How AI Can Help Your Business: Practical Strategies from IT Directors Who Are Already Doing It
If you have been wondering how AI can help your business but are not sure where to start, you are in the right place. In this episode of the IT Directors Podcast, Jay Bradford and Michael Thomas break down exactly what AI adoption looks like in the real world — from automating manual workflows and organizing your inbox to building custom dashboards and making smarter data-driven decisions. No hype, no jargon, just practical guidance from two IT professionals who are actively using these tools inside their own organization every day. Whether you are a small business owner, an IT director, or a business leader trying to figure out your first move, this episode will show you how AI can help your business starting this week.
Welcome to the New Studio
Michael Thomas: Hey, guys. This is Michael and Jay here with the IT Directors Podcast. Good morning, my man.
Jay Bradford: What is going on, bud? How are you doing?
Michael Thomas: I’m doing wonderful today. How are you doing, Jay?
Jay Bradford: Look, it’s great. We’re in our new studio here. You know, our marketing team here at Clear Winds is the best marketing team in the business. I mean, look, this place is phenomenal, so we’ve got a new setting for our listeners and our viewers. Excited about this podcast, man.
Michael Thomas: Oh, yeah. I mean, I know I might be a little biased, but I love this team we get to work with, and even having the ability to work with this team to address our audience on topics that actually matter today. So what we’re going to be talking about today is how AI can help your business. So Jay, I’ve known you long enough to know that you, my friend — you’ve got Claude, you’ve got ChatGPT, you’ve got them all in each one of your pockets, and you can fire off wisdom for days.
Jay Bradford: Hey, look, I love the tools, you know what I mean? Especially in my role here as a sales engineer at Clear Winds, helping all of our customers and all of our partners — having these tools is critical. Yeah, I love them.
Where Are We on the AI Adoption Curve?
Michael Thomas: I definitely agree. And AI is literally everywhere right now. I see a lot of businesses talking about it. I see a lot of commercials. It really is now a part of everyday life. I don’t feel like the understanding is there yet for everyone in terms of how to use it, what it looks like, and how it can be a useful tool. But it’s in just about every conversation. So if we’re talking about what it looks like in business, when you look at an actual business and the ability to incorporate AI into it, what are you seeing right now?
Jay Bradford: That’s a great question. So you know, most people — even in business — up until probably six months to a year ago, were using AI like Google. Like a really advanced search, right? But now in business, we’re seeing people use it to automate processes and make life simpler for their own employees. Whatever you do manually — importing, exporting, scheduling, follow-up, email organization — I’m seeing all of that shift toward using AI tools. It doesn’t mean that we’re replacing those people. It just means that we’re making our lives more efficient.
Michael Thomas: Yeah. I like to see things in terms of the growth curve, and where you’ve got your early adopters. Where do you feel like we currently are on that curve?
Jay Bradford: I think we’re really early on, because two or three years ago, ChatGPT really came on strong and hit the market. But with Claude, over the last six months, Claude has really catapulted in the business sector. Even us internally at Clear Winds — that’s our standard enterprise tool that we’re using across our organization. But I really feel like we’re just on the uphill. We’re just gaining traction on this, because I think we’re just scratching the surface of how great it can be to help organizations and businesses. We’re developing our own AI practice for companies and organizations around that, but we really started by doing it ourselves internally, developing some tools, and now we’re saying, “Hey, we can replicate this and help our customers and help people.” So I think we’re getting up that hill right now. We’re there.
How to Start: Evaluating Your Business for AI
Michael Thomas: Yeah. With us being in that place where we’re still on the front end of it, I think that means there are a lot of people it might not have resonated with yet — like, how do I actually use this? And so for that person who is somewhat aware of it, maybe has dabbled with it a little bit — what would you say to those people who are trying to figure out, “What do I do? What’s my next step?”
Jay Bradford: Hey, that’s a great question. Having an evaluation — doing an overview. Have an initial meeting internally with your team. Let’s find out, “Hey, what are we doing right now?” Let’s document our processes. And I think a lot of organizations, especially small to medium businesses, just do stuff, and they’ve been doing it so long they don’t really document it, right?
Michael Thomas: Yeah, all that tribal knowledge.
