So without further ado, I would like to introduce the first session. Our keynote session is with the remarkable iconic leader, Bozma St. John, CMO of Netflix. Bozma lives at the intersection of business, technology, and people. Her story is beyond relevant and inspiring, and we're so honored to have her here. And Louis Tatoo will be the host of this keynote. Louis will probably introduce Boma, but first I would like to introduce Louis. Louis is our fearless CEO and chairman at Coveo. This is Louie's third SaaS success story. Previous to this, he was the founder of Taleo, human capital SaaS platform that was sold to Oracle in two thousand and twelve for two billion dollars. And prior to Taleo, Louis was the president of Bond Supply Chain Solutions. Louis has received too many awards to even count today, and he is super active in the technology sector as an investor and a coach. He serves on numerous boards, including Circle K Couche Tard and Industrial Alliance Financial Group. And what his business card actually says is none of this. In fact, it is written on his card, he has a father, a skier, a helicopter pilot, and a wine enthusiast. And what I can say is he is one of the most exceptional CEOs I have had the honor and pleasure of working with. Well, thank you. Thank you, Candice. As I always say in these circumstances, my father would have been very proud to hear you and, and my mother would believe everything you said. Bozma, it's so great to see you again, and, and and thanks for being with us. You know, when when we thought about relevance and and who has been a a a real force behind that some some real cultural moments and milestones in the past decade, you you and your work immediately came to mind and and was further reinforced with with conversations we had. And and, frankly, when I when I look at at at your resume, I I wonder so welcome. Thank you so much, Louie. You have certainly done quite a lot. So I'm honored that I'm here with you today, that we get to have such a exciting conversation. I'm I've been holding back a little bit. I feel like one of our discussions, I'm like, oh, gosh. Let's wait until, you know, we can tell everyone. So this is this is exciting, and I'm really glad to be here. Fantastic. Well, thank you. And and so relevance relevance really starts with people like you and and actually ends with people, the ability to engage people. And and and you and I both know that when businesses do that well, they thrive. So I wanna start by by talking about you and and and your own relevant story because your story is a story which needs to be told. And and and and, you know, by means of introduction to to the four thousand five hundred people who are on on this call, I would say, you know, first of all, of course, you're the current global CMO of Netflix. You've led global marketing for iconic companies like Apple Music, like Uber, Endeavor, Pepsi. Bose, you have a big responsibility, and I'm not talking about your job. I'm talking about your followers and the inspiration that you provide. And and you're a successful woman. You're coming from a minority. You're a mother. You're a widow. You're in the c suite. You're broadly admired, and and and and that's so inspiring for many. So for the four thousand five hundred and more people attending, for those who don't know you, tell us a little bit about your path. Oh, wow. That that is quite a a starting question. So loaded because, I you know, as you as you encountered and talked about where I've been and and what my journey has been like, You know, I even sit and wonder how it's possible. You know? I loved when you said, you know, your your father would be proud and your mother would believe, your own introduction because I feel very much the same. You know, that, my parents are originally from Ghana, which is on the West Coast of Africa, And I am named after my paternal grandmother who unfortunately passed away when my dad was two. She was the wife of the chief of the village in which, they're from. And it it really does awe me to think that, someone I'm named after in, you know, so such close generally generational proximity, was the wife of a chief, and now I am a chief. You know, it it really does give me quite honor, and, I'm grateful for the journey. As you said, there are many things that describe me, being a mom to an eleven year old girl who is phenomenal and bright and brilliant. But even that has been quite a struggle because being a single parent unexpectedly is one that I didn't think would be part of my story. You know, my husband, as you said, I'm a widow. He passed away seven years ago from a terminal cancer that took his life, within six months of discovery. And even in that process, I have learned so much. You know, you and I talked a little bit about the intersection of sort of your personal life and your professional life, and I don't really draw lines between them. You know? I'm I'm one person. And so that means that I'm I'm living in a way that will bring honor to both sides. But I don't make apologies for wanting a successful professional career. You know? I don't make apologies for being driven or ambitious. I am only here to serve the moment, you know, that I'm in. And so sometimes that means that I am obviously fully present with my daughter. But sometimes that means I can't bake the cookies for the school bake sale, and I don't make a You know? I I don't I'm like, I'll buy them for a birthday. What I love about you what I love about you is is is, you know, in in many ways, when we look at your career, you're larger than life, but then you're not. And and and you're you're super genuine. And you a few days ago, you made a very relevant comment on tokenism, and and I wanna I wanna dig a little bit on that. You've you've because you've you've clearly when we look at your career, you've done the work. You've you've you you said you have the receipts. Disciplined person. You're motivated with values and beliefs and an incredible sense of identity. But it's about, as you said, ambition, and you talk about worthiness, about understanding that everybody can can make a difference that matters to people. And I don't wanna put words in your mouth here, but this is what we'd like to learn from you. You know? How are you writing the whole story and and and balancing that that professional brand with such a personal in such a personal way? Yeah. Yeah. It's a it's such a difficult thing, Louie. You know, I won't pretend like it's an easy journey or