AI Insights for Better Business: Garry Green of Quanton Unveils Productivity Secrets | Ep 158

Debra Chantry-Taylor  00:02

Welcome to another episode of Better Business better life. Today I am joined by a fellow British person, Gary Green, who is the MD and founder of quantum, which is a business that specializes in digitization, AI and robotic process automation. I get that right, Gary? Excellent. Great to have you here. We’d love to hear a little about your story. So you are originally not from New Zealand, but you moved here about 15 years ago. Yeah. Tell us a bit about how you got to be where you are.

Gary Green  00:32

Yeah, thank you. Yeah, I came to New Zealand, 15 years ago, I have no intention of setting up my own business. But it just circumstances kind of an opportunity arose. And you thought, you know, why not? And it’s probably about just over eight years ago, I came across a particular technology that was not being used in New Zealand. And I thought we could reason for that. And I knew someone that was actually working as Chief Marketing Officer for one of the major companies that did this technology, UK based company, but they’re doing really well in the States and Europe. And I reached out to him and just saw that that technology could really help with transformations in New Zealand, and for us everywhere I’d worked before. So I reached out to him. And they had no intention of going into this polar world, but said, Hey, Gary, I know you all back you, you want to become a partner on this technology, which is blue prism, robotic process automation. And so approached a number of the businesses I’d worked with before. And basically cut long story short, one of the major banks I’d worked at, basically, was after this technology to see what we could do globally. And were the only people in the market doing this. So we landed one of the major banks as our launch customer, which was fantastic. And we built the business out from there. And we landed other banks, insurance companies, in his technologies, health sector, clients, logistics, energy, retail, but also that this was a kind of starting point of where people looking at technology around automation could help their businesses become more productive and save cost free people from mundane activities, but also kind of de risk their businesses. And so we’ve kind of evolved as the technology has evolved and democratized initially, it was only in the realms of the big enterprise players. And now the technology is available for large, medium and small businesses. And we’ve definitely seen probably the biggest uptake in growth in automation. And AI is probably around the mid tiers, because I can just adapt and change quicker than there are bigger competitors.

Debra Chantry-Taylor  02:29

Yeah. We were chatting before the podcast, you explained the whole Moore’s Law thing. Obviously, as things get more popular, and technology moves forward, it becomes more readily available to everybody. Is that right? Yeah.

Gary Green  02:42

And so yeah, Moore’s law is a kind of exponential series that basically one of the founders of Intel, I forgot I forgot his first name. But basically, Professor Moore, he basically, he basically, in looked at that, basically, he could basically double the chip capacity every 18 months on a microchip, so reducing, but this also meant then that effectively, the cost was having as well, right. So and it’s basically an exponential series. So basically, every 18 months, it goes from seven for chips to eight to 16 to 32. And it’s a kind of progressive curve that goes up. And people often kind of when you’ve got disruptive technology, it follows an exponential path. It flies very much under the radar for many years, and then suddenly pops up. So like Chachi BTB, or where did that come from? It’s been happening for years. Yes. And so building very slowly, and then all of a sudden, it’s a hockey stick. Yep. But what that means is that then it’s seen as disruptive but it’s not necessarily that technology, this disruptive is the business model that you can now empowers you to use that technology to do or multiple technologies. And as we’ve chatted before, so that, you know, there’s a number of technologies 20 Plus technologies are exponential out there, from artificial intelligence to robotics, to self driving cars to in medicine,

Debra Chantry-Taylor  04:00

Information. Flying cars is one thing I’m sure I heard you mentioned, flying cars, flying

