Hi, channel insiders. Welcome back to channel insider partner POV. Today I'm joined by Andy Nolan, the vice president of technology at a Microsoft leading partner, Trusted Tech. Andy and I dive into everything from Trusted Tech's longestablished history with Microsoft and how it's evolved over time as the tech giant itself has evolved. We talk about co-pilot, not just the implementation and adoption of it across industries, but the security, governance, and guardrails required to make sure that that adoption is done securely and safely, especially in regulated industries where compliance standards are already set.
Along the way, we talk about employee fear and satisfaction with AI tooling, how providers like Trusted Tech are enabling customers to see true business outcomes when using AI tooling, and how Andy sees the technology continuing to evolve as AI pushes forward on everybody's road maps and business objectives. Thanks as always for watching and make sure you tune in to other episodes of the pod wherever you found this one today. Let's get to the conversation.
I am joined now by Andy Nolan, VP of technology at Trusted Tech. Andy, thank you so much for joining. >> Thank you so much for having me, Victoria. >> I guess to to kind of kick things off before we dig into the conversation we're going to have, would love to have you introduce yourself, introduce Trusted Tech, and and tell our audience a little bit more about you. >> Yeah, absolutely. Uh, so I'm Andy Nolan, a VP of technology here at Trusted Tech.
We are Microsoft focused cloud solutions and IT modernization provider. We're in Irvine, California. We help orgs buy, run, get value out of everything in the Microsoft stack from Microsoft 365, email, modern work, all the way through to the latest and greatest Azure AI, Foundry stuff, OpenAI, Anthropic, you name it. We'll will help customers get the most out of what they have. We were founded in 2017 by Julian Hammud. He really wanted to basically just take the the the licensing uh realm for Microsoft by storm, and he certainly did.
Last year we were the uh fastest growing CSP uh for with Microsoft. We became a Microsoft managed partner. So we're we're very much uh executing on his vision of uh taking over the the space uh rapidly. And any way we can ever help a customer is sort of the how we become uh very happy people. That's our goal. >> So let's dig in there on the the Microsoft of it all so to speak, right? to your point, very invested in the ecosystem and in helping customers thrive alongside Microsoft.
Been an interesting year, 18 months, I guess you could say, uh, within the ecosystem at large, from licensing changes to the way the company continues to of accelerate co-pilot adoption in the base. So, we'll dig into a little bit of everything, but I'm curious to to kick the conversation off how you've experienced growth to your point alongside Microsoft as you've grown as a trusted provider and partner and how you keep up with the changes they make to ultimately make sure that your customers have what they need. >> The company like said founded in 2017, so we have grown up with the the modern Microsoft cloud early days uh BPOS business productivity online suite I believe it was.
I'm sure some of the older more tenured folks listening will uh will will remember that. But uh we we've grown up with the entire ecosystem being able to like as customers manage their own licenses it was always direct with Microsoft and then being uh you know this partnerled partner driven sort of ecosystem um we we've embraced that and and that's like core of our business. uh we have been able to really stay a breast of all these changes for Microsoft by just having people that are experts in the fields like modern work.
Modern work never used to be modern work. It used to be Microsoft like Office 365 that was it but staying up to date with that and and and having teams that evolved into modern work into Azure into AI in particular on Azure and Copilot and stuff. we really just have experts in those fields and people that just consume everything about that. Microsoft has a variety of channels of uh you know release of information uh and and our folks are just wired into that all day every day with announcements and and and meeting with Microsoft and getting ahead of these things.
So we we've really just uh been in the game so to speak and really invested in how the whole uh product comes together and and that's that's how we become the experts that we are and uh as up to date as possible >> within that I know I touched on the licensing and the the business aspects but to what you just outlined the tech itself has changed quite a bit from a Microsoft perspective over the years since you started and I know it'll surprise everyone to hear that I want to start with AI. shocking.
I know that we talk about AI at this point, but Microsoft, of course, like I said, is is really starting to hammer home the benefits of C-pilot across the entire suite and across the entire workflow for many of its customers. What are you sensing from your customer base in terms of co-pilot adoption from a a demand standpoint? if customers seem to agree with Microsoft's positioning about its value and about its purpose and how you kind of see customers come to you and say how can we do this? >> This is a great question.
I think that we have a little bit of a split depending on the industry that you're in in the vertical. There are going to be folks that are very forward- facing and they are charging headirst into this uh wanting to make sure that like their governance and the guard rails are in place for their employees and their data and the data that they have on behalf of their customers and such. Those folks are ready to go and they just want to do it the best that they can.
