 Good morning, this is Tairo Asan here at WebSummit, Tairo from Brightlight Initiative, and we're having a nice conversation with the CEO and founder of Boston Dynamics, Mark Revertz, and we'll be talking again about how technology is shaped in the future and what is bringing also Mark here. Mark, welcome to this discussion here, this conversation, and we're very happy that you've made the time to discuss with us. And we also saw the presentation that you have on stage. Can you help us understand what is bringing you to Saki Lash conference like WebSummit? Well, you know, it's always interesting to see what people think about the robots we're building. You know, part of it is commercially motivated, where we've recently launched a new robot product called Spot, and so we wanted to see if we could find developers who might build on top of the platform we're creating. And that was one of the motivations. But it's also just fun to popularize the work, especially with a wide-ranging audience like this one. Not all roboticists, but, you know, all manner of technology developers. Excellent. And of course, as we at Brightlight, we talk a lot about transformation. How can you transform organization? How can you transform the way we work? How can you actually transform today for the future? How do you see robotics helping us at transforming or being a transformative force in what we're trying to achieve? Well, one thing is that I think it takes time to develop an advanced technology like robotics. You know, I don't think it happens overnight. You know, we've been working on it for a long time, and that's been an important element, you know, building up people who just really love the work. I think that's the key ingredient. You know, we're there because we love the work. Yeah, we make money. Yeah, we have a product and all that. But I think the biggest drive is that people love to come into work and see what they can make the project do, work with their other teammates, and, you know, make something happen that no one's ever seen before. Excellent. And of course, when we talk about robotics and sometimes people are worried about the collaboration or, let's say, benefits between people and robots and all these things that are coming together, but what do you see is the key challenge or the major challenge that you have when it comes to acceptance? Or if it is already accepted, then to scale it up. I think the key thing is getting people to become familiar with the robots. You know, just after my talk here, we went outside and had a group of people there, and you could see these people love the robot. They wanted to pose for selfies. Some of them wanted to pet the robots. So I think it's people who just see the robots and abstract that might be, you know, some of them are concerned about it. But I think, you know, once you have some contact and know what the robot can do, see some of the value, you know, people become enthusiasts. You know, technology is interesting. Every new technology has opportunity and risk. And I would hate to see the risks interfere with taking advantage of the opportunities. That's the same for cars, airplanes, computers, lasers, you name it. The technology itself isn't good or bad. It's all about what you can use it for. I think robots offer the possibility of doing a lot of dull, dangerous and dirty work that really people shouldn't be doing, that they don't want to do. And, you know, we're putting a lot of our focus on finding those jobs and putting the robots to work doing them. Great. I'll come in close to home, let's say Boston Dynamics. And I know, of course, we released not long ago what we call a bright-line transformation compass. And we often say transformation to succeed need to be people-centered. And of course in organization, we tend to say that people are the most important asset within the organization. But our research is sure that not everywhere you see that people say it, but you don't see people walking the talk. So my question to you is, how are you with Boston Dynamics putting people at the center of the organization? Well, I would go further. It's not that people are the most important asset. They're the only asset in our company. You know, we recruit the best talent we can possibly find. We try and make them happy in their jobs or find jobs for them that they like doing. You know, no one should be working. We don't think at our company unless they love what they're doing. And, you know, that's how the whole place works. Sometimes someone doesn't do so well in their job. And we usually try and jiggle things around and find a different spot and see if they work better there. And that, you know, that frequently solves them. Almost no one leaves our company. We have almost zero attrition rate. Not zero, but almost zero. And I think that's because we work so hard to make it an environment where people are enjoying the work they're doing, where everybody respects each other. They make good living and, you know, I think it's a happy place. Excellent. And here at Sparta Web Summit, we had a wall, let's say, in the exhibition area. And on that wall, we were asking some questions to attendees. And one of the questions that we were asking was basically about if the vision and the strategy of the organization is crisply articulated. And we were asking people to answer yes or no. And then when I saw the answer, I was just kind of summarizing it. When I saw the answer, some people say yes, some people say no. And it was a bit balanced. And then I saw a huge line in the middle of people that was, it was not yes, it was not no. It was just the meaning that they don't have an idea if actually that vision and strategies are clearly articulated. What can you tell us about that? Because I find it quite interesting that it was about dividing. Yeah, I probably don't have a good answer to this question. I know there are some people at our company who think that we're not being clear enough about what we're doing. I look inside my head and think, boy, it seems pretty clear to me. Sometimes I have to admit I get impatient with repeatedly getting asked for more and more clarity. I think part of my personal skill is to move forward when things are uncertain, but find a way to keep going, even though there's uncertainty. There's a lot of value in being able to find your way when things aren't defined. So when you have more and more people, there's all different types of people. Some want a lot of clarity, some are happy to work in between. Got it, got it. And then I'll close. I know of course your time is premium here, but I'll close and get one more insight here. Because when you are in an organization, people tend to say, of course, failure is something that people need to embrace, be learning from failures and improve it, become an experiment, or maybe you discover different ways of doing the things and the way you have thought will work. How do you use, let's say, the notion of agility, accepting to fail and learn? How do you use it in your company or do you actually believe in it? Yeah, we have a process at our company that we call build it, break it, fix it. And the idea is, when you're designing something new, you don't want to wait until it's perfect before you start testing it. You want to test it as soon as you can. And when you test it, not everything's going to work. Maybe none of it will work. Maybe it'll mostly work. But the data you get back from trying it and it breaking and then fixing it is a much faster way to work, a much more, I think, effective way to work than trying to get everything perfect from the beginning. So no one ever gets criticized or punished at our company because they tried something and it didn't work the first time or anything like that. We really believe in getting out there and giving it a try and see where it comes. It's fun doing it that way too. Mark, thank you so much for taking the time to be with us. We really appreciate you talking about the best.