Jay Bradford: Yeah, exactly — tribal knowledge. Documenting things, putting SOPs around what you’re currently doing, and then evaluating that framework to see if we can automate those things. Meet with your HR team — “Hey, what are you doing import/export-wise? What are you doing manually?” Meet with your payroll team, meet with your customer-facing team, meet with your production team — “What are we doing? What does that look like?” So find out those things you’re doing, build a framework around that, and pick one or two small tasks that you can automate. And when I say automate, I don’t mean eliminate or radically change. It could be as simple as handling a spreadsheet. So take, for instance, an HVAC company that has a fleet of vehicles with all their HVAC techs going out servicing the whole Southeast. How are they maintaining those vehicles? I bet it’s on a spreadsheet with yellow and red highlights for oil changes, tire changes, all these things, right? Because most small and medium companies don’t have fleet maintenance software. They’re just doing it on spreadsheets.
Michael Thomas: And some of those companies are like, “Hey, you’ve got some crazy amount of money to pay for software where it’s hard to justify that type of cost.”
Jay Bradford: No, it is. So hey, let’s evaluate that. Let’s take that spreadsheet, put it into Claude, and say, “Hey, develop me a dashboard around this.” Now we have a fleet maintenance dashboard that we didn’t have to go out and buy. We can house it internally, make ourselves more efficient, and build notifications off of it. So that’s one thing. But just pick one thing and say, “Hey, we’re going to try to get better at this,” and hone that in.
How to Think Differently About AI
Michael Thomas: Yeah. And I think that evaluation aspect is key. Personally, to drive it home — how would you even tell someone to think differently? Because I think that’s one of the big things. Each season you might have some new advances in technology, and when you’ve got those new advances, you have to start approaching things differently. So to make it hit home a little more — what are some things that help you think differently about it?
Jay Bradford: Well, just doing a self-evaluation — asking yourself, “What am I doing daily, and why have I always done it the same way?” Because look, in business, we know that. Why have I always done this? You know, Michael, I’ve done this the same way for 22 years. Well, does that mean it’s right or wrong? Do we have any data around that? Do we have any results? So really evaluate what you do. And in my previous role, I had to evaluate some things we were doing manually and realized, “You know what? I could really automate that.” We used some AI tools to do that, and now that team is freed up and doing innovative things. So yeah, just do a self-evaluation and say, “You know what? I’ve got to change the way I’m thinking,” because right now we’re on that uphill. But in a year and a half, two years, three years — if you don’t adapt and change, things will pass you by, and people who use these tools will become more marketable in the business environment. So we’ve got to adapt the way we think. Just like the internet — when the internet came out, selling things online was mind-blowing. Amazon sold books at first. Now you buy toilet paper, toothpaste, a car, an engine — anything on Amazon, right? So you have to change and adapt to the way you think.
Michael Thomas: Oh, yeah. I’ve got things on subscription at this point where I don’t even have to ask for them. They just show up at the door. I don’t know if that’s always great.
Jay Bradford: Hey, my wife gets groceries through Amazon through Whole Foods now. I mean, it’s just endless, the adapting, you know what I mean? So we have to be a little fluid in our mindset.
Michael Thomas: Yeah. I think you definitely have to be fluid in it and accept the fact that, hey, it’s here. It is definitely here, and if you choose to ignore it, the times will pass you by. And that’s what I encounter when I’m talking to people. Some people seem to be digging their feet in. I’m sure it was the same thing when computers were first becoming a tool. I’m sure there were people who dug their feet in, but at some point you adapt to the change that’s here. And this is a change that’s here. It is something that can make a tangible difference.
AI and Asset Management: A Real-World Example
Michael Thomas: And some things that we were talking about — a real-life change that we have seen where it’s impacted businesses — has been with asset management and tracking what you have in your organization, the assets, the tools, the different things. How can AI help, from a big-picture standpoint, with wrapping your hands around all of that?
Jay Bradford: Oh, that’s a great question. Organizations have tons of different data sources, right? You have an ERP system, you might have an asset system that’s a spreadsheet or a software system, you might have a ticketing system, a billing system. All these different variables and data, right? So AI can help tie all of that data together and help leadership make strategic decisions based on data — not on what they think, and not on human emotion — because sometimes as humans we’re emotional. I’m thinking, “Hey, man, Michael is the best podcast host I’ve ever seen.” Thank you. But let’s look at the data. Are we helping our customers? Are we getting a lot of views? Are we getting a lot of clicks? And that’s where those AI tools really help, because we can take all these data sources and make educated decisions. And I think for leaders — especially COOs, CFOs, presidents of companies — they don’t want to be in the weeds. They just want a dashboard with all this information. And that’s where an organization using those tools to tie everything together makes strategic decisions. Because sometimes as humans, what we think is really not reality. So keeping it practical and really looking at the data and tying those sources together is key.
