Everyone’s talking about AI in sales. But what does it actually look like to lead a modern sales organization that runs on it? Ehsan Youssef, Lead of Small and Medium Enterprise & Channel Sales at Microsoft Canada, has spent 20 years helping teams adapt to constant change—and now he’s transforming how his organization sells in the age of AI.
In this episode, Ehsan breaks down what it means to operate as a frontier firm—one that infuses AI into every process, from planning and prospecting to customer engagement. He shares how his team measures the “ROI of time,” how they’re building trust in AI across hundreds of sellers, and why every leader needs to lead by example and use the tools themselves.
Whether you’re running a sales org, experimenting with Copilot, or figuring out where AI fits in your business, this conversation gives you a clear playbook for turning strategy into action.
Samuel
Hello, Ehsan. Thank you so much for joining us on Mastering AI with the Experts today. Ehsan, you’ve been at Microsoft for 20 years. You’re currently the lead of SME & C Canada. Can you please introduce yourself and tell us a bit more about your journey at Microsoft before we start?
Ehsan Youssef
Hey, good day, Samuel. It’s great to be here. Thanks for having me. My journey—I started off at the company as an engineer, as a field engineer at the time, assigned to some of the biggest banks in Canada. I spent quite a bit of time there for four or five years before I became what I would refer to as overhead management. I’ve been in leadership and management at the company for the last 15-plus years.
I’ve had the distinct honor to lead the Small Medium Enterprise and Channel team here in Canada, an incredible team focused on serving our medium enterprise customers coast to coast. I have a distinct vantage point of learning as a student of the company as it continues to evolve, and how Microsoft wants to be a frontier firm first and foremost. Then also from our customers—we see some of the most innovative, agile customers across Canada doing everything they can to maximize technology so that they can better serve their boards, their stakeholders, their shareholders, and so on.
It’s an incredible moment as well. We’ve been in Microsoft Canada for 40 years, so practically half that time I’ve been with the company. It’s been quite the journey to see how much it has evolved, and I’m glad to be here.
Samuel
So you’re basically running a sales organization, and you just mentioned Microsoft being a frontier firm. You’re now running a frontier-firm sales organization. So I’ll assume that a lot has changed in the past couple of years—two or three years—with Copilot coming into play and GenAI becoming part of every business process.
I just want to define quickly what a frontier firm is. I had this discussion with Erin Chappell in my latest podcast, who is our CVP of Commercial Solution Area. She defined a frontier firm as a firm that empowers its workforce using AI, reinvents customer engagement using AI, transforms its business processes, and bends the innovation curve to accelerate innovation in the company’s core domain.
That being said, what does it mean to operate as a frontier firm in sales, and why is that so critical in today’s market?
Ehsan Youssef
I love it. It’s a great question. And let me start with the why. At the core, we’re seeing quite a bit of change across the industry. The pace of change has never been faster, and at the same time, since COVID, the pace of work has also rapidly evolved. Then, as you can imagine, in a world like this, where we’re in a pole position when it comes to AI technologies, the expectations of our customers are also sky-high.
So when you combine a few of these things together, you realize things have to be very different to serve our customers in the right way. That’s where I believe being frontier—infusing AI in everything we do—is the only way we can step up to the expectations of the market and our roles, and spend more time where it matters most, which is with our customers. That’s a fundamental element of the pillars of success in frontier. One of them is reinventing customer engagement.
When I think about that, I think about what we’re doing to make sure we reduce the burden on our people—things like tracking and other tasks that are significant to our business—while increasing what I would refer to as customer time, external time.
Samuel
Like you mentioned, things are changing fast. There’s more work. Our motto at Microsoft is “do more with less,” and I think it reflects that. Customer expectations are higher than they’ve ever been. And I think that doesn’t only apply to Microsoft—it applies to all industries. Whether you’re in retail or manufacturing, customers are expecting more, and we need to reduce the burden on employees so they can achieve more with less.
So, how does being a frontier firm shape the way you integrate AI into your sales strategy and go-to-market? Not necessarily just at Microsoft, but generally speaking—how do you make sure AI is part of building that strategy?
Ehsan Youssef
100%. It’s a great question and one that I would always say is anchored on the business strategy of the company. Now, let’s think about this. At the end of the day, leading a sales organization, your business outcome and your business promise to the company is around revenue. That’s not how we anchor our AI-infused strategy.