Gary Green  04:03

cars are basically drones. Yeah, you look how drones have progressed. And that’s true ability. Yeah, everything else. And actually, is probably, you probably get adoption of flying cars ahead of self driving cars, because they’re operating in an area of space where it’s not congested or crowded. And it’s easier to kind of deconflict them than in a crowded environment where you’ve got people, a complex environment like driving, which is much more challenging. So it’s interesting that you these technologies, and you can also go in to kind of fill gaps as well, that don’t, that you couldn’t have done by other means or ways before. Yeah, but what that means also with exponential technologies is that it requires a new way thinking because, again, you can do things differently, but things move faster. It’s that kind of movement move from a scarcity to abundance. So it’s like with digitization, you suddenly can go from an analog world where you may have you know, a noose Paper and now you’ve got to digitally or your photographs now you’ve got and digitally. And you might have only had a few before to now you can take unlimited pictures. And it’s that thing of go that once you digitize the incremental cost of doing something is virtually zero. Yes. So the business model is built out before was around managing scarcity, the future business models now about managing abundance. But that also means then that you’ve got to change your business model. But equally as well, the skills that you need for managing abundance and digital world are completely different to scarcity skills. So you move to much more empowerment, having highly capable people that are empowered to do stuff not in a command control kind of regime. And they also self organize, and do that. So you’re basically, you know, a lot of the kind of skills that you need, as a manager also shift and change and also as leader, equally, you’ve got to keep on top of this as well. And you can’t rely on your skill from 10 years ago, or 20 years ago, because they’re not necessarily relevant, all of them relevant to what’s required in the future. Yeah. So that’s probably one of also for takeaway, you’ve got to constantly evolve, as well as a person, learn and understand what’s going on environment. But how can you use that? Or how can you upskill yourself or your team around that? Not just to what technology but ways of leveraging that technology?

Debra Chantry-Taylor  06:18

Yeah, it is a completely different way of thinking, if you think about the whole abundance versus scarcity. And we were talking about photography earlier, you know, in the old days, you would take that perfect picture, and you make merde, sure you didn’t waste any money by taking more than one, one image because you had to pay to have them process whereas now we have 1000s of similar images. And how on earth do you manage that? And that’s the same in business, right? Yeah.

Gary Green  06:39

And it’s that thing of go that you’ve got access to so much data and information now, and you don’t know where it is, and the quality of it. And that’s also one of the problems with AI that you want to train it. But your data is not great. In one area is called potential bias because it was collected in certain ways or certain data sets.

Debra Chantry-Taylor  06:56

We’re seeing that with the image generation stuff on there’s a lot of bias going on the in the AI image generation. You mentioned that Westpac said earlier on this year that if you’re not using AI will be out of business pretty soon. We don’t wish to scare people, but it is it is going to be part of every business really in the future, isn’t it? Yeah,

Gary Green  07:13

I think the thing is, is that in evolving as a business, you’ve got constant move forward, because if you’re not growing, you’re dying, simply because, you know, you’ve got inflation to deal with, you’ve got to kind of see demands in what the markets doing and in a market forces. But effectively, your competitors are using AI to get ahead. And they’re using it to be a point of difference of how they can make themselves more competitive, how they can make themselves more productive, how they can get better insights into the customers, how they can actually move quicker to evolve to those customer needs. Equally, staff, you know, aren’t prepared to put up with mundane activity staff are a premium and your best assets, how do you attract talent and give them interesting work. So you got to change the ways of what you’re doing, leverage these tools. And as I said before, it’s not the technology that’s disruptive, it’s your business model that can be disruptive and how you leverage that technology in your business. And it’s again, how you can use your stuff in the most productive way, how you can increase the productivity of your business, how you can improve your differentiation, and how you can move faster. And again, from some of my background in the past, we I think call you to loop, which was in a military use is observe, orient, decide and act on the idea. And it’s the same in business, you need to observe orient decide act. And the idea is that you can do it faster and better than your competitor. So that means that you got to be able to see what’s going on, need to know what’s going on in the market, you need to be able to make informed decisions, and they need to be able to act, but you need to do that in that kind of seamless way. And rapidly. Yep. And that’s why I say medium sized businesses are really well positioned because they can do all of that quicker,

Debra Chantry-Taylor  08:52

Got the legacy systems they have and all that. Yeah, that previous behavior as well as boats are a lot flatter, where

Gary Green  08:58

A lot of big enterprises have gotten many layers and legacy ways of doing stuff. And they’re also set up for an optimal way of operating that’s worked really well to get them to where they are. But equally Is that the sort of the best business model for them go forward when you’ve got to move quicker. Because, you know, we’ve got a range of clients from enterprise dancers, mediums and Smalls. And they all work at different paces and decision cycles and, and so on. I mean, we cater for all of them. But you’ve got to be aware when you’re you’re doing that. And if you’re in a relatively slow market, that’s probably not a problem. But if you’re in a fast moving dynamic markets, you need to be able to kind of increase that pace and I say use data and AI to augment those decisions.