Michael Thomas: Yeah. I think taking the bias out of it — that’s one thing it absolutely does. It takes the bias out. And then two, we’re talking about the human element. And I think that’s where some fear kicks in, as some people are concerned about it.
Jay Bradford: Yeah, no, it is. And I’m seeing it shift. We talked on one episode about medical coders. In the field of insurance, medical coding was a whole practice. Now, I don’t know if we’re going to need medical coders in the future. We might need one person who can manage an AI tool that can code 100 different cases, right? And so that’s an instance of that job morphing into one that uses an AI tool. There are a lot of things from 10 to 15 years ago that I think are no longer existing right now — and that has nothing to do with AI. It’s just called business evolving, technology evolving, us as people evolving. Companies have tons of data, Michael, but they really don’t know how to organize it. I mean, take what we do at Clear Winds — like what you’re over. You’re our marketing and sales director, and you use data from marketing campaigns, emails, and your sales team. You have a lot of data sources, but we have tools that give you accurate reports and dashboards so you can make strategic decisions. And that’s where we go in — how can companies get this AI and turn it into data that’s something they can actually act on? That’s really key.
Michael Thomas: Yeah. No, I think that’s definitely a key point. One, it can help you read the data and understand it. For me, in marketing and sales, for example — one of the ways we use it is to help enrich the data we have. Things that would take hours and hours and days — because we’ve got thousands of contacts — we can use these tools to create tailored messages for different audiences. Our goal is to help people. We want to give them relevant information. Our mission is to help others be successful at their own mission, and we handle the IT aspect of that. And so one of the things we’ve been able to do is take these tools and enrich the data to make sure we’re sending key targeted messages to the right people at the right time, so that when they’re ready to make decisions, they’ve got all the information they need. Incorporating AI into what we’re doing has simplified that process as well. And yeah, there’s still a human element. We still have to have our brains. We can still utilize our reasoning to interpret the data, but it can help exponentially increase what we’re doing.
Does AI Make Us Dumber? The Truth About the Human Element
Jay Bradford: Man, I thought about something when you said that, because I think a lot of people have the assumption — the false idea — that AI makes us dumb. Like, man, we’re going to produce this whole next generation of people that are not smart, that are not intelligent. I actually feel differently. Because I use these tools daily — I support you, I support our team — and it actually makes me smarter, because I have access to more information.
Michael Thomas: I think that’s the key part. When I hear somebody say that, they’re operating on an assumption that they’re no longer going to use their own reasoning capabilities. And I think it’s a faulty assumption. If that’s the practice of what people are doing, then hey, I’d agree with you — but they’re using it incorrectly and poorly.
Jay Bradford: Yeah. So I have access to way more data that I can vet because of my knowledge in the industry. I can vet it and make sure, okay, this is right, this is wrong. But it makes me so much more knowledgeable and more productive. So I think using these tools to help create more knowledge for yourself is the key. And that’s one big misnomer. So — the human element, right? My historical knowledge of being an engineer and running a data center — when I do searches and use AI, I can tell because of my human knowledge if something is right or wrong and if it’s factual. And look, the data AI produces is not unfactual, but it’s sometimes geared toward different answers because it’s just looking at data. So it helps me to do that.
How AI Is Changing Day-to-Day Workflows
Michael Thomas: Yeah. I know another big area of what we’ve talked about where AI plays a huge part is workflows and how it can automate different workflows. I think that’s one of the key things we’ve seen when working with other businesses. What have you seen from a workflow standpoint?
Jay Bradford: Man, so how is AI changing how teams actually work day-to-day? I see this every day in our organization. I mean, think about some of the tools we’ve developed internally — around SOWs, quoting, marketing campaigns, and different things. But just for me, isolated to my role — we have a managed service quoting tool that we developed. Before, we took a spreadsheet, did some calculations, and had to do a lot of it manually. Now we have a tool built with AI that gives a great summary tailored to our customers. It has different packages that we’ve created with our own human input, but it gives us that return and creates an awesome proposal.