path, you know, to bring the fullness of yourself into any situation, you know, because it requires great vulnerability in order to do that. You know, when we share parts of ourselves, it's like you have to trust the other person in order to do that. You know, and how do you do that in a workspace? How do you do that in front of strangers? You know, how do you do that if you feel as if perhaps they don't value you in the fullness of yourself? It's very difficult to be vulnerable that way. But we know that with that kind of vulnerability also comes great reward. You know? And so when I think about my own journey and I think about the ways in which I've had to show up, you know, it is with that vulnerability. You know, I may seem larger than life. I may seem as if I have things under control or that I'm super confident. But I think at the very opposite of that, it is actually my vulnerability that's showing through. You know, that when I made the statement about tokenism, I was pissed off. You know? I was mad. There was there was I didn't do it with control, with grace. You know? I said it because it makes me upset when it when my contributions are questioned. You know? That if I am placed in a role that, oh, there must be an excuse, a reason why other than the fact that I'm just simply brilliant. You know? Well, you know and and and and for the audience to understand, you know, you you you that that you've clearly done the work. You know, Basma is an expert on branding, obviously. Some of the most memorable campaigns, that we've all experienced were her ideas. You were behind Beyonce's two thousand twelve tour, her Super Bowl halftime performance in two thousand thirteen when you ran marketing at Pepsi. At Netflix, my understanding is you were brought in to bring together the overall Netflix brand as opposed to, you know, marketing today that perhaps is is is more content or project specific. But everywhere you go, you bring your own personal, very relevant brand. So I wanna talk about how you became relevant in business, how you think you did. And and and and but and and and, of course, beyond business. You know, you've built a career on on listening to what's relevant to to customers. You're an expert who can read the room. You pay attention. You said once the future is being more present, and I love that quote. Could you could you explain what you mean and why this idea of yours is so important in business? Yeah. You know, I I also really love this topic. You know, I wish that we talked about relevance more in the day to day work that we do, you know, because we're always looking at the future with such anxiety and anticipation, that we forget to pay attention to the present. That's really what I mean by the fact that the future is the present. Because if you can understand what is happening to you truly, know, if you're paying attention, if you are immersed in it, you'll have a much better chance of understanding where it's going. You know, it's like, you know, folks who feel the ache in their knees, you know, when the weather changes and they're like, oh, there's a storm coming. You know, it's only by understanding the present pain or the present feeling that you understand what's about to happen. You know? So if we are truly present in it, if we are paying attention to all of the relevant things that are happening, then we'll be much better adapted to what is coming. You know? And so for me, it's seriously about bringing myself into everything that I do. You know? That there isn't a separation, as I said before, between the personal and the professional. And so, yes, I bring my biases into that. You know? And, yes, of course, I believe that they're good biases, but it is about listening to other people's biases as well. Right. Yes. And understanding that. You know? Because, I often tell my group also that, I I often operate from a focus group of one perspective. You know? That, we often take surveys to understand what the masses are feeling or how they are approaching the world. But we forget that we are part of the world. You know, that if you pay attention, if you're truly in the present moment, you're understanding, like, what are your feelings about what is happening right now? You know, what are your thoughts about the future? What are your con concerns? If you understand all of that, you have a much better chance of being able to understand what other people are feeling. We're really not that different. You know? And so regardless of our, you know, all of the labels that are put on us, whether it's race or sexual orientation or experience as we say, you know, mother, widow, teacher. You know, you put all of these labels on, and sometimes it feels as if there is no connectivity. And the whole point about relevance is actually like the relative distance between us. You know, that if we read people and understand where our emotions are going so that we can do relevant work. So I guess you don't sit in the office and read reports that much. No. My team knows that very well. I'm not about the report reading. Absolutely not. But it's it's it's about I I I once hear heard, say, you know, bring people who think differently and actually don't agree with you. We need everybody. And and is is that true that you said that? Yes. Yes. Yes. Absolutely. Well, because the thing is that if we are surrounded by folks who clearly just say what we say or feel the way we feel, we actually won't innovate. And it I recognize that it's much harder to work with people who don't agree with you. Believe me. I know it from very personal experience. You know? But I like it. I like the challenge. You know? Your our ideas need to be challenged. We need to understand different points of view and different perspectives. And so, you know, that that habit of, like, sort of having the meeting before the meeting, you know, to just go around and understand what people are thinking, you know, if they will agree with you within the room. I actually like that very much because what happens is that you're able to then better understand where the faults are in your idea. You know? And I don't mind if it happens in the room, but it's much better if you really do gather information so that, again, other people's experiences will help to make yours that much more relevant. Because if you can relate to them, it will better it will make your idea stronger. You know, it'll make the experience stronger. And so for me, I really do believe that we need different opinions. You