There's the other contingent of folks where they're they're very skeptical, very afraid of it, both from a trust standpoint. Where does the data go? Who does it belong to? how do I know what you're doing with my data? But also as well, there's a a bit of a protectionist uh like like stance that people have because it's going to replace them or or automate them out of a job. Um and and I think that for those folks, automation has been around for a very long time. like the the the top of Dure uh you know 10 years ago was like the RPA the robotic process automation and it definitely eliminated like some processes but a lot of times the way to be looking at this stuff is is a is a force multiplier is going to help you do work faster that's what I say to that 50% that are a little bit more skeptical but then with the back with the other folks that are more forward- facing those are the more fun engagements because [clears throat] we really get to test and stretch the limits of like wow how much can we do for your business like they are going to be the ones that are leading the charge and reaping the benefits the most, but we'll do everything that we can for folks like to to help them catch up at any stage of their journey.
That's what we're doing and that's what I'm seeing from our customers. >> Sure. Absolutely. You kind of hit on some of the key points that that I want to take this conversation into. So maybe let's touch on the security and the governance first. And I'll start on the customer end to your point. customers coming to you saying, "Okay, we know we we want the tooling. We want to use the tooling. We need to use the tooling. We have some real concerns about where the data is going, about how we guard rail everything." Are there also customers that you're seeing who don't think about the security and governance aspects and you have to kind of be the ones to go to them first and say, "We can get you up to speed, but we we need to take a more holistic view of this." >> Absolutely.
And and to put it in into perspective, what we're seeing to those folks on both sides is largely the same. If you're over adopting uh guard rails and co governance and compliance to talk about the holistic view, if you're not approaching it the right way, you're going to squeeze people out of the guard rails that you've put in place and they're going to go seek their own solutions. And uh just from a general security perspective, as much as we would like to have 100% coverage, everybody knows that that is not feasible.
Uh all you can do is is risk mitigation. And a part of that is is trying to have some more realistic uh governance guard rails. Like there certain regulatory things we cannot avoid. Of course, we have to make sure we maintain those. But there are some things that can that can be very disruptive to the users that are used to using AI and you're going to push them away. But then as I mentioned as well, we're we're this is the same sort of conversation with the folks who have no interest in guard rails and it's like pushing people to their own solutions or letting people use their own solutions that occur when you're when you're having over governance, let's say, those are the risks uh for orgs that are not interested in this at all.
And so like just helping them understand really the blast radius of if something goes wrong. The orgs that are very very heavy on the governor side, they of course are terrified of these things. this is why they've gone so hard on on putting these guardrails in place that the the folks that are not doing that. I think that they maybe just don't understand the full potential impact. Interestingly enough though, even though that I'm sure across the board these folks have cyber insurance, they went through the, you know, the very very peak period of ransomware and and the absolute calamity and chaos that that occurred across the the industry or across every business actually, right? and and so they made adjustments to be able to handle those sorts of things.
I think we just sort of have to remind people that that is a very similar sort of risk that we're facing today in terms of the actual damage and outcomes. You know, like being able to quantify that is it can be a little a little nebulous unless you sort of try to anchor these things in in historical like experiences that I think most orgs are at least are familiar with. and and that that is sort of the approach that we're taking to both extremes of of not caring about governance all the way through to the very overg guardrail. >> On the note of employees who kind of feel that they are either because they're overguard railed or because there are really no policies in place.
They're seeking out their own AI tooling. They're kind of just in the wild wild west a bit so to speak um in terms of what they're using in their corporate environments. should probably tell the audience that you and I have talked before. We did a story on trusted text research into the kind of shadow AI usage a few months ago on channel insider and you actually found that a lot of times it's leaders and executives who are the ones either skirting established policy or kind of acting rogue when there is no policy.
Could you maybe tell our our audience a little bit about what you found in that reporting from the sense of who is using undocumented unapproved AI tooling and what you find in your customer base in terms of of trying to find solutions to that problem? >> Absolutely. So you you you quoted out right there that leadership tends to be the problem at least in the in the research that that we had done. 65% uh globally u of decision makers and and I think it's like 67% in the US uh were using those unapproved tools.