The way we think about AI enabling us for that business outcome is: what is the leading indicator that will help us get there? And that, to us, is customer time. If we can do more and more so that our people can spend more time deeply understanding our customers, deeply building relationships, and tailoring the customer experience to what they want to get out of the relationship, I think that’s winning. That is essentially success in our eyes.
So we do a baseline of customer time. Then from there, as we decide on the high-impacting work that needs to be done from an AI tools and technology strategy, we expect to continuously see this customer time go up while people do the type of work they love versus the burdensome work they might not. That’s at the core.
Let me give you this example. The reality is we’re not necessarily new to AI. Obviously, GenAI has been part of our strategy for a couple of years now. Before that, we had AI in the context of machine learning, where as our customers researched our technology and product capabilities, we were able to have visibility into that—when allowed and permitted by the customer—and then engage with them to make sure we answered their questions and helped them get to the outcome they wanted to achieve. So that’s been there for quite some time, but a lot of human interaction was still needed based on the signals that kept bubbling up.
Now you overlay this recommendation engine with GenAI capabilities that streamline customer engagement in that moment—from the beautifully crafted email or message to how you respond with the right set of assets and information. All of that is now available to make that process more end-to-end—a great employee experience coupled with a great customer experience.
So that’s just one example of how we think about our business strategy and how our AI strategy is anchored to support this for our people and for our customers.
Samuel
I love that example, and I think you made an important distinction. When we talk about AI, a lot of people refer to GenAI—but GenAI is not all of AI. It’s one type of AI. Machine learning, specifically in sales, where you learn from all your past opportunities and from customer signals—did they open a document, did they open an email, etc.—is a very important part of a sales strategy when it comes to AI. It’s not just GenAI.
However, personally, as a technical seller, I can tell you that leveraging tools like the Researcher agent, for instance, that do deep research for me, saves me a tremendous amount of time. So it comes back to your point about aligning on revenue and on customer time. It’s really important to use those tools to save time where we don’t necessarily bring value. What I mean by that is that, as Samuel Boulanger, I’m not bringing much value by doing a deep research dive—searching everywhere on the website, reading reports—while AI can summarize it for me. Then I can do my job, which is being in front of the customer, unblocking them, or explaining how the technology works.
This is a really good example. Now, I think the core of what you’ve explained is that you need to align your strategy to your core mission, which in a sales organization is bringing revenue. How do you decide where in the sales process AI will create the most value? How do you prioritize it? I understand it’s around revenue generation, but more than that, how do you pinpoint which process you want to address first?
Ehsan Youssef
It’s such a powerful question. More importantly, there are multiple facets to that question because we’re still part of a large enterprise company. We have what we call AI COEs within the company. When the use case or value for us is more complex and requires access to multiple systems that have various levels of governance and whatnot, our mandate is to make sure we are feeding the AI COE.
They essentially look at the customer journey we bring customers through, and at every step of the way, identify the burden on the employee—whether it’s like the example you gave around researching the customer before you actually get in front of them—and then make sure the plumbing is built for something like this.
Imagine Researcher. For Researcher to do what it does—deep reasoning and pulling from many different sources for the customer—it also pulls internal sources from various systems, including our Dynamics CRM platform. But that plumbing needs to exist for it to do that.
So number one: where we see the highest level of friction that is tied to many of our enterprise systems, we need to bubble up those asks so they can be built for us.
But we don’t stand there idly waiting for someone else to build capabilities for us. This is the power of enterprise-led solutions as well as citizen-led solutions. As a leadership team, we’ve talked through this quite deeply. We think about how to make sure our salesforce has a mindset around the ROI of time. Whenever there’s friction in the steps they have to take, they should feel empowered to go solve it. This is significant.
Think about something as simple as your role—you’re a subject matter expert in modern work, AI workforce, Copilot capabilities. Yet when you have conversations with customers, sometimes you want to follow up with an email and references. One of the team members realized he did this two or three times a day. That follow-up—hanging up with the customer and drafting an email—took him at least half an hour each time, making sure the right links were there.
He created a little agent that took in the transcript from the call, and every subject that was brought up generated the external reference link and built the email to be sent to the customer. Now that 30-minute post-call effort is five minutes. It’s still effective—even richer than the emails he or she would have written themselves—yet it’s thorough and all there.
That’s an example of something no central body will solve. The frontline will know there are gaps and challenges in the way they do their work. As a result, they’re empowered, because they have technical competency and so on, to go and solve it.