know, even in in the when we think about hiring, you know, it always, really frustrates me when you get to that point. And I've heard it again and then and again and again. You know, when it gets to that point where you're looking at two candidates. Right? One which is you know, they're both about the same similar experience. They can you believe they can both do the job. And people say things like, oh, well, I think I could I could have a beer with this person. You know what I mean? Better. Yeah. I could get along better with this person. So that's the higher I'm gonna be. Like, no. Don't do that. Don't do that. Hire the one who, like, gives you a little bit of friction. You know what I mean? No. That's so scary. I know it's scary, but it is the right thing to do that will make your idea sharper. You're you're touching a very important point here, about, you know, how we can read the room and and and stay relevant. You know, you can't read the room unless you want you unless you you understand everybody unless you welcome everybody in the room, you know, first of all. We're firm believers at at Coveo, and in fact, it's it's, it's it's it's such an important topic to be relevant, in fact, and and and gain an understanding that cross pollination, in fact, is one of the most powerful force of nature. You never find innovation in homogeneity. You never you need you find innovation in, you know, by by bringing people and, you know, who who who think differently, finding the contrarian in the room. You know? You've you've Yeah. You've you've pictured yourselves yourself as as a very opinionated person, but also as a as a challenger. Right? And so I'm personally deeply interested in this in this whole topic and the incredible value that gets created when you put diverse people together and when when we can get rid of our unconscious biases and welcome differences, what advice would you give to all of us on how? How to create environments where that can happen even more? You know, Louie, this is such an important topic. Thank you for for asking that question because I find that we really want to be comfortable. Right? It is our human desire to be comfortable. It is where we go to. And it is why then we hire people who feel comfortable to us. You know? And but I think for us, we really have to address the fear. You know? That, the idea that we are all open and we are all understanding of other cultures is actually a lie. You know, we're not. We don't know it, and we're afraid of it. And that is why we make the decisions we make. Because most of the time, we're making them out of fear. You know? It's not about the perspective of like, oh, yes. I want a better business and therefore or a better team. And so therefore, I'm gonna make this other decision. You should really sit in the fear, you know, and understand it and then address it because that is how then we break open the real innovation. You know, no one great ever did something because they were comfortable with it. It scared the hell out of them. You know, they were scared when they did it. And so think about that, like, we all have it. You know? This is not again, I think sometimes the, bravado and the confidence are mistaken. You know, it's and, again, I'll go back to vulnerability, which is that my true strength is in how vulnerable I am in situations, in ideas, that I am open to understanding that sometimes my idea is not the best in the room or there are flaws in it. You know? And so to be comfortable with that and to understand the fear and address it, just be self aware is okay. And by the way, sharing it is actually really powerful. You know, I found that in most of my teams now, you know, I find that, as long as I am sharing that and communicating that, my teams are also able to do it. You know, they're able to also say, you know, I think this is good, but I'm not actually sure if it is. And I'm afraid of x, y, and z. I like to go around the room and talk about feedback. And and you will create the environment for that to happen, obviously. You will create the space, Tia, so that you leave no stones unturned. And and and can I can I can I conclude on that that in fact, that ability, in fact, to expose your vulnerability and and, and and welcome diversity and and diversity of thoughts and and and opinions, etcetera, is what allows you to read the room and in turn, you know, be more relevant, you know, create relevant brands? Yeah. That's correct. That's correct. Marketing takes courage in a way, you know, to to to face that. Right? Yeah. Absolutely. Again, it's about really understanding what scares us, you know, and then trying to put the light on that, because it is what we connect with most. You know? That if we if we really address the fear, we'll be able to conquer it. You know? It's like hiding from it isn't gonna help you. You know? That's covering it up isn't going to help you because it will just expose itself at at some point. So why not do that? Whether it's in hiring or it's in the idea. And then also the fact that back to the point about relevance, you know, it's the only way that we can actually connect with each other, you know, is to address the things that scare us because that's where the real open door is. That's where the the innovation is. That's where all of the that's where all of the reward is, by the way. You know? It's like, even in every fairy tale. Right? You never heard of one where it was like, oh, they were just walking around the path, and then they found the pot of gold. That never happened. No. Never did. It's like, you know, they had to, like, slay the dragon, and then they had to jump. They had to swim through the monstrous sea, And then they had to climb the mountain that, you know, they couldn't. They were blinded by the fog. I mean, it's like all of these hurdles and obstacles, these fearful things that lead to the end result of the promised goal and the promised land. That's that's so great. So great to hear you there. Well, I think what what people will realize as as as we hear you is you're you're right at the you're so much at the right intersection of people and business, and and and right where every company should be. Actually, to be relevant, you need to be relevant to people. Your businesses you know, even in the b to b world, we need to be relevant to people. So it's so it's about it's about doing things that connect and inspire and matters to people. And, again, as we said, everyone in the room, not just a subset. And and