So this was double the percentage of employees that were using unapproved AI tools. So that was sort of the the main headline from that research uh which really challenged every preconceived notion I had or expectation of how it was going to go. And so that yeah like leaders are predominantly the the folks that are that are skirting these guard rails and using shadow AI >> when you saw those kind of final discoveries right as you were thinking through okay well what does this then mean because theoretically as a provider the leaders are the ones you're talking to right to say hey guardrails are important security is important to know that this is such a pervasive issue amongst kind of leadership to from what I'm assuming from what we've talked about kind of findic efficiencies at all costs to keep business flowing to keep things moving.
Has that changed or shaped your perspective at all on how you kind of lead conversations with customers on these topics? >> I I would say that it has. Probably the biggest thing is understanding sort of coming back like to the governance portion of this. The general perception is that it's a like a back office checkbox that needs to occur. We have governance, we have guardrails, we have compliance. But then knowing that with the the data that we have that leaders are the ones that are predominantly like uh violating this.
Having that information has changed those conversations that we have with these leaders because we try to approach what their business uh objective is, what the business outcome is, which is obviously increased efficiency, right? More connectivity with their data to be able to make decisions faster. And they need to do that to show their value as leaders, to show how effective they are at their job. But then also of course balancing the compliance and the you know the aspects on the back end perhaps with with cyber insurance and and and such.
And approaching that conversation and and having that knowledge lets us really just attack the conversation in a way that doesn't have to make someone feel as though they're on the back foot or that hey we're going to put governance and compliance in and you're not going to be able to do your job anymore. is sort of letting us have this again the holistic approach where like what can we do with what you have meet any requirements that you that you're that you're seeing on like regulatory or even just from a you know a business insurance perspective and such and really really just working with them to to massage our way through the situation so that they get what they want as an outcome which is maintaining their access maintaining their efficiency by by using these tools while also just being very respectful and mindful of what is required from a compliance standpoint.
Uh and also as well assisting them if there's pre-existing because a lot of times we've seen sort of pre-anned you know compliance docks and stuff where it's like you have to do X Y and Z either in the employee handbook acceptable use policy and such and and if there's gaps that are there we can assist and help them craft. We're not going to write it for them but we can give them the you know point them in the right direction like you don't have to work around this. we can work through this, work the problem and make the the change for the org, which obviously then leads to just better outcomes for everybody.
The company's protected, the leaders are not having to skirt around these policies and everything becomes well established so that there's really no murky, nebulous decision- making. It's very clear-cut. Here's how we do it. Here's how we can affect change. Everybody's happy. I know too from a more of a technical capability standpoint, Microsoft has also leaned heavily into the security aspects, right? As they build out Copilot as they've enrolled, you know, environments into it, etc.
How often do you kind of take Microsoft's this is how we're approaching security, this is how Copilot is secure messaging and then infuse that into what I'm sure are your kind of extensive services that incorporate Microsoft and probably other solutions that you provide to get the customer to that point. >> We always want to take that as as the baseline. Um there are different tiers of customers that are in their in their security journey. Of course, it would be nice to apply the best practices and enforce that at every level.
Uh but there are real implications to that. There's there's uh there's a financial burden in some areas depending on tooling that is used beyond like Microsoft in the environment. Really comes back to that holistic approach. But we always are going to come from the best practice angle because Microsoft has a ton of engineers and analysts and experts in the field numbering in the thousands, right? like these guys have put together the playbook that they believe is the very best way to handle this and I think that uh we do a good job of making sure that we are able to pass that knowledge on to the customer it but distilled in a way that is useful to them because obviously documentation there's a lot to go through like it could take a lifetime for somebody to really read all the policy docs that exist right for best practice.
So like that's our value of being able to distill that and give that to them in a way that they can action on without having to go through uh you know many many many many many hours of even just trying to understand one one section one portion of the whole. >> I want to return to something you had mentioned earlier which is the the concept I think that many people still face of if I embrace AI am I ultimately just training something to replace me?
Is this going to kind of wipe out the work that I feel like I excel at within my workforce? What does that mean for me moving forward for my career? Could you walk me through kind of how you've seen how you've helped your customers encourage employees at any level to maybe not see AI as a replacement to maybe drop some of that fear factor? And do you think that that is kind of a an approach to AI that will lessen over time as this just becomes more ubiquitous in the workplace or or do you think that this is probably a a lasting concern that employees will hold? >> I think that it will probably be a lasting concern that employees will will hold.
But I I do think the important part to focus on here is how it's approached with with employees. Because if you are data entry as your day-to-day, you're taking data from one place and moving it into another. There is concern there because this is a very repeatable process. But this comes to having somebody be able to really assess what is going on in your business. And it is quite unlikely that this person, let's say in this scenario, data entry, it's quite unlikely that they are spending eight hours a day performing that action.