Debra Chantry-Taylor  09:40

Okay, so when businesses come to you, what are usually the pain points that they’re experiencing when they when they come to you?

Gary Green  09:47

That’s a good question. Various because it’s often you know, we get people that come, like say, you say, oh, I need to be using AI. And you go well, why? Because everyone else is using it’s a buzzword It’s what’s happening. And you’re always in that case, it’s someone looking for a silver bullet and you go, there are no silver bullets, is it to deal with something else? We’d normally ask a few questions, you know, where you are, where you want to be? Why do you want to get there? What are the drivers? And then what like, say, what are the pain points, and it might be that they’ve got to a certain level of growth, and they can’t go any further. Because their operating model, the maturity of the operating model, they use in mature their processes, the skill sets, they’ve got the market, they’re operating in, or sign or fragmented data, or a whole host of things, they don’t have a unified view of the customer, or they got inconsistent view the customer or always inconsistency in the processes running, which result in variable customer experience, and so on. So we people come, and it’s more of a symptom that we get, rather than the underlying cause. So we’ll very much dig into what the underlying causes are. And we often find that people on AI, but then you go, Okay, have you got a vision of a future? Or a strategy? Yeah, great. If they haven’t, let’s get that in place. Because then you know, where your North Star is, and what you’re aiming for? How they got an operating model? Yeah, great. Is it being used consistently? Yes, no, is not, why not? How to ensure consistency of operation? Because if you want to automate something, or use an AI, you need a consistent process? And then what’s the data you’ve got that you’re looking at? Around this view, your data Good? Are you collecting good information of your customers, or if it’s all handwritten falls coming in, someone’s gonna type that in or a mixer.

Debra Chantry-Taylor  11:31

Sounds very similar to Eos, which is the work that I do with this is to make sure that they have that vision that they’re actually looking at the data and, and I think the IDs in part of it, so we can use the real root cause. Because often the SEO site is symptomatic, it’s not the real cause. You’ve got to really explore what’s what’s really causing it, it takes me back to when I first started working with the ice has many, many years ago, it was when social media was sort of probably at the stage that chat GPT is now we’d have people coming down. We need to have social media and it’s like, what kind of social media what for? What are you trying to achieve? who your target audience? What do you want them? What’s the the action you want them to take, and you don’t need to be on it everything and you don’t need to necessarily some for some companies, actually, social media wasn’t required at that stage. And as it evolved, it became obviously more more prevalent. So yeah, so the key thing is you have a problem, you then think about, okay, what is the real problem? How do we get to the root cause of that, then what can we do to actually improve that man?

Gary Green  12:25

Absolutely. As like, chat GPGPU Oh, we should be using it. Yeah, I have some great tactical use cases, it’s a fantastic productivity tool. There’s also known limitations, because you don’t want to go over your company’s trade secrets onto an open source that anyone can read. Yes, absolutely. Yeah. So it’s like, it’s, it’s known its strengths, but also potential risk factors. And also, how is it trained? Yes. But again, you know, you have some fantastic use cases as well, where you can use it, you can actually get your own instance, privately within your organization, you can use it around your knowledge bases of what you’ve got, so you can use it internally go. Because, you know, it’s like trying to search for information, if you’re linking to kind of where your repository or, you know, work that you’ve done, or you have knowledge bases and stuff. And you can actually use it really productively there to

Debra Chantry-Taylor  13:12

actually, really interest a lot of my clients come in, and one of the biggest issues that we have that are huge on the long term issues list is actually their, their SharePoint or their, you know, their their database of knowledge in the organization, because they just to be able to can’t find things that they want or need. Yeah.

Gary Green  13:26

And it’s conventional means of searching. takes a bit of time. So suddenly, now, you can if you do this a bit smartly, you suddenly get empowered, so yeah, excellent. Okay,

Debra Chantry-Taylor  13:37

I want to talk a bit more about your actual business as well, because obviously, you started this eight years ago, and there would have been what you and one other who started that business. And now you’ve got 25 staff in the business. And we talked a little bit about this, again, outside the podcast, where you didn’t sort of really intentionally start off to create a big business you started off with a technology, like in the technology and next thing you know, you’re growing a business that it’s difficult, isn’t it at times.