things that are relevant and and truly engage all. And so I'd like to talk about what builds relevant companies and and and brands that people want to engage with. Because at the end of the day, you're the master of that. Marketing is really the art of engagement. Right? Is that am I am I correct? You know, that's you know, it's it's about engaging people in ways that are not necessarily rational. People are more emotional. So the companies that you work for, you know, they they've and and and and perhaps others that we all admire, you know, they they these are companies that stand for something. These are companies that have either disrupted industries or they know how to disrupt themselves. They've been at the center of cultural shifts, and they've created better products, but more importantly, better experiences, really. That, you know, products and services are almost a commodity. Choice is a commodity nowadays, but, you know, the experience and and and, you know, I'm old enough to have grown up where marketing was was was price, place, promotion, product. Right? The the four p's. And now it's I I I think it's the two p's of purpose and and personal. Right? And and and so on. So what what would you comment on that and and and how that art of engagement and, you know, has evolved? Yeah. Yeah. You're right. The evolution has been swift. You know? The we're just exponentially so. Everything. And so it's really about being on top of what is happening today. You know, that it's not you know, sometimes we think about trends, and we're we're a little bit afraid of those as well because we think, oh, well, I'm gonna miss the boat or I'm gonna say it wrong or I'm not gonna get it right, and then it'll be, you know, tone deaf. But the truth of the matter is that if you look at brands, and this is something I champion constantly, so I appreciate that you talked about emotion. Because brands are really human. They really are. You know, it's not even just about the human beings that are running them. I'm talking about the brand itself. It has a personality. It has good days. It has bad days. It has its value system. It has its history. How was it born? You know, how did it grow up? What were the challenges it faced? All of those things are human characteristics that then create, you know, the the current being. And so if we look at companies that way, we'll be much better able to then deliver upon what our customers and our audiences are wanting because they can relate to other human fact they they can relate to other human elements within that brand. And so even in the way that we communicate and the way we engage from a marketing standpoint, it has to be through human emotion. You know, we have to turn our brands, these inanimate objects, into humans, you know, so that people can then connect with that. And so, yes, then, of course, we pull out the different emotions within that human being, which are, you know, joy or concern or anxiety or fear as we've talked about, you know, or hope. There are so many emotions that we can draw on then to draw that affinity and loyalty and engagement to the brand. And so, yes, relevance is about being in the moment and being present and not being afraid of sitting in it, but also about turning our businesses into humans so that it can better connect with our relevant topics that are happening in the world, you know, that we can react. You know, it's so interesting that today, we think about the brands who are really doing well within our current global pandemic and racial and social unrest all over the world. And it surprises me when businesses are not, facing that, you know, or not to that. As if we can sit back and not have an opinion. That's not true. You know, our audiences expect so much more of us today. You know, like, fifteen years ago, Louis, nobody cared really what, you know, we were doing in the boardroom. They really didn't. They cared about the, you know, brick and mortar of the business. And now it's very rare when, the audience or our customers are not asking about who is in the boardroom. What are their values? You know, what decisions are they making? It's very rare. We find that it happens again and again and again. So why not deliver on that? You know, why not then show? You know, come out. Be relevant. Connect with people. And we can only get should be engaged. Brands should be really engaged. They shouldn't be, you know, more on the neutral zone. Absolutely not. Because nobody expects that. You know? Again, I just I love analogies, Luis. So I'm gonna keep giving them, them. You know? We tried that. It's like We love your we love your analogies too. Good. Good. Because they're coming. But it's like being at a cocktail party. Right? Think about this. Right? You're at a cocktail party or barbecue or some gathering, social gathering. The ones we miss these days because we can't be in them. You're there. You know, it's like you're you're talking to different people. You're, you know, engaging in conversation. But there's not one person who is, like, sitting kind of quietly in the back by themselves, just watching, drinking their little beverage. Don't you look at them suspiciously? You know, you're sitting over there like, what is the matter with that one? That is what your brand looks like right now if you're not engaging. Because everybody is talking. Everybody is involved. You know? We're all discussing what is happening. We we're telling our customers well, even telling our employees what we think. Right? And so if you're the one in the back just standing there quietly sipping on your drink, you're the weirdo. You need to hurry up the game. And in fact, don't you think don't you think that, you know, if if if you look at companies you know, many companies think about marketing, about about in terms of their product and service, you know, marketing themselves. And and and and what you're obviously thinking about is is the people and the emotions and the quality experiences that your products and service will create. And and and and you you even talked about, you know, products that start living and and breathing and surviving. So to us, that's, you know, that's obviously really relevant. How do brands connect? You know? So so so I I think you talked about, you know, being a are you literally turning it on its head, which is forget the product, forget describing what we do and etcetera. That'll come later. Let's talk let let's focus on people, what they're feeling, what they what they're