 Humanizing AI was the second part of it, and of course, in order to humanize anything, it's a really good idea that you use a human. We're here at Cannes. I would love to understand what you are most excited about in the conversation today. You know, it's interesting. Cannes is supposed to be about the work and the creative, and sometimes it gets lost in the corporate, in the media, and the salesmanship of it, because it's just become so big. But if you had a chance to walk through the Palais and just look at the work, it's still very stunning. Yeah. Yeah. No, it's exactly. Are there any sort of campaigns that you kind of have gone, oh well, that's impressive. Well, I'm a little biased towards our own. Well, that's fine. But no, I mean, I think that there's just, I kind of think that, and maybe I'm just personally biased towards the use of humor in very smart ways to get a point across. We were talking about Ted Lasso earlier, and the fact that that show came when it came, right, at a time when people were obviously depressed and having mental health issues and lockdown, and a lot of content that was launched in that time period was very dark, and then all of a sudden this beam of light comes called Ted Lasso, and it really uplifted everybody. And we were talking about that the other night, and so campaigns like that for me kind of draw me in. I thought the NFL spot, the football spot during the Super Bowl with Diana, who's the best flag football player in the world, who had the pleasure of meeting the other night, I thought that was very clever. So things like that, I think they use humor, but they use it cleverly to get a point across. I thought that was really good. And then also to bring a different perspective into the sport, right, where most people wouldn't think, oh, wow, you're using flag football to kind of tell the NFL story. That's kind of unique. Yeah, yeah. So there's like a surprising element to it, which is kind of again how it helps people lean in. Right. So there's a lot of celebrities and athletes here sort of launching businesses and whether it's Tequila or it's Wine, but then there's also celebrities and athletes here kind of trying to connect with brands. And so that's kind of an undercurrent thing going on, which I didn't really experience last year. So that's interesting. I'm going to give you a chance to be a bit biased then. I'd love to understand about your work and what you're putting out to look Well, the campaign that we've actually submitted is a campaign starring Michelle Yeo. We have the pleasure of working with her and she's an incredible person, number one. I mean, I'm just lucky that I was able to sign her before all the overdue recognition came her way because I don't think I can afford her right now. But I did sign a three-year commitment and collaboration agreement with her. Make sure you sign your performance review. Absolutely. But the reason why she is the center of the campaign, it's a B2B campaign that we launched about four or five months ago and it's all around AI. It's called The Edge of Possible. And the brief was really two things. Qualcomm has been researching, developing and deploying AI for about 10 years. And AI has been there in the background, doing its thing for a very long time. It took ChatGBT to bring it into the light, so to speak, and to create the hype cycle. But it's been there. You may not have known it, but it's been there. And so communicating that leadership that we've had from a technology perspective, you can argue the do's and don'ts or the goods or the bads of AI. That's a separate conversation. But as far as leadership in the technology development, we've been leading for a long time, especially on device AI and AI at the Edge. And the second point was we don't believe people should be afraid of it or need to be afraid of it. Because at the end of the day, technology is just technology, until you do something with it. And yes, there needs to be governance. There needs to be guardrails. There needs to be, I don't want to say regulation, because I think it's a bad word. But there needs to be the playing field to find out. Everybody plays on the field. And if you go off the field, it's bad. Because it's meant to enhance your experience or it's meant to to create efficiency or create more productivity. It's not meant to take control. And if it's used correctly, it can be super useful. And so humanizing AI was the second part of the brief. And of course, in order to humanize anything, it's a really good idea that you use a human. And so when we were looking through possible humans, when we got to Michelle's bio, the agency pitched us on, we just stopped in the room and we just said, she's it. So go get her. What was it? She's evolved. She's modern. She's stayed relevant. She really, the synergies between Qualcomm and our journey and Michelle and her journey are very similar. We've been around for 35 years. We've evolved. We've diversified. We've grown. She's been around for a long time in Hollywood. She's evolved. She's diversified. She's grown. She is very smart and very with a nice wit. It's almost like smiling but knowing that she can kill you. It's kind of like that. So we really, really like the synergy between our brand, Ethos and Michelle's. And so that's really what kind of made that connection. And the fact that she is so articulate and credible and sort of depth, the depth of her work and what she stands for, we thought was a really nice match. And she was really interested in being connected with technology. And so it just really, really