Nufar Gaspar

These are people that are carefully selected, trained, and then continuously groomed such that they can be the team's AI advocates.

And the role will be to identify use cases and build local AI capabilities in some cases, push for a better usage and help their peers.

And that's something that is very near and dear to me because I'm working with many companies specifically on that.

So I can talk about it very long.

for a very long time.

But one example that I wanted to say is of a company where I think they trained almost 20% of their employees to become these AI champions.

They gave them three full days of course, a very extensive course to help them understand what it takes to get AI from idea to production.

And they've seen an amazing uplift in usage and many other

KPIs.

So that was a proven success for the champions.

And the other thing that I want you to do is not to settle just for champions because that's great.

But in many cases, I want you to allocate or hire dedicated AI builders or builder, depending on the company size.

And it can be individuals or teams, but they need to have

primary role to build AI capabilities.

There are professionals, there are people that know how to build complex stuff, and they will work on things that others can't.

And finally, to gain the most value out of these two populations, you should establish like an internal network that allows you for continued learning and sharing between those champions and these builders often together.

And that's the sustainable part of nominating and hiring people that will build for you.

All right.

Even though we're talking about a lot of distributed and democratized activity, we still have to have a lot of guardrails and a lot of control.

And of course, G comes for governance.