what they wanna engage with, and then and then, you know, back into back into the product almost. Yes. That's right. That's right. You know, you can see even in the most sophisticated brands that rarely do they talk about the actual product. You know? It's like we can we can pick all the ones that we know, and and you rarely see the actual product. Right? They're selling something else. They're selling an emotion. They're selling an aspiration. And so from a marketing standpoint, that is always the what we are going for, you know, that higher order, purpose as you also mentioned. And so I'm I'm communicating right now that it is important for us to connect on a human level. You know, that our businesses and our brands need to tap into what people are feeling and that the product can follow that for sure. You know? Because it's like, well, how does the product that you are engaging with or that you are promoting or marketing, how does it serve that purpose and that need that you are then leading with? You know? And so it is just an an order that we have to figure out. You know? It's like, yes. Start with the emotion. Follow it up with the people and then the product. You know? And then if you call you back the purpose the purpose needs to be bigger than the brand. The purpose needs to be above the brand. Yeah. Yeah. Let's check let's check to people's expectations, boss. And, you know, if if we look over the past decade and and and, you know, you've been a you've been a key actor in that. You know, customers and and and people have been trained by, you know, companies like like, you know, Apple and and Amazon and and Netflix and and Wayfair and Spotify and, you know, all the the the the innovative, you know, disruptors. And and, and and and they now have incredibly high ex expectations of their experiences. These are companies that do a number of things well. That, personally, I I I really admire that can connect to people in in in in ways that we just talked about, and then and then have an ability to, you know, deliver, you know, in in in very engage with us in very, personal ways. And so I wanna I wanna talk a little bit about that, and I'll use Netflix as a metaphor for that. Yeah. And I know you're reasonably new to Netflix and etcetera, but Netflix to me is a great metaphor because Netflix, thanks to technology, nets Netflix is a is is a search powered experience and so on. But thanks to technology, Netflix knows what I'm gonna enjoy next better than I. I can I can search for Robert De Niro or Meryl Streep? I'm a big fan of Meryl Streep. And, but I don't need to know, and and and I don't need to, and and and I don't know the entire repertoire. And so, you know, we're really beyond the search era. We're and we're all hooked. I'm hooked. Right? And and and this this really becomes my new expectation that not only you you will understand who I am, who Lou is, who Bose is, but what I will need next. And and Netflix might even show you and I a different thumbnail for the same movie or series. That's where it went. So if you think about that, you know, do you think our world has irreversibly moved from persona to persons? Yes. Yes. Yes. Yes. It's so it's such a great question too because, you know, I even wanna take it back, a little further. You know, one of my favorite quotes is from Henry Ford who said that if you'd ask people what they wanted, they would have said faster horses. Right? Yeah. They wouldn't have That's true. And so, again, we're we're sort of in the same predicament, you know, that we believe that people will be better served if we do the hard work of predicting what they want. You know, that we don't serve them well by just giving options like a warehouse and just saying, whatever you'd like. You know, people don't have time for that, and they wanna be comforted. They wanna be taken care of. And so the way I approach it and by the way, for for a number of the companies I've worked for. Right? Netflix, Uber, Apple. You know, those are all companies that have worked really hard at serving their customer, you know, serving the the audience. The purpose is to understand that people actually just want comfort. You know? They want to be served in a way that they don't have to work hard for it. You know, the world is so full of chaos. It's so full of all kinds of pressures that if you come to this product, we will then serve you and make you feel good, you know, in a way that you don't wanna have to work hard for. And I think if we can deliver on that, then people feel good and they feel loyal to the brand. And so, yes, I think the algorithm works really well in that, but so does, like, the personal touch. You know? And that's where I come in. Right? Because as a marketer, what I'm going to tell you, even though you come on the service and you'll find things that to watch because of what you've watched before or we're serving up the top ten things because, you know, this is what other people are watching. I wanna be able to express to you what you're going to get out of this experience. You know, that the brand is here to serve your higher purpose. You know, is it discovery? Is it understanding? Is it that you just need to be entertained and to just float away into a different world? You know, all of those things are relevant, and they are important. And so if we can answer those, I think we have a much better chance of then gaining the loyalty that we want from our audiences and understanding that they are full of decisions. You know, that the the world has so many options for them. And so what is the purpose of what we do? You know? It is to bring that If when you combine these two, when you combine, you know, the the the purpose and the, you know, the brand that you know, the brand connection with the emotions and the ability to connect with people in very personal ways, you know, the the ability to deliver a million different experiences to a million people, you know, thanks to technology. This is so potent, obviously, that the how can how can you possibly compete if you don't worry about these two things? Yeah. I mean, that's the thing is that you have to think about the combination of how to deliver in a way that's gonna feel very in touch with what is happening right now. I mean, I'm just gonna keep pressing on that. Right? Which is that we have to be nimble. You know, we used to think that we had time. You know, we used to think that we could make strategic plans that were twelve months, you know, thirty six