made a good match. Actually, I think that you hit on creative fears around AI. And I'm torn because on the IP side of things, I understand some of those creative issues. But then also there is a lot of fear around like, am I going to take my job as a creative? That came up a lot this week. Yeah, so I think I had a juxtaposition point of view to that. So what do you say to people when they come with that fear? I actually don't think it's going to replace people's jobs. I think it will replace tasks that people used to have to do in a different way. But again, ideally, it should make people more productive. It should make tasks easier and make you more efficient and more productive so that you can actually do a better job or a different job, right? Or instead of working on at a task level, really focus on a strategic level. So if it's used correctly, and these tools used correctly, it's really about replacing tasks, not people, and it's about enhancing, again, creating the idea of it becoming, of you becoming more effective in your job or more efficient in what you do, whether whatever function you may be in is really where I see it. And as the CMO of Qualcomm, we're kind of eating, drinking our own Kool-Aid. And I'm experimenting with different types of AI solutions just to see kind of what that ROI is, right? And I was doing a fireside chat the other day, and the colleague that I was doing it with actually said, look, there's new jobs being created, and there's this idea of a prompt engineer as a new job, right, as this whole idea of generative AI comes up. So there's actually this possibility that we need new types of skills, right, as well as just making people more efficient. So I think tasks get done in a different way, but I think people stay in my opinion. That makes a lot of sense. I think that's kind of me looking for a job freshly out of college. A lot of the jobs that I see kind of college graduates doing today did not exist when I was looking for work. So that's kind of my point of view, and we're experimenting with things like how do we make the product... Anyone who's done product naming, it's a nightmare, and it can be a nightmare. Unless you're fluent in Latin. Exactly, and whether it's making up words, and then going out and doing global, trademark searching, everything, generative AI has made that process. We're experimenting with that from a naming perspective a lot faster and a lot easier and a lot more efficient. So getting to the final answer with regard to the naming process has become a lot easier than it was before. So that's one example. We're using it in content creation and experimenting with things like Firefly, which I think Adobe's done a very good job, really sort of creating this great solution that people can feel really good about, that again, from an IP protection perspective, they've done their job well. So we're experimenting with a lot of those types of things, and it's very interesting, for sure. Yeah, yeah. I'm just going to come back to Michelle Yeo, who you'd used. And more in the context of partnerships, because actually what you described was, wasn't just like, oh, some endorsement deal. It was like, no, no, this is a partner for us who represents what we represent, and I kind of understood that. But I'm curious about kind of how other brands, because you should be thinking about partnerships and all to kind of maximize their other way. Yeah, I mean, I like what you just said about Michelle. It's not an endorsement, you know, stand hold of this product and smile. It really is this collaboration with her. And it's the first time in a long time, I think, or maybe ever, definitely since I've been CMO, that we've done it with sort of an individual. But what we have done over the last couple of years is we've grown our partnership ecosystem. And I've got two brands, I get the pleasure of managing and building one is Qualcomm and one is Snapdragon. And Snapdragon is more of our consumer-facing brand. And it's really about the little chips and platforms that go into all these amazing devices and make them amazing. And people don't really realize that, but then we're educating them that that's the case. From a Snapdragon perspective, partnership marketing is a really big part of the marketing mix for us. And it splits into two pieces. One side of it is I have these amazing brands and partners and customers that I get to work with from Cadillac to Samsung to Louis Vuitton to BMW to Bose to Peloton, who within all of their amazing products is our technology. And so partner marketing and co-marketing with them to help them tell their story and give them the technology cred that they're looking for, especially brands like Louis Vuitton who's not known for technology, but more for luxury, but they've done an amazing smart watch. They do amazing earbuds, smart speakers. That's all powered by our technology, helping them receive those technology cred chops, but then also using the fact that we get to partner with Louis Vuitton to help build the Snapdragon brand. So that's one part of the partnership piece. And the other part is really us then going out and seeking partnerships with the likes of Manchester United, with the likes of Mercedes-Benz Patronus AMG in the Formula One space. And really sort of thinking about being audience-led, where do we need to sort of, how do we need to build our brand with the audience that we're going after you and how can we partner with other brands or franchises to help us achieve our goals but then also help them achieve their goals through