There's going to be other areas, other things that they are doing that are critical to the business that isn't necessarily their sort of core function, but it actually turns out that this is a very valuable bonus or, you know, this is a very valuable like uh action that they do for the business. more specifically I think and probably where like the biggest concern sits is around uh development coding LLMs so co-pilot and such are apt to work with very structured results and and in a code base right there's very repeatable patterns and there's tons and tons of documentation even internally for our our our org and then working with our customers as well uh that are on this sort of journey around AI is understanding and quantifying where AI can provide a benefit to your business in in a in a multiplier, right? like doing things faster and more efficiently is going to give you more opportunity to spend more time.
Like I will use us as a specific example. We're using AI in some areas very very constrained for the repeatable things that we really didn't need to to have a person doing has given that person far more time to then start working on future you know like enhancements to the business. there are so many options uh that that like you can you can retool reallocate that time for R&D basically taking the heavy lifting that you have to do on the dayto day and then shifting that time that you've now freed up to being able to provide more value to the business and that's why I think that from any of the orgs that are that are really like at the frontier of of AI that is what they are saying and and and and in practice I've seen it and and I think that it really is true.
You're able to get a a multiple on your on your time and and I think that that is really the takeaway. It is going to make you more productive and you have more time to be able to really really deeply get into your business and make yourself even more valuable because you don't have to go through the the day-to-day trudgery of a repeatable action. That's really the key there. I'm curious, Andy, and I know you touched on it a little bit just now, but when you think about how trusted tech has kind of embraced AI, embraced automation, which to your earlier point is not necessarily a new term, especially not I think for many service providers, but when you think about the ways that AI has enabled just yourselves internally to better support customers, what are some of those kind of key aspects of the service provider space that you think are a great for automation and B probably still need to stay with a human. >> Comes back to the the repeatable stuff, right?
Like if you are just doing heavy lifting every day, moving things from one place to another, moving things between systems. Now, human in the loop is a core part of this, right? It's very easy because you like like depending on what we're talking about like that could be very very high stakes or it could be very very normal, you know, data entry. It comes back to having context to the business and to what you're doing I think is really the really the main takeaway there.
It's something that every business has to having an assessment right that is going to be the most valuable because it's it's hard to quantify because everybody is different like there's there's some core common themes that we see across every or most uh customers and organizations that we work with uh usually around like data data quality and such but everybody is a little different and there's and depending on that that core sort of um uh nuance that you have for your business that is going to dictate where human in the loop pops up for example or where there needs to be sort of verification gates or there's a myriad uh options and possibilities and it really does depend on the business.
But that's also why service providers like like us exist because we have seen a lot across a lot of different verticals and everybody has something unique to them but not always that unique and and patterns tend to tend to emerge in in industries and so having having somebody that's seen a lot and and touched a lot really helps uh guide the customer to like where they need to go. I know you've touched on on to the kind of verticalization, right, of of some of these approaches.
And certainly, I think we all hear from MSPs and other providers in the space who go, well, if I'm in a a lot of really highly regulated customer environments, I'm having slightly different conversations than others. Are there specific industries, markets that trusted tech kind of has built a a deeper expertise in, or do you kind of approach this as a little bit of everybody can can benefit? really really a little bit of everybody can benefit. I think that there are going to be certain industries certain verticals where it's very very very effective like like very high percentage like return in terms of like your your work and your investment.
Uh and a lot of that is going to be really centered around like and this is the tricky part, right? cuz like anything that is very repeatable like finance and and and is very ripe for like large gains but also there's a certain reticence that people have because hey here it's finance right like everybody gets a little scared when you're messing with dollars and cents and I think that depending on the business that is really the the the really the sliding scale of like where what you're going to get on the return but every business has data and as long as it's reasonably structured if it's in a database somewhere, even if it's in a spreadsheet, which really kind of comes to the democratization of how you can use AI.
Like you could be very early in your journey and you're keeping your stuff in a in in Excel online, in one drive or in sharepoint, and there's value that AI can add there all the way to somebody that has a very intricate like relational database, Azure SQL, uh Microsoft fabric, doesn't matter where it is, is going to provide value used the right way. But it all comes back to being able to get a lay of the land, have an assessment, know what you have.