months, and maybe five years away. But that is not the case anymore. We cannot wait. And so being nimble is extraordinarily important, and it goes back to the point of our relevance. You know, it's like, if you're not talking about what is happening right now, if your company and brand isn't truly engaged, if the algorithm you're working with is not is not driven to make sure that you are answering today's need, then you're going to miss. And you're gonna miss big because we're moving so fast and we're exponentially changing that we have to do the work of really understanding what our audiences want and combining those two things so that it actually hits home. You know what I'd like? I I'd like to talk about the workforce for a minute. We talk we talk about consumers. We talk about marketing. We talk about people. There's a new type of consumer, and that consumer is an employee. And and, you know, what I I personally call, like, the consumerization of the workplace, which is people Yeah. Now have a very different relationship. You you you run a a a massive team, obviously, in in in the work you do. And and so people have expectations, the same kind of expectations of an employer brand, of a of a of an employer as a brand, you know, that, you know, they they they need to understand the purpose, and they need they need that employer to be relevant to them and and and provide them, you know, with with the infrastructure and, and, and the type of of culture that is is is conducive of of helping them do more on their own, I guess. You know, this whole idea you know, obviously, COVID was a was a massive catalyst. I I don't think COVID changed a lot of a lot of things on the course that were already on the course. I think it was a massive catalyst. It was just an accelerator. I don't wanna minimize it because it's a I I think it's a it's it's an amazing drama. But, you know, work streams obviously need to increasingly match cultural streams. So what do you think if you if you think about the the the world of work and and and how it's changed, you know, over the the the the the past six months. How would you apply these same print same principles towards towards the employee, population? Yeah. I mean, that's just what's so amazing to me is that, again, we think about definitions, and then it puts people in boxes. You know, as if, like, the audience is different from the shareholders, is different from the employees, you know, that there there really are no differences. We're still talking to the same person. You know? Oftentimes, I am I I wonder at, the communications that we have that are outside of the outside in the world and then think that our employees aren't seeing that. You know, of course, they are. You know? And so if it doesn't apply internally, we have a problem. You know? It's like we must live the same truth that is inside as we express outside because our employees are absolutely our consumers. You know, we have to make sure that they agree, that they, are inspired, that they feel the connectivity to the company in much the same way that we are serving our audiences. And so, absolutely, I agree with that. I think the consumerization of the workplace is a great term. I like that. But at the end, we're only talking about people. You know? And therefore, it's like, again, this is why I am so adamant about the focus group of one because oftentimes we forget ourselves even in the conversation. You know, that in the discussion, we're not considering what we want and what we would like to see. You know? And if you want to be served well, how would you serve others? You know? It's like that golden rule. Right? Do unto others as you would unto unto yourself. And so I would have that be the way that we approach all of our work, that we are absolutely focused on the internal health as well as the external health. Well, couldn't couldn't agree more. So so it it it's amazing that, you know, how this is all coming together in the world of business. I wanna move to technology and, and and and not in the in the in the geeky way, in the geeky sense at all. But, really, in we we cannot obviously ignore technologies. You work for techno you know, fundamentally, you know, tech leaders. You know, Uber is one. Apple is one. And, and I'm sure, you know, there were a lot of innovations at Pepsi as well and, and so on and, of course, Netflix. And and so if if you think about the world let me ask you a general question. First of all, you know, how in general terms, if if you have sixty seconds, you know, how would you qualify, you know, the world without technology as opposed to what we've seen over the past ten decade? Can you even imagine it? No. I can't imagine it, and I don't think we should. Yeah. You know? I don't think we should. I don't think we should. You know? I don't think we should. It's it's often that we run these exercises that are improbable. You know? Our world has changed. Period. End of the disease. That's it. Just acknowledge it and that's it. And and so so so here at Coveo, we we I talked about, you know, earlier on how, you know, we we talked about the the the fact that we're moving from persona to persons and and and that, you know, now we have the ability, in fact, which to me is a positive, to deliver you know, serve people in very individual ways. And and and so what what we do here at at Coveo is is use search data and AI to deliver the the content and the digital experiences that people expect that that are relevant, the content that that is that is relevant. And and and much like Netflix, you know, we we wanna be able to not only, you know, respond, but anticipate, in fact, so that we can remove the effort and and create those better experiences and so on. So so that's and and that's a common attribute of the companies we we you work for. You know? I always say about Uber, you know, ten year a decade ago was perfectly okay, at least in Montreal where, you know, and and, you know, where where we're from is is is it was perfectly okay to get a cab in ten minutes. You didn't like it, but it was perfectly appropriate. Now if your Uber is is is coming in seven minutes, you're gonna cancel it and try another one. Right? I mean, we're all you know? So so this is kind of the the the new normal. So I wanna talk a little bit about that world of technology and personalization from from all angles. Not all good or, you know, and etcetera, but serving people in individual ways. You know you know, when people wanna buy something, fix