Gary Green  14:05

And it’s I guess, it’s, I think, a view, you’ve got an idea, and you see something a gap in the market and you go, why isn’t anyone doing that reason, and then you go, people aren’t aware of something. So you test it with a few people, or maybe there is a market, you start and that’s the thing when you start on your own we initially partner with an advisory company that I’ve known for many years. And you know, we started that journey together and we brought in a few people that were kind of short shared our vision and very much a startup phase but as you grow you then get into the kind of a next phase of how to systemize in that some of the people you’re in the startup phase just love pushing their areas of technology into documentation or but for you to scale and grow you’ve got to systemize what you do have consistency equally when you start you doing everything then you can afford to get sales person or delivery person and start to offload on that so you know, but keeper and so on. So yeah, You kind of grow, you make mistakes, you make some good hiring decisions, you make some not so good.

Debra Chantry-Taylor  15:03

We’ve all been there, I think. Yeah, absolutely. And how did you? I mean, because you’re right. A startup has a very, very different mindset to an established business. And there was definitely different skills required. How do you make sure that you get the right people now? Because I’m assuming you’re still growing? And so looking at him engaging with people? What do you do to get the right people on board?

Gary Green  15:21

I mean, we’ve come from when we started, no one’s doing what we did. So we had to train people from scratch. So I guess, unwittingly with my background, ex military, we always look at people’s potential and that attitude and doing stuff. And so we’ve kind of carried that on as well, that the team we’ve got really around attitude and values. So we recruited the values we’ve got around the company about backing each other up request over the quest for the new, celebrate awesome, and, you know, yes, and so on. So we’re very much test people against that, for fit is also you know, people that are motivated, capable, that wants to learn, I’ve got a hunger for that. And so because you can train anyone, you can train attitude, yes, you got the right attitude to begin with. So we’re very much getting the right people. And as I said before, that we don’t have any quotas around, you know, gender, race, etc. Song, but you know, we’re at 50%, female, and at all levels within the business. And then also, we’ve pretty diverse in culturally as well. So this is just that we’ve picked people who are the right attitude and want to join us and want to do this. And we’ve got a great team that you get a richness from diversity as well.

Debra Chantry-Taylor  16:39

I agree. I’ve been advocating for diversity since I first came to New Zealand, I think, because I recognize that a lot of politically boards, on boards were all white male, over 60. And even from the same kind of background, they were all lawyers, or engineers or accountants, and it’s like, Come on, guys. How are we going to get the diversity of thought if we haven’t got diversity in our own groups? Yeah. Yeah,

Gary Green  17:02

Definitely. Let’s go richness of different ways of doing and different ways of Thank you. Yeah, absolutely.

Debra Chantry-Taylor  17:06

Yeah. Okay. So in terms of just thinking around, let’s just say somebody sitting here kind of going, Yes, you know, we need to use AI, there’s definitely merit in it taking away the boring stuff, isn’t it? There’s a lot of merit in actually using this, this technology and even robotics, to take away the mundane stuff to free up people to do the more value add stuff. Where do you think this is a completely random question? Where do you think this is taking us in the future? In terms of what about the people who are doing the mundane jobs? Now? Where do they end up? Going from there?