Michael Thomas: Oh, yeah. And hey, I’ll be one of the ones to say — first, I love that. And could it make someone nervous, like, “Does that take away from some of my value as a contributor and a leader on the team?” I can see why that instinct would come up. But in reality, what this has enabled us to do as an organization is — there are some key pieces that don’t necessarily need a 20 to 30-minute conversation. If I’m in a meeting, I don’t need people waiting on me to get information. You’ve been able to build a tool that has basically become a knowledge base, and our team can utilize it to get what they need when they need it so they can be more successful. And our CEO talks a lot about speed of business. This is a tool that was created with AI, utilizes AI, and it helps our speed of business tremendously.
Jay Bradford: Oh, tremendously. I mean, that’s how I’ve seen that change how our day-to-day work is done. But take the electrician who goes out and does a site visit for a customer. Used to, they’d say, “Hey, I’ve got to give you an estimate, Michael,” and two days later they’d give you this estimate. But now they all have tools on their little iPad when they come out to your home. What do you think is running that tool? It’s probably an AI-driven app in the background, or a web-powered app with some AI. Now they can deliver these estimates on-site based on things they’ve already predetermined. So I think that’s how it’s changing people’s day-to-day lives.
Michael Thomas: Definitely. So it’s absolutely a tool. And I use it myself as an example, just because I can see why someone would go down the path of thinking, “Hey, this tool can impact my value as a contributor.” I can see why you would arrive at that assumption. At the same time, it is a tool that can help tremendously. If you can learn how to use it and adapt with it — my goodness, the impact you can make is exponential.
Addressing the Fear: Will AI Take My Job?
Michael Thomas: But look, for those who are still in that place of concern — because I know we’re talking about the human element — you hear the stories about what happened with Facebook, and you hear the stories about roles that have been changed because of how AI has automated things, and it might make people feel like their roles are obsolete. For those who are on that side and still concerned — what would you tell that person?
Jay Bradford: I would tell you: just be patient and watch. I do a lot of research in our industry and follow a lot of Fortune 500 companies. A lot of these companies have laid off thousands of people because in the last year and a half — I mean, it’s been out for a couple of years, but really the last year and a half — these companies thought, “Hey, we can eliminate 1,000 people and use these tools.” And now they’re bringing a lot of that workforce back. Because what they’re realizing is, yes, these tools can eliminate some old, antiquated roles. But also, you have to have people to manage these tools. So I think we’re seeing that shift. While AI can automate, you still have to have people and resources. So I think it just shifts what you do.
Michael Thomas: Yeah. There’s always a cause and effect, and I think we can be quick to jump to conclusions on either side. One of the stories going around right now is how Walmart is doing away with automated cash registers.
Jay Bradford: Hallelujah.
Michael Thomas: I know, right? I mean, those things are so annoying, and my kids think it’s a game — they’ll just try to put money into it. Um, but they have decided to do away with some of those and are changing course. When they first brought out those automated cashiers and those whole systems, it changed that line of business.
Jay Bradford: That is such a great point. So hey, look — a lot of us go to Walmart all the time. In Walmart, they have 20 self-checkout registers. And I noticed lately they have them roped off. And I’m thinking, “Why do we have all these self-checkouts?” Because what they found — what the data showed — is people didn’t want to go through the self-checkouts. Then it became more difficult. If I’m going through buying some apples and oranges, and someone else is buying a bottle of wine, you scan the wine and then — pew — a big red thing comes up. You’ve got to be 21, so then they have to get someone with a light to come over. So it made it more difficult. And then they had to have people standing at the self-checkout to help people. So what are we doing? You could’ve just had a real register.
Michael Thomas: Well, and I feel like there is that cause and effect. When something is introduced — like you said, be patient. Be patient, learn how to use the tool. It doesn’t mean that you yourself no longer have value to contribute. It’s going to shift. So learn, grow, and shift with it as it shifts.
Jay Bradford: And I think for our listeners and viewers — because everyone is in this space right now. The economy is changing and shifting. There are ups and downs all the time in our economy. And yes, AI will eliminate some jobs — 100%, it will. But AI will also create more jobs.
Michael Thomas: And that’s the thing.