something, or connect with someone, or or learn, or or, you know, everything they do on on a digital platform. You know? What happens when an experience in the digital world is not as good as people think it could it should be? Mhmm. Oh, gosh, Louie. You've hit on so many important points. You know, it's so fascinating, isn't it? This whole example that you just gave about the taxi and Uber. Right? It was it's been fascinating to watch. I think everyone should be fascinated by it. Right? That as soon as you provide service, it's like it exponentially grows in terms of expectation, you know, that people then become so comfortable with it so quickly. You know? And we should all go into these conversations knowing that that our service or our business that we are providing is going to exponentially grow expectation as we deliver. You know, that the delivery of The Mars law the Mars law of experience. Yes. That's right. That's right. The more you deliver, the more expectation is gonna be put on your shoulders to deliver more and deliver consistently. But we shouldn't be afraid of that. Absolutely not. You know, we should absolutely reach for that kind of expectation because it's just gonna make us sharper. But, you know, here's the real conflict. You know, with all of that speed, we still want depth. You know, it's like understanding the difference between a wine that's made quickly and one that is aged. You know? Like, you age like fine wine like me. You know? I consider myself to be that. There you go. I know. I'm not that spring chicken, Louie, but it's okay. I'm so much better now. But it is true that even in our experiences in technology, our our audiences and consumers still expect that there is depth. You know? That we are not just serving a superficial experience, and that is what they want. And so, yes, it could be that, you know, you're gonna cancel your Uber if it gets here in seven minutes versus two minutes, but the depth of the experience is still so key and so important. And so to really consider that as part of a service and as part as what we're delivering is actually what's gonna make us win. And so, really, like, as we think about the exponential expectation, think about depth versus the speed at which things are changing. And and and and so when we think about that so I'm I'm I'm obviously with you. That's the business we're in. Right? Is to serve, you know, use data to serve people in in in in very personal ways. Now, obviously, there's an arbitrage here, and and and, you know, we've maybe you've seen the movie, or the documentary, The Social Dilemma. It's it's on Netflix, Quite a lot. And, and, and and there's kind of an arbitrage here between privacy, personal information, and utility and benefit for people. So so people expect these experiences that they can connect with and that they they expect brands to engage with them with them in very in in ways that are relevant to them and that are very, you know, personal. The more I can be personal, the more I can be relevant because no two individuals are the same, obviously. I don't wanna be a, you know, in a in a Madison Avenue, you know, nineteen ninety five, you know, segment. Right? I wanna be I'm me. Right? And so how do you how do you think about this arbitrage between, you know because in order to deliver on that, you need to use data. You you don't have a choice. You know, Netflix collects data about my every move and and and not only what I watch, but, you know, what I browse and and etcetera, and then uses AI, much like what Coveo does, uses AI, in fact, to to to find people like me and, in fact, figure out, you know, better than I do as I said, you know, what I'm gonna like next. And, and and so how what's the arbitrage? You know, how much should we use data in order to serve people in better ways, and then, you know, how do we manage that? Yeah. Yeah. It's a tough question. I know. It it's a tough question. And I'll tell you this, that my experience tells me that there are obviously, there there are there are boundaries to that. Right? There are third rails. But I think that the practice that we have of getting closer and closer and closer, the slow build is actually when makes people more comfortable. Right? It's the truth of it, which is that if you are in is it as a consumer again, focus group of one. Put yourself in in the position of being served. Right? And you again, more analogies, Louis. Here we go. You know, it's like you are at a restaurant. You go to that restaurant every day. Okay? It's like Cheers. They know your name. You know? You go there. You order the same thing every day. And so then every time you go, they add the thing that they think you will like because you have ordered the same meal again and again and again. They know you hold the pickles. They know you want extra cheese. Then all of a sudden, one day you Coveo, and there's a new chef back there. And he forgets the cheese, puts on extra pickles, and throws on some ketchup. And you're like, what's it? What happened? Like, you know me. You're supposed to serve me well. Like, I don't know. And you're mad, and you storm out of the place. It's the same thing with Art Dec, you know, which is that our audiences and our consumers expect that we know something about them, that we will serve them well. And the crazy part of it is that when we don't do that, they get upset. And so we have to actually serve them in a way that doesn't creep them out, but that we can continue to get to know them better and better and better over time because the expectation will grow that we know them really well. You know? If the if that even more relevant. It can be even more relevant over time. Yeah. Exactly. I think I think the issue the issue is when companies start using data and they're not given back in return is is is is essentially, I think, the the the gist of it. I wanna talk about that, in fact, in the context of, you know, a competitive advantage. So the the the I I often use the example of Wayfair right now, which is another, you know, company that, you know, should be admired in in in many ways. But the reality is is is this is major disruption. Right? And if you you know, suddenly, you know, the there there are probably about two thousand, you know, furniture retailers that we all knew when we grew up in America that, you know, sell ranges and where you get your sofa and your kitchen table and your microwave and, and your range and your your washing machine. And and maybe some of them were