That’s just an example of how we think about this. But at the core, one of the things we’ve learned is to really empower the mindset shift required in the sales workforce—and that is the ROI of time.
Samuel
I like it, and I like the example you gave. Honestly, I don’t know how I was doing it before GenAI, to be sure—all the research, all those long emails you have to craft. Now I have one agent like this where I can simply drop the transcript, and it will bring me back the proper resources so I can share them with the customer.
I know at first, when Copilot was released, people were perceiving this as cheating. I got that comment from some customers. But at the end of the day, like I told them, it’s still the right sources. Whether it’s me searching for it or Copilot, I double-validate everything because you need to double-validate anything coming out of an AI. But still, it’s the same sources, and it didn’t take me an hour—it took me five or ten minutes. So it’s very powerful.
You mentioned COE. What does it stand for?
Ehsan Youssef
Absolutely. Center of Excellence.
Samuel
Center of Excellence, okay.
Ehsan Youssef
AI Transformation Office—there are different terms for it. But what we like to anchor on externally, where we see an acceleration in AI value back to the business, is when companies make a distinct investment in that AI Center of Excellence for themselves.
Samuel
Good. I think we have resources on the website on the COE for AI, so I’ll share the link in the show notes. How do you calculate this ROI of time? I mean, I’m pretty sure it’s not a simple formula, but how do you identify that a task might have ROI and deserves AI applied to it?
Ehsan Youssef
Absolutely. And it just goes back to my comment earlier that the value is not necessarily in just that task. Even though a lot of people will have ideas—and we’re running a hackathon right now within the organization to come up with all the use cases that have the broadest impact for people so that we can scale impact as quickly as we can—the core is not how much time we save per use case we light up.
The outcome is: does this, at scale, help our organization spend more time externally? Then, and only then, do we know that the aggregate of the sums gets us to what we aspire to be.
Samuel
And once you’ve identified those use cases you want to apply, how does a frontier firm differ from a traditional sales organization? What do you do differently today than what you did, say, three years ago? What new processes have you decided to redesign? Because I suppose a lot of processes need to be fully redesigned—it’s not just sprinkling AI magic on top of old processes. You need to rethink them. So how do you do that?
Ehsan Youssef
100%. To be a frontier firm is to think AI first. Whenever you’ve got an opportunity or a business problem or a business process of some kind, the first place you go is: how can GenAI help me reimagine this in totality?
That has allowed us to reimagine some of our business processes quite effectively. For example, planning. Planning means we want to be more intentional with the right set of customers as we move forward. This process, because of the customer research element, used to require hours for our account teams. Now we’re in a situation where it does not take that enormous amount of time.
When the prompts and everything are built, they’re scaled and shared with others so they can use the same methodology to prepare for their plan readouts, so they can focus more on strategy than on just building slide decks with information.
That is just one of the many examples. When you think frontier and think with an AI-first mindset, you’re able to unlock different components. You start with pillars. It’s very difficult to completely redo the entire process end-to-end, especially in a company of our size, but we know that every process flow has major components. In each of those phases or stages, what are the distinct activities that need to occur? And how do we reimagine those before we reimagine the whole thing?
Then, when you start to think about GenAI as your digital work buddy, how do you make sure you’re leveraging it every time? I’ll tell you—two years ago, that didn’t come naturally. Why? Because we all had a huge amount of habits established. Now we’re in a situation where we consistently have to think about how to leverage our AI agents and AI capabilities more intentionally.
Hopefully that gives you a bit of context.
Samuel
I think it’s a really good segue into my next question. You mentioned it was hard building these habits at first. Two years ago, it wasn’t necessarily natural for everyone to start using these tools. So how do you build that trust in AI within our team? Because I know for a fact—working with our customers and internally with my colleagues—that there’s pushback and concern around AI. People, I mean humans in general, tend to go back to what they know, which is old habits. So how do you create those new habits, and how do you make sure people trust AI enough to make it their work buddy?
Ehsan Youssef
Yeah, you know, when I think about that in particular, trust is built with the right level of transparency. At the core, when people don’t know something well, it’s easy not to trust and easy not to believe what it can or cannot do.
One of the biggest things we’ve been able to do is continuously educate the team and provide various assets for people to get educated on it. Then we celebrate the moments where people have been able to leverage the AI capabilities—their digital work buddy—to help them achieve certain things, to show what is possible.