Jay Bradford: And that’s the thing. And hey, so for all of our listeners and viewers, I urge you to adapt to these tools. Make yourself so marketable that when you go in, you can say, “Hey, I can do XYZ for a company where it used to take 10 people, and now I can do that.” So you become more valuable. And I think that’s where the true gain is and the real practicality of it. You know, we talked about NVIDIA — James and I, our program developer, were talking about this. In Claude, you have tokens — the more you do, the more tokens you use, kind of like a monthly billing system. NVIDIA’s senior-level chip developers make half a million dollars. They’re high-level guys, right? The CEO of NVIDIA said if his senior programmers are not using $200,000 or more in Claude tokens, then he fires them. What does that tell us? People want you to use these tools — because they know the more of these tools you use, the more productive you are, and the more you can contribute to the organization. So don’t be afraid to use these tools.
Michael Thomas: And I think that’s the big part — for our audience, the IT director, whether in a small or large organization, whatever size, whatever industry — one of the goals we have is helping shine a light on the fact that, hey, it is here. We have encountered just about any different type of business you can think of — those who are adopters, and those who think it’s ushering in the end of the world. Whatever camp you’re in, our goal is to show: hey, it is here, it’s not going anywhere, so what can you do about it? And so for that IT director who is in that place of “Hey, I realize I need to accept this,” what are their next steps?
Practical First Steps for IT Directors This Week
Jay Bradford: Great question. So if I’m an IT director thinking, “Hey, I don’t need a multi-year plan. I don’t need some big four-phase, five-phase plan. I need something I can do this week” — I’m saying, “Hey, let’s meet with my team. Let’s start by organizing just your mailbox. Let’s use Copilot — it’ll organize your mailbox and your calendar for you. Let’s show them how to do a daily summary from Claude. Open up Claude, connect it to Office 365, and say, ‘Hey Claude, summarize my mailbox. Give me a morning report every morning.’ It will do that. ‘When I’m directly mentioned by name in an email, I want that at the top.'” Start with small little tasks. And you think, “Ah, Jay, it’s just organizing my mailbox.” Well, hey, if you’re a sales rep like our sales reps — some of them get literally hundreds of emails a day, right?
Michael Thomas: I know I have hundreds that I have to purge and go through.
Jay Bradford: And so what if you miss an important email from a customer or client where you’re directly mentioned — like, “Michael, I have this $2 million PO I’m trying to get done but we have a question” — and you don’t see it for two days, and then we don’t get the $2 million PO, and the customer doesn’t get what they need. But hey, if you can just start with a small task — and you think, “What is that doing?” — that’s freeing up your time to do better at everything you should be doing. Because I really feel like email used to be the primary form of communication. Five to ten years ago, you emailed, I emailed Michael, he responded. Now it’s really different — people don’t even read their emails. They don’t read their emails because they get so many and they don’t have time to organize them. But emails are important because they’re a business communication tool. Then people went to Slack and Teams and all these different things. What we’re finding is people like to text.
Michael Thomas: Yeah.
Jay Bradford: If you get a text, the data shows — and I’ve done all these studies, I told my team this in my previous role — you will read 99% of the texts you get. Because it’s personal. If someone texts you, they have your number. Anyone can get your email, but not everyone can get your number. So if you get a text, you’re going to read it. Well, the data shows people read like 30% of their emails. My wife — married to an IT guy — you can pull up her iPhone right now and she’s got like 35,000 unread emails. It makes me twinge.
Michael Thomas: Man, same exact thing. My wife has so many of those little unread notification numbers, and sometimes I just want to get her phone and click refresh over and over just to make the little red dot disappear.
Jay Bradford: For those of you who know me, I’m highly OCD. So if you send me something, I’m going to respond — that’s just a personality trait of mine. I’m very responsive. But that can also be a negative because I spend so much time responding that I’m not doing what I need to do. That’s why email automation for an IT director is huge. And so that’s just one small thing. But pick something you can automate — whether it be a spreadsheet, an import, an export, an FTP import/export, whatever that may be for that IT director. Pick something you can automate and undo that manual task.
Lessons Learned: When AI Goes Wrong
Michael Thomas: No, I think that’s awesome. And I think we’ve got to do both sides justice. So like, hey, if this is one side of the road — how can we learn to use it — the other side of the road is those who might have jumped in too quickly and potentially made some mistakes along the way because they didn’t use it in the best possible way. Have you seen any examples?