And so there are certainly industries where the multiple is going to be much much higher. Uh but everybody has data and everybody can extract some value from getting an assessment of their environment and imp like implementing that into their day-to-day without a doubt. as we continue to kind of grow down the AI path for for lack of a better word or te is a very kind of overused metaphor and I know nobody has a crystal ball and can predict the future but how do you see kind of AI adoption continuing from a maturity lens and how do you see kind of maybe customers who have been a bit ahead of the curve maybe did a lot of the chatbot work etc last year were early co-pilot adopters frontier customers to use the terming that I know Microsoft likes what's the next step for them then and how do you kind of see the market as a whole moving over the next 6 to 12 months? >> Great question and I think that there's there's two components to that.
The first is that the tooling and the capabilities Microsoft is releasing so many work I most recently at build work IQ the underllayment for basically the entire infrastructure and ecosystem of of Microsoft 365. huge huge win for folks that were either trying to do it or had to do it manually or you know so so the tooling the gap is going to close there uh because as Microsoft is developing these things deeper and deeper um it's going to be easier for folks who haven't adopted it already they can get plugged in because they're reusing everything within the ecosystem already and Microsoft is just exposing more of this stuff and just making it easier to get started however that's not to say that folks who were ahead of the game you know they did implementations a year ago or they did assessments a year though or or earlier that doesn't mean that they're they're now sort of invalidated because everybody else is caught up.
It's just on this tooling side having the the really the foresight and like the commitment to get ahead of the game. It's going to be a cultural thing. We already talked about the the variety of issues with uh employee behaviors and just just generally how folks feel about AI. The earlier you are depending on that commitment and how how you ran the engagement and what was covered there, you're going to be sort of culturally and mindset wise in the workforce in a more advantageous spot, more more advanced and and and further along than somebody who is getting going today.
Now, in terms of getting all the things connected, Work IQ being an example with C-Pilot, sure you're going to plug your stuff in and you know, there's probably a decent amount of par there in terms of what is accessible, but that culture leads to better handling of the data and getting things classified and a little bit more organization. And so I think that it lets the folks who are really far behind catch up and get to get to a playable state a lot sooner, but it doesn't mean that uh anybody who who's previously involved uh like you're not losing your edge there.
You're still leading because of the cultural changes, because of the some of the architectural changes that may have occurred out of an assessment, out of your adoption of AI. So I it's really a tooling part that I think is so like the equalizer, but it really just depends on on you know the company culture, the company policy and stuff and there's no better time than now. Uh you know last year would have been great but if you now is the time but for the folks who have done that already they're going to be in a in a good spot and and in a in a in a more advanced spot if they've been really working at it and working on the business.
India, I hear sometimes from service providers, CSPs, etc. in the space who kind of characterize the AI wave as as one of the first times that the end customer leaders were kind of all in on tech maybe even before service providers were in some space, right? That AI kind of jumped to consumer and so in doing that a lot of business employees, leaders, etc. like at least think that they know what the tooling is and how they want to use it. Have you kind of adjusted the way that you've gone to market with customers or something like that since it seems like businesses are maybe at least a bit more savvy in terms of talking about a co-pilot or a chat GPT or an anthropic than a conversation like infrastructure was. >> I I think so there's still going to be certain areas that like you can go surface level and then you go much much much deeper.
I think that let's say two years ago, three years ago, chat GPT was sort of the the darling of the industry and and it but it wasn't fully realized and it didn't fully like proliferate amongst the the consumers. And so those conversations would be what's that? What's a what's a GPT? What's a you know, now it's like it's you you probably couldn't walk 10 feet outside of your office and say GPT and have somebody not know what you're talking about. At least in Southern California where we are.
And so I think that the consumer adoption has definitely led to much easier conversations to get started. Actually, it's a mile wide and it's a mile deep. Let's not let's not mess around here, right? But it makes the conversation the initial conversation easier. We're seeing more direct engagement from our customers like, hey, what do I need to do to be ready for, you know, co-pilot? What do I need to do? Or or hear on the news, hey, XYZ bad thing happened. how are we going to protect ourselves from that or what about this thing?
So, it's good because it really has just sort of leveled up what the baseline understanding of is of the technology and the benefits and the risks. Um, and so that that makes the conversations easier especially uh cuz you mentioned like on the leadership side like different conversations with IT leaders and then having to have conversations at the CFO of finance level at the executive level for you know like for CEOs that has made things a lot easier I think as well because you don't have to do the sort of like the full explanation and the demonstration of the values and the risks and such.