Gary Green  17:37

It’s a good question, because in the AI Summit, that was a few weeks ago, in the UK, you had British Prime Minister very much given a rosy view of AI as our Savior, and they’ll be know, to create more opportunities and remove them and your er mesco. Now, it’s gonna take every job that we know, the future. And I think you’ve got to be realistic, blow us all up. I think it’s gonna be somewhere in the middle that there’s, if you look at f, if you go back to the first industrial revolution, the advent of laser using steam power to diminish machines then or in factories, and you can produce stuff and the spinning jenny and so on, you basically move people from the land to the cities, and try to create new jobs that never existed before, where there are more jobs created, that were taken away. And again, you also then put technology back into farms to mechanize. what was being done there where, because, again, person with a horse and a plow could only do so much eventually get tractors there and combine harvesters and yeah, so it’s added there. So there’s always the technology has always been disrupted. With the business right business model has been disruptive. It’s changed what the work is, and what’s value. Remove the jobs. Yeah, yep. So it’s moved very much that there was a big value of physical labor to there’s a big shift to knowledge based labor. And what’s it going to be in the future, probably more what humans do best around empathy and creativity, authenticity. So I think there’s a big shift there. You don’t want to compete with a, an automation or an AI that can do stuff better than you because you’re never going to win around that. But there is stuff that if you look at the structures of organizations, the tendency in the past has been, we’ve got a problem. We won’t fix it, we’ll just throw people at it to deal with it. And so you’ve got a lot of areas, we certainly go in and look at and go, we look at the end to end process flow, what’s going on there and go well, and we apply lean techniques of where’s the inefficiency there was wastage, what’s value add? And again, you focus on what the value add is in remove what the waste is. And so it’s redistribution of the work within a priority and a value. And we call you know, this process looking at end to end value streams, where’s the value in what you’re doing and being done? So it’s a similar thing then that you apply? Technologies like AI is where’s the best value that’s going to deliver? Where’s the best value people are going to deliver in a kind of process. And again, it’s also going that it’s what levels in an organization, where in the past, it’s very been at the bottom that they’ve automated low value jobs and tried to move people into higher value. It’s more in the middle now where it’s knowledge workers, that you’re automating work, but then it’s going to create other opportunities of stuff that was too expensive to do before, is now actually much more affordable. So it creates new opportunities. Okay, so, so it’s like, digitization of photography. If you look at that, that people say the digital camera killed Kodak, because their best business model was around, people taking photographs taking in cartridge, I get it developed. And it’s around the chemical process and give me a prince. It wasn’t the digital camera that killed Kodak, they developed some of the best digital technology there is. Yeah, and, but it’s actually social media that killed them. Because basically, people would take your photographs, and you know, he can share the holiday photos, but all of a sudden, you know, digitally and share it instantly. And so it creates this whole thing of actually you can, a whole thing was about sharing your memories, or sharing what you’re doing creates new things, then you’ve now got a whole social media influencers etc. You know, the ability for us to do a podcast now, in the past would have been too prohibitively expensive. So it’s that democratization of technology and given the masses of an access to it creates whole new opportunities. And it’s like to our kids, you know, we say what you want to do when you grow up? Okay, now the job not been invented yet. Yeah. And it’s like, with AI you have, we’re only scratching the surface of what we can do with it. Because we’re thinking in all ways of working and doing of what it can do. When you get it, it opens up new ways of how you’re going to think how you’re going to operate. And then the capabilities that you want to do around that. But, I mean, certainly the base level is he’s given access to much more knowledge and information to people than they ever had before. Yes, how you leverage that. But it’s also safer point of view, you could effectively use it for legal advice, or drafting contracts, all of a sudden, you gain what would cost you 1000s. Before to go? Costs your sense. Yeah, yeah. So it’s awesome. All we can all be a bit more legally protected. To be, yeah,

Debra Chantry-Taylor  22:23

There are some implications around that wherever you remember, we actually were on a panel discussion with a whole bunch of lawyers around AI and the things you do aware of but you know, you obviously write them, it makes things so much easier. So what the job then starts to become become is actually checking the validity of that data, or that it actually makes sense, as opposed to the mundane stuff of what the legal execs used to go through, you know, backlogs of case studies or not by law, legal precedents, that kind of stuff. Now, they can get that in a heartbeat, right?

Gary Green  22:48

Absolutely. Yeah, just change the dynamic of how you’re gonna operate. Yes. And then where you put the focus, because, again, it’s like with accountancy, you spend so much time doing the bookkeeping. And then rather than other management accounting, we’re now being switched on now. I can give you better advice on what you should be doing, and try and bring the information together.

Debra Chantry-Taylor  23:07

Yeah. And that’s, again, if you think about things like Xero have changed the whole accounting world, I mean, this is going to change the way we do a lot of things. So in terms of your business, I’m hoping you use this stuff in your own business. Yeah. So you went through a similar process. So you go through and you go, right, here’s our process, end to end process. These are where the challenges are, this is what we could do. And I suppose we use a tool called delegating, elevate, where we actually look at going, you know, what do I love, and I’m really great at and where I add most value to the business. And the other stuff I can delegate and that’s where you could potentially delegate that stuff to another human, or to a robot or to AI or Yeah,