Jay Bradford: Oh, 100%. Hey, I’ve been in both boats, right? In my role here, I had to use it to develop SOWs, scopes of work, and different things. And sometimes I would let it develop it and then not fully vet it because hey, I am busy and I am doing things. And I’m like, “Oh man, that’s not what I wanted. Let me go back and edit that.” So there are some things — that’s why the prompt engineering that James talked about on the other episode is important, and that’s why vetting what you use it for matters. Vetting the tools and making sure you don’t set yourself up to fail. Because hey, we don’t want to end up with a failed project that no one uses. We want to roll something out to our team that we know will help them. But that comes with doing a little research and a little reconnaissance in the background.
Michael Thomas: Well, and that comes from experience with it.
Jay Bradford: Experience, correct.
Michael Thomas: Yeah. So it’s definitely something you learn from. And just like we were saying — cause and effect. You start to use it, you understand the true benefit of it, and then you understand how it works and how you can incorporate it.
Jay Bradford: I’ll give you a real-world example from just life — away from business and IT, but it’s a great example. I’m going to a conference later this summer. I love to hike. I’m a big national park hiker. I go every weekend. So my son and I wanted to visit a national park. I said, “Hey, going to Las Vegas, I want to go to the Grand Canyon.” I had no idea that Zion National Park and Bryce Canyon National Park were within kind of a circular three to four hours of Las Vegas. I used OpenAI and said, “Hey, I’m traveling. Please develop a plan for me to go visit these national parks in three days before my conference starts.” It gave me this detailed itinerary. I mean, all the way to packing snacks. It said, “Hey, get snacks at the airport, rent your car, stay here, do this…” I mean, I was blown away. But that’s how using a tool — because now I’m taking a great expedition with my son that I never would’ve even planned. I was just going to go to the Grand Canyon and come back. But now I’m thinking, “Hey, now I can go to three different places.” So that’s why wrapping our arms around it, feeding it the right data, and then presenting it to our team in business is so important. We don’t want to come in and say, “Hey, Michael, we’re automating everything for your marketing team,” and then our marketing output is awful. And then it fails and we have to reel back. So that’s where you’ve got to have a kind of hybrid approach.
The Hybrid Approach: AI Plus the Human Element
Michael Thomas: Well, and I think that’s another thing — just like with the advent of EVs. Everybody rolled out saying it was going to be all EVs. Well, okay, fast-forward — we’ve learned where they can fit and where the interest is and how they can be an asset to us.
Jay Bradford: Yes. And I love electric vehicles. I thought about buying a Tesla just for the commute to work, but there’s only one charging station from my home to downtown, and I live in one of the most populated areas in Birmingham. That tells you something. Okay? There’s a reason why hybrids are way more popular than EVs — it’s because you can get gas everywhere, but the battery also helps you get more mileage. It’s the same way with AI. I think we take a hybrid approach in business. We don’t go in and just rip everything out and say, “We’re doing AI for everything.” We incorporate it into our daily life and become a hybrid-type employee — where I use AI every day, but I also use my human element every day. And when I say human element, I mean my reasoning, my emotions, my common sense.
Michael Thomas: I think that’s the big picture — learning how to use it as an asset.
Jay Bradford: Yes.
Michael Thomas: So, well, hey, I know there is a lot more we could talk about, and I know we will. But we appreciate you sharing your experience and your wisdom.
Jay Bradford: Yeah, absolutely.
Michael Thomas: And also, hey, we appreciate you guys joining us today. But for now, this has been Michael and Jay with the IT Directors Podcast, and we are out.
How AI Can Help Your Business: Start Small, Think Big, and Adapt
So how AI can help your business comes down to one simple idea — start with one thing, do it well, and build from there. As Jay Bradford breaks down in this episode, you do not need a five-phase implementation plan. You need to look at what your team is doing manually right now, pick one task to automate, and prove the concept. Whether that is organizing hundreds of daily emails with Copilot, building a fleet maintenance dashboard in Claude, or enriching your marketing data to send the right message to the right person at the right time — the businesses that are winning with AI are the ones that take a hybrid approach. They use AI to handle the repetitive and time-consuming, and they keep smart, experienced people in the loop to interpret, verify, and decide. If you are ready to explore how AI can help your business, subscribe to the IT Directors Podcast on Spotify, LinkedIn, and Instagram, and visit clearwinds.net for show notes, tools, and resources.