Like I mentioned, work trends make it very difficult for us to keep doing things the way we used to. As a result, we want to make sure people are well educated, that they know many of our systems have the right level of governance, and that we take our approach to responsible AI and ethics extremely seriously.
Through that knowledge-building and practice, eventually the level of trust gets built. The reality is: just hearing about it doesn’t get you there. Getting hands-on and starting to leverage it is the only way your education will keep up with the changing pace of AI.
I always give this example to folks: for years, Erin mentioned we used to ship products every three years. Then we moved to SaaS, releasing two to three times a year. Now with AI, the innovation pace is maybe ten times a year. There’s no way to learn it without hands-on experience. That, at the core, is what builds trust and comfort with the platform.
And yes, there are undercurrents—concerns like, “How does this affect my job?” or “How does this affect the workforce?” But one statement continues to be true: at the end of the day, you won’t get replaced by AI, especially in a critical function like sales. But you may get replaced over time by someone who knows how to leverage AI tools to the maximum, because the productivity of that person is multifold compared to someone who does not use AI.
Samuel
I can confirm.
Ehsan Youssef
Yeah, it makes a big difference. And I can confirm from my own experience what I can keep up with these days compared to a few years ago—I wouldn’t come anywhere close.
Samuel
People ask me how I can have a podcast, my job at Microsoft, be active on LinkedIn, have a newsletter. It’s easy—it’s AI. It’s my own content, don’t get me wrong, but with the help of AI I can do things so much faster. So I can only agree with that statement.
You mentioned education, and that’s pretty much what I tell all my customers. When we’re talking about adoption, start by educating your people. I’m always surprised that the general population is still at the basics of generative AI—doesn’t necessarily know how to create a good prompt, or isn’t aware of enterprise data protection with Copilot. Weekly, I have this discussion about enterprise data protection, which for me is a given. But this is a main concern for a lot of organizations: Is my data secure? Can I upload an Excel spreadsheet into Copilot with sensitive information without worrying that it will train the model?
So to me, people really need to educate themselves on the tools as a whole. You don’t have to be fully up to date—we’re moving so fast—but you need a basic understanding of what it does, what it can bring, its limitations, and its possibilities.
Ehsan Youssef
100%. I see this within many of our customers. They sometimes get frozen by their own data security posture. I always say to our customers: your security posture does not change with AI or without AI. The discoverability of that security posture changes.
At the end of the day, you do have a mandate to solve the underlying data security and governance strategy for the company because that’s the core of AI for years to come. And we make considerable investments in our Microsoft Purview tools to help our customers—with greater agility—get to a secure posture.
Number one, our commitment is always: your data is your data. Your data is never used to train the models. More importantly, we strive to adhere to every compliance, privacy, and security regulation around the world. That puts us in a very unique position to serve our customers on the foundation of trust.
Samuel
I agree. Switching gears a bit—what leadership lessons have you learned from turning your organization into a frontier sales organization? GPT-3.5 was released in November 2022, so it’s not that long ago, and it moves extremely fast. What challenges have you faced, or what missteps have shaped the way you lead today versus three years ago?
Ehsan Youssef
It’s a great question on change management. People think that just because we’re part of Microsoft, we have a higher level of adaptability. Yet it’s still a lot of change in a short amount of time.
To me, one lesson is: how do we anchor on the right mindset—an AI-first mindset that considers the ROI of time? Another is: how do we make sure we have the right executive sponsorship, but also grassroots engagement? One or the other won’t get you there. It’s not top-down and it’s not bottoms-up—it’s a combination of both.
Then, how do you balance that within the organization with the right level of celebration and recognition?
Your earlier question about trust—that one is top of mind. I don’t believe we’ve done enough to carve out dedicated time per week for learning and experimentation. That, to me, is an area I will emphasize more deeply this year, so that we have the space to actually do it.
A lot of people might think, “These are the tools we work with and share with customers, so it’s natural.” But imagine the acceleration if there were dedicated space to learn in ways meaningful to each person.
Samuel
I’m monitoring the space intensively, and I can tell you there’s a new update every single day that I haven’t heard about, or something new being announced. It’s hard for our customers—and for us internally—to try to embed this into our workflow. So I agree: if you don’t have dedicated time to keep up to date, or at least keep your basic skills adapted to your work, it’s very hard to stay ahead of the curve.