started by the grandfather and, you know, were citywide or statewide, a few stores or or whatever. You get the idea. And then suddenly, there's a company in in Massachusetts with two thousand four hundred developers and data scientists that doesn't look like the employment profile of a furniture retailer at all. And and they're killing it, obviously. And so and and that's good because they're serving people in a better way, and Wayfair, you know, through data, starts understanding, you know, that I might like this carpet or I I might like this table, etcetera. And they're following through with an effortless logistics experience, and that's great. Now the the flip side of this is is that there are two thousand there are two thousand furniture men you know, retailers that need to catch up. And and so what we're witnessing here is is a polarization of business. We'd like at Coveo, to think about the idea of redemocratization of business. You know, we talked earlier in this conversation about how peep how everybody should be should participate, how we should be inclusive and so on. Doesn't that apply also to business where, you know, we want every business to be able to participate because it's very hard. You know? How do I compete? If I'm in business, how do I compete against these these these these big, you know, these these Goliath, essentially? How do I do that? Yeah. Yeah. This is this is such an important, important discussion. And my one word answer is gonna be innovate. We must innovate. Yeah. You know, because you cannot compete. You know? It's not possible. The competition is not in the same lane. You know? It is in a different lane. And so innovation is going to be key to the survival of any business who's trying to be in the same space. Right? It happens it's happened over time. It's happened in every category. It's happened in every century. You know, I often think about the milkman. What happened to the milkman? You know? That that job eventually has disappeared. You know? But the innovation in how we get, you know, things delivered to us is now Instacart. The the milkman is back, but just in a different way. That's true. And so I do way. In a different way. And so I do think that innovation is the key answer. You know, that for the retailers, as you've mentioned, or, you know, take any example from any number of industries where we find mom and pops, you know, being squeezed out, that I think innovation is going to be the key. You know, the human desire to have simplicity or the local touch doesn't leave. It's not gonna stop. It doesn't It doesn't go. And so I believe that there's just a different way to address it and a different way to attend to our human desire to have cheers in our life. You know, to have the corner door that knows your name, the place where they understand what you want. You know? Because even in terms of personalization, as we get bigger and bigger and tech gets bigger and bigger and you have companies who have, you know, hundreds of thousands of data scientists and who know you personally online. I do think that there's a way for the smaller industries and the smaller businesses to innovate, to address the needs that are not being served by the big the big companies because there are holes. There are always weaknesses. Goliath had a weakness, and so you have to find it, you know, and decide then Right. Who you're gonna innovate your business in order to address that one weakness. And technology is available, but I I think what you're suggesting is you you shouldn't ignore it or you shouldn't think that bad news will well, whether it's bad news or not, it's the news that the news will will will get different over time. It won't. You will not compete. You cannot deliver a million personal experiences to a million people unless you use AI. Period. That's right. You you just can't you know, as you know, hordes of of marketing people, you know, doing the traditional data models and segmentation just won't cut it because they won't be able to deliver that those kinds of experiences. So Okay. In in in closing so so we have four minutes left, you know, and and and I'd like you to if you have one takeaway one takeaway, and, you know, in terms of, you know, your key takeaway you can offer to any company around relevance, the importance of relevance in companies looking to compete. Thirty seconds. Okay. Well, that's that's a lot of questions. And then I have a little surprise. Exactly. But I'll I'll keep it short, which is that remember your humanity. As we think about technology, as we think about relating to others, as we think about growing our businesses, remember your humanity. It is what will continue to remain stable. You know, as our world changes, as our businesses change, we don't change because the ways that we wanna connect can make sure that we are remaining relevant. That that's the best way that we can make sure that we are remaining relevant. So, Bozoma, this has been a fascinating conversation, and you add so much value to this to this conversation. So on behalf of our six hundred employees at Coveo that are really people I deeply care about and and and the the four thousand five hundred people on the line, I I wanna thank you for being so so generous and genuine, I think, is is is is the way I would phrase it. But before I let you go, I'd like to ask you a couple of questions, you know, with a ten seconds answer. Okay. A person a person you a person you admire. Oh, my mother. Ah, beautiful. Barcelona or Kathmandu? Oh, Kathmandu. For sure. I love that. Cranberry or sauvignon? Oh, cranberry. Cranberry. Breakfast or drinks? Oh, drinks. Absolutely. Liquid diet. Totally. Liquid diet. Worst task you worst task you've ever been asked to do? Oh, gosh. This is gonna sound terrible for dog lovers, but dog grooming when I was attending a long time ago. Balenciaga or Nike? Nike. Nike. Okay. Yeah. Favorite place in the world? Oh, gosh. My bed. Your bed? Boz, you're you're Buzz, you're you're a true professional, and you're you're contagious, really. And I know you've you've inspired thousands of people today. So let me just say that, you are most definitely very relevant. And, thank you so much for spending time with us today. Thank you, Louie. Brilliant. I mean, hello, Walter Cronkite. You're doing a great job. Oh. Well, thank you so much. It was fabulous. I really appreciate the conversation. I told you, my mother would believe you. Take care, Bubbles. Take care, Bubbles. Bye bye. Thank you so bye bye.