our technology. And a perfect example of that is Manchester United, biggest sports brand in the world, arguably, 1.1 billion fans globally. And so when we decided to partner with Manchester United, it was really about how can we help Manchester United deliver better fan experiences through our technology and continue to evolve the brand of Manchester United and then how could we build Snapdragon and through their community of 1.1 billion fans and build that recognition, that equity and the advocacy for what we do because we're partnered with Manchester United. So it's really a win-win. And we approach all of our partnerships in that way, whether it's, again, the folks at Mercedes-AMG, whether it's Manchester United, or whether it's our global eSports competition that we've built ESL. So all those partnerships are really important in the Snapdragon sort of global awareness, recognition, preference, consideration, funnel exercise that I've got. And then I got this amazing ecosystem of brand partners that we work together with day by day by day to help them build better products. Yeah, oh no, I love that. Like, it's more than just functional. Yeah, absolutely. No, that doesn't make a lot of sense. So just switching gears a little bit or maybe kind of elevating out. Like, we are, despite, I think what you described as kind of an amazing moment in marketing, marketing certainly with kind of help and assistance from AO, but we are also facing some macroeconomic challenges. Interest rates are literally, I think, just a good ounce of going up again in the UK, the US has been month after month of increases as other supply changes. With all of that happening, I guess, how are you your organization navigating some of those challenges? It is a challenging environment. For all of the innovation that's happening, we are facing these headwinds, right? And it's a different set of headwinds than even existed 12 months ago or 24 months ago. So it's been sort of a roller coaster ride for a CMO and for a marketing organization as well as for other functions. It's been a challenge just to keep everybody kind of focused and heading in the right direction because it can get a little daunting and when these headwinds sort of appear or materialize, one of the first things that often happens is resources start to go away or budgets start to shrink. But the asks and the goals don't change. Yes, they're always less. It's more or less. And so that puts an extra layer of pressure on marketing organizations to try to continue to deliver, but with less fuel. And so, and we're all facing that. The other CMOs I've talked to here in CAN and in my day-to-day conversations, they're all feeling the same thing. It's like do more with less. How do you leverage? How do you get more creative so that you can still, you know, on behalf of the business perform in this sort of environment that's sort of uncertain in a lot of ways. So we'll just have to like push through it. And once we see some normalization and the economic environment sort of start to shift from a macro perspective and then those business lines and those categories start to sort of move into a positive direction, then I think things will look like they're getting back on track and we'll be in a better place. All right. So thinking beyond kind of the next year, I mean the clouds will start to part. Sure. Like, you know, I guess following on that theme of innovation, what are you kind of excited about or maybe wary of of kind of what's to come? I'm really excited about what probably is going to and again, just my opinion, but over the next 24 to 48 months, I'm really excited about where spatial computing is headed. And that spatial computing manifests itself in different ways. There's this whole idea of augmented and virtual reality, which has been sort of nascent up to this point. But, you know, with certain product announcements and certain entries by certain brands recently and validating, right, the idea and validating that this is going to be and could be the next compute platform. I think it's very exciting. And I think over the next 48 months, we're going to really see that sort of get some scale and accelerate and we're right in the middle of that. So that's really exciting for us with our Snapdragon XR platforms. Also excited to see where the automotive business is headed. Automotive is one of our fastest growing businesses and cars just continue to become more and more little smart, big smartphones on wheels. And all the same features and functionalities and user experiences that are being put injected into the automotive experience is really exciting. I just got back from a trip to China for eight days and what the automotive industry is doing there is just nothing short of amazing. And these vehicles I got to drive and test drive and all the features and experiences, it's almost like they're looking at the cars as a living experience that you can drive. You know, because bottles of champagne are popping out of the back and, you know, massage functions are in your driver's seat. And so it's pretty amazing, all powered by technology. And it's really about this idea that a car used to be about mechanics, right? And now it's more about digitization. And so we're really excited about that as well. I know. If you tell me a self-cleaning car is on the way, then you've got me. That takes away a task. Yes. So between self-cleaning and AI. Well, the AI will do it for you. I like it, I like it. Thank you very much. I've really enjoyed our conversations. I as well. Thank you for having me.