Gary Green  23:40

So simple approach to yourself. I’ve go there, where, Where’s where’s the real value? Yes. And again, we look around processes, how we engage, we’ve looked at the whole lifecycle of how we engage customers, how you onboard them, how and understand the problems, and what’s the problem. So we kind of built a methodology around that as well, because we found that some of the transformation technologies have got some good foundations, but they’re not necessarily suited to digital, digital world, and implementation. So we kind of built stuff around that and constantly evolving it. And I guess, when people are going, like, say, people come to you with I’ve got this problem, but if they say, Oh, what is it real issue? See? What’s the root? Cause? Yeah, so yeah, we apply all those. And then again, you know, we use we’re not quite the builders house, but we do use automation ourselves in a lot of what we do as well. Yeah. And tools, because again, you know, it’s looking at AI in the IT space and actually using AI to code and it’s, it can do it, it’s not very good at the moment, but it was gonna get better. That’s right. And it’s that thing of go then that you go the lifecycle go that Okay, the third of a time for helping a client was a third code in as requirements and understanding what they used towards our coding, testing, deploying trying to, you know if you can make that 30% more efficient, right?

Debra Chantry-Taylor  25:04

Yeah, you can create those resources. And I think it’s not just about men, I think everybody is obsessed with chat GPT. And they think of that as being AI. But it’s, it’s a whole lot more than that. I mean, the robotics stuff is really fascinating. I work with a family business down in the South Island, who has a lot of market gardens and then a retail store as well. And I mean, then are looking at, you know, how do they improve the planting? How do they improve the sorting of the fruit and vegetables when it comes out of the ground? All that stuff is actually is actually AI in some respects, isn’t it? Yeah.

Gary Green  25:31

I mean, certainly I say yes. For example, you go to Hawke’s Bay now, and yeah, the modern orchards are expelling it. So basically, the trees are robbing growth and bush over the top. Yeah, they’re basically grown up on wires. So they’ve seen that yeah, basically, you’ve got a robot down them now to pick prune spray and everything. It’s more efficient to design in the orchards for basically automation and use an AI. Yes, those technologies will have sensors that will look as the upper right. Whereas is a disease that when you just spray it. So again, using AI and data and stuff they’re looking at using less pesticide, because they’re really targeted, only spraying

Debra Chantry-Taylor  26:09

The ones that actually need it rather than everything. That’s amazing. Yeah, no, I was saying to you before, and when we when we cycled around the Hawke’s Bay, in the middle of COVID. And seeing all that fruit kind of rotting on the ground was just heartbreaking. And is that what prompted some of these developments to happen a bit more quickly? Or has it always been going on?

Gary Green  26:26

I think it’s always, I don’t know exactly around that. But you can just see that there’s been a lot of investment in when the replant the orchard. So how to do that. Because at the moment, they have to bring in migrant labor to do that. And which, you know, these guys are great. And I know you’re a person that runs a company that does that, and really looks after him. And there’s people of different ages from the grape to the apples in different times of the year and the heat and stuff. But I guess it is a constant struggle to get staff for that. And it’s that kind of where you’re going actually, if you’ve got if you’ve got automation in there, you can run it 24/7 as well, to look after what you do in the orchard in your peaks in demand. Or easily.

Debra Chantry-Taylor  27:09

I was down in Martin rotisseries moto Moto, and no one was staying on a Vinyasa they had like amazingly big kind of fans and eaters are all feeding off the data to see you know whether it was getting cold or warm and, and changing the environment. And that’s basic kind of automation, isn’t it, but it makes a difference.

Gary Green  27:27

But again, it’s like it’s big data as well, because you’ve got the technology around the weather forecasts, or you’ve got sensors in the ground around. nutrients, etc. And you’re overlaying data on to what’s grows, well, what doesn’t cetera, pests and so on. Yeah. Because it’s also then that if you’re doing an intervention, what interventions you need to do? You’ve got better data, can you intervene earlier, it’s less chemicals or, or what you’re doing. Or if you’re organic, you’re plucking something out or whatever, yeah, or the composition of what you’re going to put into the soil and so on. And then it’s also known that the, you know, within the land where the grapes grow best, and what variety and then what the sweetness is in acidity at the right time. And then I guess it’s also working with, you get a data to the winemaker, because he’s going going, what style of wine are they going to do? And positioning then for the market and demand? Because you think the lifecycle lines quite long? Yes.