Do you have a success story that illustrates what it looks like to sell as a frontier firm, and the lessons you took away from that experience?
Ehsan Youssef
I mean, we look at things in aggregate. From a data perspective, we’ve been able to see that the more someone uses the AI tools, the more the metrics that matter—like how much pipeline they generate—go up, and their time to close deals goes down. Those are things we see at an aggregate level.
But to me, it’s about how you leverage all of that to create peak experiences for our customers. When you’re deeply researched and deeply understand the customer, you can help them achieve things they wouldn’t have thought achievable before. That, to me, is super powerful.
There are many customers out there—and I’ll be blunt, as they say—you don’t join Microsoft to be cool; case in point, after 20 years. You join Microsoft to see others—customers and partners—be cool.
I have to say, it’s been extremely rewarding to see customers in the public sector, like the City of Kelowna or City of Burlington, take advantage of technology to improve outcomes like the time to permitting. Then you’ve got customers like Gay Lea Foods…
Samuel
Mm-hmm.
Ehsan Youssef
…and others that have really streamlined their operations to be much more insightful about the health of their organization. You’ve got healthcare organizations like Peterborough Regional Health Centre—a hospital that is not the largest of the large, but has essentially been able to establish an enterprise-wide data platform and make themselves AI-ready for what is to come. It will enable greater outcomes for patients, physicians, and other health practitioners.
To me, those are the outcomes that matter the most. So I’m extremely proud to be part of an organization that gets to unlock that every day with very cool customers.
Samuel
Well, we have a lot of customer stories on our website as well if people want to take a look. I’ve been part of Kelowna; I’ve been part of Burlington. Kelowna is accelerating the time to answer a citizen, which has a tremendous impact on society. If I can remove the burden from my customer service agents while improving the satisfaction of my citizens, it’s a win-win.
And Burlington—I was part of that one as well—they’re using a chatbot to analyze permits and accelerate the time to deliver those permits. Again, it’s a lot of money saved, a lot of time saved, and a lot of frustration saved. And healthcare, etc. There are so many great user stories out there.
Ehsan Youssef
Absolutely.
Samuel
If I’m a leader—listening to you right now—from any industry, and I want to move forward with AI, I want to become a frontier firm, what advice would you give me on where I should start and how to build on the momentum? Because there is absolutely a momentum right now at the beginning of this curve.
Ehsan Youssef
I would say from our strategy, we look at three phases of the frontier firm.
The first phase is giving every human an AI companion, which in our world is either Copilot, M365 Copilot, or Copilot for Chat that comes free with the licensing our customers have. You want to make sure that in a secure way, you’re giving the right AI tools to your employees so they can experiment and learn and not fall behind.
To do that, there are a few things you need to do. You start with a decent-size pilot that includes both technology constituents and non-technology or business users. At the same time, you make sure your data security posture is well managed and secure. In that initial pilot, you learn what you can really unlock and the use cases people can imagine. And trust me, when you give these tools to the right people, the ideation that comes out is incredible.
Then you think about building the roadmap of use cases and ideas that will empower your business—this is where the AI COE and others come into play.
Then you move from that first phase—employees with an AI companion—to the second phase, where employees have agents behind the companion. You start to build agents that unlock use cases: frontline workers needing quick answers, nurses visiting patients, technicians solving problems. Are you able to give them what they need rapidly and at their fingertips?
Then you get into phase three over time, where people run agents. They have multiple agents every day that do the core of the work, and they make sure things are done right because the human is always in the loop. Imagine this in a sales organization: an agent that does prospecting, another that builds your pipeline, another that handles follow-ups. Now every time I complain about pipeline hygiene, someone will blame their agent—“It’s the agent’s fault, not mine!” This is the agent boss.
That’s the pattern we see, and everyone will be at a different phase depending on their maturity level. But my best advice is: start, and lead by example.
The reality is you cannot be a leader in the era of AI and not use it. Even personally, I’ll share a story. Every year, I had to send receipts and paperwork to my accountant, who would pull it all together, charge me a decent amount of money, and file everything. I thought, “This is a few hundred bucks every year.” Now the tools have changed. This burden I didn’t want to take on because it took hours—well, I thought, “Let me try this.”
I sat down one weekend, educating myself, learning through a lot of YouTube videos—I would say some of your videos, by the way—and I built an agent that scans all my receipts and documents, categorizes them, and builds a beautiful spreadsheet. I now send that to my accountant and save hundreds of dollars.