It's just sort of an innate thing now which I really think really makes the approach uh a lot better. Uh and I think that that provides a lot more value in terms of like getting getting an outcome faster. we don't have to go through, you know, like trying to make somebody understand and paint the picture of like here's here's their being. And of course, we're happy to do that because there are folks that are not fully clued in, fully skilled up, but it just lets the transition be a little easier, especially when we're working with sort of like our our customer like IT teams and brokering that conversation with decision makers and it just becomes a it's made things a little easier. there's a sort of just a base understanding that everybody has and and things flow a little cleaner. >> As we kind of start to to wrap the conversation, I want to pick your brain a bit more about the Microsoft ecosystem and obviously have been, as we've said, in the ecosystem for a long time, have grown alongside Microsoft as they have grown.
What excites you kind of looking into the future about the kind of opportunity you have to continue to grow alongside such a a kind of giant in the space? I don't even think that's hyperbole anymore to say that, but where do you see opportunities for further growth and development and how do you look forward to continuing to bring customers the kind of whole Microsoft portfolio which is expanding quite a bit. >> There's a ton of opportunity. So, it's like there's a it's a great question with a ton of answers and like I don't even know if there's enough time in the day for me to go through them.
But it's interesting because it covers so many areas like with AI in general from like a development standpoint. Microsoft is producing and releasing and shipping things faster than ever before, which then lets us as a partner be able to get ahead of the curve, train and and prep our users and be able to evangelize these things to our customers, right? And and so like there there's that part which I'm very excited about because we spend a lot of time with Microsoft and we we always love to see like what is just around the corner and we can't wait to show and share with with our customers.
But then also as well from the customer standpoint just the convergence of all of these things into one big stack. I think the biggest shift that we had maybe you know 5 to 10 years ago that was like seismic was moving to sort of like the subscription model of licensing and I think that the I wouldn't be surprised if we have something like that in the in the I mean it's already subscription model but like kind of just baking all these things together we're seeing it with co-pilot we're seeing it with uh you know like like in the Microsoft ecosystem >> when you think about the kind of advancements in tooling to your point that Microsoft has rolled out will continue to roll that I don't think anybody's road maps are are slowing down anytime soon at this point.
How do you weigh out and balance what to take to customers as a kind of future state versus supporting what they need in their environments today? And do you think that timeline is condensing a bit as the speed of innovation picks up? >> Yeah, it's definitely condensing because that's that's another great question. It is condensing. I think that a lot of it depends on that customer maturity level and where they are with the with their journey because I do think that there are some more cutting edge things that Microsoft are releasing around like the AI space in particular where we have quite a few customers that are like they are really on on that cutting edge and wanting to make like the the maximal impact that they possibly can with what they have.
A lot of it really depends on where our customer is in their journey. uh if you are a cutting edge like hyper you know forward adopter more often than not these customers are so plugged in uh the announcement happens and they're already reaching out and so we're prepped we're ready to go like we have the info we're like yes we can absolutely do this but those are the customers where yeah absolutely we're going to go every every time we can the first like you know first early adopter they're wanting to try out the previews and all that such and we absolutely happy to support that but then for other orgs who are just they're a a little bit more uh a little bit more metered, a little bit less sort of like bullish.
They're they're in, you know, they're ready to go with with all of these features, but they want to have a bit more of a metered approach. These are the ones sort of like, yeah, when the GA things occur, right? General availability, all the edge cases are well understood and we can say like, okay, your business, this is where this can apply. So, we we generally are going to sort of tear out how we bring those to customers. And so like the one GA stuff that is more aligned to their business like is a little bit slower of a roll but we're able to handle across the board and and and the relationships that we develop with our customers.
We get such a good understanding of knowing where they are and what they want. And so there's going to be folks that are just allin preview. Let's go do everything. And then just just managing those relationships and being able to work with them and knowing what is best for their business. Well, Andy, thank you again so much for joining me today. I really appreciate it. If this has kind of struck inspiration in the uh the hearts and minds of anybody listening or people would just like to learn more about trusted tech, where should they go? >> They can go to trusted tech.com.
Uh all of our information is on there. Uh we are always happy to talk there. You can give us a call. Uh you can shoot us an email. There's a wealth of knowledge and blogs and I'm pretty sure I've posted a bunch of things on there as well. and catch us on LinkedIn and you anything any questions we're always happy to help because that's that's quite literally our job is what we do. Perfect. Well, anybody listening who wants to learn more about Channel Insider or see our reporting on trusted text research or a variety of other topics, you can head to channelinsider.com. Andy, thank you again so much for the time. >> Absolutely. Thank you as well, Victoria. >>
This transcript was generated automatically from the
video's captions and may contain errors.