Debra Chantry-Taylor  28:23

Yeah. He might even imagine having that information and so much earlier. I mean, it’s just going to change the way a lot of things are done. Even quite basic things, but we don’t really think of Yeah, and it’s not the kind of good feel is actually going on. Yeah, go ahead. Big data, big data, and then also the models for predicting as well. Westpac will start to be doing just in time fruit picking where we were going to be picked just just the right amount of grapes to actually make enough wine for the for the orders we’ve got coming in for this this year. Yeah.

Gary Green  28:52

So yeah. So it’s things like that, when Westpac to that report to say about you got to be leveraging it? Yes. Are you looking at the competitive advantage, you’re gonna get around that because of the quality of product that you’re going to produce? The, your cost of producing a product is lower, because you’re, you know, you’re not waste, your wastage is lower because you only do interventions when you need time, and just the right amount of stuff.

Debra Chantry-Taylor  29:13

It’s amazing. I want to get back to the car thing. So you talked about flying cars are more likely they’re kind of you know, become prevalent than necessarily self driving cars on the roads, ultimately, because the space is less crowded up there. Isn’t it more dangerous if they crash? I just been thinking about this the whole time as I was thinking about flying.

Gary Green  29:33

Spanish was a case of what’s the impact of that risk materializing versus the risk of it happening,

Debra Chantry-Taylor  29:39

Right? Yeah, so

Gary Green  29:40

It’s like, aircraft are the most safest? Yeah, that’s true,

Debra Chantry-Taylor  29:45

Actually. But when they do crash, that’s a lot of people get killed.

Gary Green  29:48

But then if you look, cars are probably one of the most dangerous, you know, probability and volume. And I guess it’s that thing of go that is interesting because when I was doing one of Like, our XO community is global XO of exponential change in the network, we look to the whole flying car thing. So we’re looking at going isn’t going that? Well actually there’s a piece of airspace that you go in, you’re basically going to go that you can create effectively lanes of travel, you can self separate. You don’t have pedestrians or cyclists or other vehicles, it’s only because it do this yeah, got to be to a certain standard that can communicate and do this, you’re suddenly going then that Where are you going to take them off to and land them. And whether it’s heliports, or parks, or you create toxic building things you sort of go was probably all this space? Or you can do do this? I mean, the vehicles are cut at the moment, some of them are two or four people initially, they’re gonna have a pilot. Yep. But it won’t be long before that. They’re completely automated. Yeah, doing? Well, I

Debra Chantry-Taylor  30:49

was thinking about this with my husband and I were driving somewhere that I was saying, I’m actually looking forward to a time when we do have everything is if you think about, if you think about if everything was completely automated, and you knew you wanted to leave home to be at work by 820 in the morning, and you could just plug that into a computer and a car or vehicle would turn up. And it would take you along with the person who just happens to be 200 meters on the road and can take you along, it’s actually going to improve efficiency of travel, because you can travel at the maximum speed, you will, you will know how to work out who to pick up on when to pick them up. I mean, I do think it’s going to be amazing when it happens, because you won’t get stuck in traffic and get really frustrated about the person who’s doing, you know, lowering the speed limit in front of you or the person who’s doing faster and creating havoc as they go on the motorway. That will be automated. Yeah, it’s

Gary Green  31:35

interesting, because there’s, there’s a study done on self driving EVs, yep, states. And it’s basically going, if you look at vehicles at the moment, that 95% not used you only 5% of the time. So you’ve got an asset that’s expensive to buy, it’s depreciating, you’re paying the maintenance, it’s sitting there doing nothing, then you gotta pay to park it to do nothing, and so on. So they were going that the utilization of a vehicle, if you have self drive autonomous way, you don’t own it, you just use it when you need it, you’re totally passed out into town, and it goes off and does other stuff, utilization those vehicles. Yes, it’s been 60 to 80%. And it’s basically going to the States, it was say that the true cost of say a vehicle or traveling a kilometer is $1. Where if you do the fully automated, it’s 20 cents. Wow. Yeah, kilometers. So it’s like, it’s the impact on the economy was like trillions of dollars released of you know, people about $5,000 a year better off by not owning them when they need them. Yeah. And then the vehicles are built of an engineer to last longer, then becomes this a play for who owns the fleets? Yes, models within those fleets.

