a business value perspective and with business value driving it, so you have to explain these two things in parallel with each other. If you don’t understand it from the business value perspective, the architecture’s meaningless. If you don’t have the architecture to execute the strategy, well, then it’s kind of meaningless too, isn’t it?

[00:27:44] And I put the two together in the Substack. I would love to have some of your followers, some of your listeners come by, tell me what you think, tell me what’s missing. Tell me what else you would like to see. What can I do to help out? Uh, uh, because it’s all about getting money from this stuff. We’re spending, I don’t know, a [00:28:00] trillion dollars or something on this right now.

[00:28:02] We’d better make a couple of trillion back.

[00:28:03] Scott W. Luton: Well, folks, go take Vin’s challenge. Go check it out. You can find him, of course, across social, including LinkedIn, my favorite spot. You can find him on Substack, Vin Theshtha, and also, again, I’m sure you can find links to all of that at datascience.vin, V-I-N. He has his own, uh, what is that, a do- is that called a domain?

[00:28:23] You got your own domain, Vin

[00:28:24] Vin Vashishta: he, he has his own, what’s that, do- what do you call it, domain? I have my own domain. Thank you to the French wine industry

[00:28:30] Scott W. Luton: All right. So big thanks, uh, to my friend and, uh, leadership and, and tech guru, amongst other things, Vin Vashishta, CEO and AI strategist at V2. Vin, thanks for being here, my friend

[00:28:43] Vin Vashishta: Thank you so much for having me back. I really appreciate it

[00:28:46] Scott W. Luton: I look forward to the next one already. So folks, to our SC and global fam, I hope you enjoyed this conversation as much as I have. All four stories, and then with some, um, some calls to action at the end. Uh, so go check all out– [00:29:00] uh, go check out all that stuff and report back. Give us know, let us know what you think.

[00:29:04] But you’ve got some homework, because you g- Vin shared a lot of actionable perspective here today. Take one thing and do something with it, folks. Deeds, not words. That’s how we’re gonna keep transforming global supply chain every single day. And with that said, on behalf of the wh-whole team here at Supply Chain Now, Scott Luton challenging you to do good, give forward, be the change that’s needed, and we’ll see you next time right back here on Supply Chain Now.

[00:29:28] Thanks, everybody.