There was a personal benefit, but also a learning benefit that made me more credible in front of smart people like you.
So if you’re a leader in any company, my number one advice is: dive in yourself and be a role model for what you want the organization to move toward. If you don’t do that, everyone will sense it’s lip service, and they won’t gravitate to it in the same way.
That would be my advice.
Samuel
This is a great example—using it to extract your receipt data and categorize it. Honestly, that’s how I learned AI myself. I found use cases that made my life easier. I tried things—sometimes they worked, sometimes they didn’t—but I always learned something I could apply and build on to try another use case. And then I became more productive, and now I am where I am in terms of knowledge.
We’re almost at the end of our time. I have my two last signature questions. The first one is: if you only had one tip to share that helps you be more productive every day with AI, what would it be?
Ehsan Youssef
One tip is a really hard question, but I have to say, in my role, one of my biggest mandates is communication—communication with clarity so that it can inspire action. In the past, I would dwell over emails to the organization or LinkedIn messages.
The reality is now I have an AI companion—my Copilot—that helps me be a thought partner on the content we put together. I’m not kidding. I’ll ask it, “How will this be perceived? Is there a better way to get the right tone?”
That has helped me reduce the amount of time I spend on communication while the quality has gone up. Any leader will tell you communication is a core mandate of the job. So how do we get better? I feel we don’t always use our AI companions as thought partners. We use it to generate content—but what if it can help you see a perspective you couldn’t see before?
And with the right thing.
Samuel
So you ask it for feedback; you don’t ask it to do the job for you, right?
Ehsan Youssef
Exactly, exactly. That has been a really big game changer for me. It’s helped me with some of my poor habits, let’s just say, in some of my communication.
Samuel
Yeah, likewise. I’m using it like this a lot. I don’t get it to write the content for me, but I ask for feedback. I refine it with the help of AI. At the end of the day, it actually made me learn a lot, and it has made me better at what I’m doing.
The last one is a hard question. Looking ahead, do you see AI reshaping the way we live and the way we work, specifically over the next 10 years?
Ehsan Youssef
Wow, 10 years—my God, I can barely predict two years with the pace at which things are moving.
Samuel
Yeah.
Ehsan Youssef
I’m an optimist. And although I’m not completely naive or unrealistic about the harm that exists with AI—because harm exists with practically every tool that’s ever been out there—I do believe we live in a society where AI can play a very big, significant role for good.
We’ve got massive challenges in the world—from sustainability to healthcare and beyond. I feel like AI can really help us get there much faster. One of the pillars of being a frontier firm, one of the success pillars, is bending the curve on innovation, no matter what organization you’re in.
Today, there are massive time constraints on just being able to think, to reflect, to do the research necessary to think differently, because we’re so bogged down with the pace. So I’m extremely optimistic that when we get it right over time, and there’s extreme value delivered to every individual, every organization, and every team, we’re going to bend that curve on innovation and great things are going to come out.
I feel like the world needs AI today—with the right guardrails on privacy and everything else. The work will change over time. And I feel that if you can reduce the burden of lower-value, higher-load tasks on people, and allow them to spend more time creating human connection and having quality time, so they can have a work-life balance they’re proud of—those could be very real, positive outcomes of AI.
Imagine the four-day work week. Can you imagine that? I’d like that.
Samuel
I can imagine a two-day work week, actually.
I’d be bored.
Ehsan Youssef
We didn’t go that extreme, but hey—somebody’s got to look after all these agents, you know?
Samuel
I’ve asked this question to a couple of people so far, and you’re not the first to mention getting more time to create human connections. I feel like people—I don’t know if it’s only in tech, but in general—are craving more time with their loved ones, more time with other human beings. And that’s the goal of using or developing AI.
If this podcast is still running in 10 years, I’ll do a retrospective on who got their prediction right.
Ehsan Youssef
There you go.
Samuel
Anyway, thanks a lot, Ehsan, for your time. It was a transparent and genuine conversation. I think sales leaders listening to us will get tremendous value out of it. So thanks a lot for your time, thanks for your leadership, and have a great day.
Ehsan Youssef
Fair enough. Thank you for having me, Samuel. Thank you for your leadership and for making sure people out there hear what’s possible with AI. I really appreciate having you on the team and what you do for every one of our customers and partners. Thank you.
Samuel
A pleasure. Thank you.