Debra Chantry-Taylor  32:50

And then it only pulls out they don’t have a chance to have a cadence to COMMBUYS of a race car race around on the weekend. But that’s we want to do, right. But imagine that, yeah, I’ve always been fascinated by it. Okay, we can only talk for hours about the various things that are available. In terms of I always ask my guests for three kind of top tips that they can share with people. So maybe if people thinking about how do I digitize my business? What do I kind of what can I do with robotics? What can I do with AI? What are your kind of top tips and tools for them?

Gary Green  33:16

I think the thing is, he said, Don’t be afraid to ask. Yeah, so it’s like, there’s people out there that will happy to have a chat with you about what it’s about what the things are. And so it’s that thing of, you know, seek knowledge, read up on stuff that not necessarily the media, but go to Open x. So Singularity University has got some good information on what’s going on. Yep, harness, you know, it’s not got a bias on it. The other thing is, you people are good at something. And they’ve started a businesses and they’re good at that. And it’s the kind of number eight why I find the number eight when I’m intelligent and be a bit disruptive, disruptive, because people try and then do everything. And a lot of this stuff got moving so fast, you can’t be an expert on everything. So it’s that thing, don’t be afraid to ask, don’t be afraid to get help. And it’s the thing of go that it’s going to be new ways of working in thinking but it’s that thing of go that a journey of 1000 miles starts with one step. Yes, you need to make that step. So yeah, so it’s really don’t be afraid to ask. Yes. some expert advice. Yes. Don’t be afraid. Take that step and start the journey.

Debra Chantry-Taylor  34:22

Yeah. And that’s me. I’m just looking. I’m assuming you’re probably a similar kind of age to myself. You know, it doesn’t matter what age you are, you can still always learn about these things and adopt them into your business. Right?

Gary Green  34:33

Absolutely. That’s a mistake I should have had when I thought I left school university I don’t have to learn I think

Debra Chantry-Taylor  34:41

it’s really interesting. You talked about grow or die only one of our values is actually grow or die. And it’s all about you know, if you’re not if you’re not learning and growing, you literally are dying. And that’s, that’s the way the world is these days. Yeah. You’re going back with us, right? Yeah. Okay, so if somebody wants to get in contact with you, I know you said you work with businesses of all sizes. What’s your ideal client look like? And how would they Get in contact with your

Gary Green  35:02

ideal client is someone that’s obviously wanting to do something. Doesn’t matter how large, medium or small. We’ve seen how this technology with the right approach can help people with a productivity or efficiency or competitive advantage, differentiation. It’s really we got a website, which is quantum Q A n t o n.co.in. Zed Yep. Or you can email myself or the cells on the website.

Debra Chantry-Taylor  35:33

Yep. And we can find you on LinkedIn to rise at Gary with two G’s. Sorry, sorry. Sorry, Derek. That was that was a blood moment, Gary with two R’s, green and then also two G’s, by the way. And obviously, its content as well as in that title. So yeah, well, hey, look, thank you so much. It’s been an absolute pleasure to talk to you. Thank you for coming on the show.

Gary Green  35:51

Thank you. It’s pleasure to thank you.

Debra Chantry-Taylor  35:54

Thanks for listening to the podcast show better business better life. My name is Debra Chantry-Taylor. I’m an EOS implementer family business advisor, business and leadership coach podcaster and speaker. However, I’m also a business owner with several current business interests. I’m fortunate to have live the high life with all the lifestyle, the toys, you name it, and then I’ve lost it all. Not only once, but twice in two spectacular train wrecks. I know what it’s like to experience the highs and lows. I came across EOS when they launched into New Zealand using my entrepreneurs playground and Event Center in Parnell Auckland. I love the simplicity of the tools and their philosophies fitted my personal brand statement perfectly. The brilliance is in the simplicity. I’ve always been passionate about seeing entrepreneurs live the life they love. And now I help them live that EOS life doing what they love with people they love making a huge difference in the world being compensated appropriately and with time to pursue other passions. If you want more information or want to get in contact about using ELS and your business, you can visit my website at Deb Deborah dot coach that’s dub dub dub Deborah D B ra dot coach. Thanks for listening.

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Debra Chantry-Taylor 

Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner

#betterbusinessbetterlife #entrepreneur #leadership #eosimplementer #professionaleosimplementer #entrepreneurialbusinesscoach

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