Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
When you're in a market leadership position as a company
can be challenging. People can say, well, what's wrong, it's
not broken, what are you trying to fix? We're number one,
and our goal was we are number one, But sometimes
you've got to be willing to disrupt yourself to get
better and to maintain that number one. So we're kind
(00:22):
of looking at it as like, not all the things
we did to to get to our our upcoming hundred year,
but what can we do to position State Farm to
be here for the next hundred years. Welcome to the
restless Ones. I'm Jonathan Strickland. I've spent more than a
decade really learning about technology, what makes it tick, and
(00:46):
then describing and explaining that to my audience. But it's
the conversations with the world's most unconventional thinkers, the leaders
at the intersection of technology and business, that fascinate me
the most. In partnership with Mobile for Business, I explore
the unique set of challenges that see I O S
and c t o S face from advancements in cloud
(01:08):
and edge computing, software as a service, Internet of things,
and of course five G. We are often left wondering
how the leading minds and business continue to thrive. Let's
find out today. We're honored to have on the show
(01:28):
Ashley Pettitt, Chief Information Officer of State Farm. Ashley joined
State Farm thirty years ago and is the company's first
female ce IO. On top of her responsibilities as CEE
i O, she spends time encouraging young women and girls
to study STEM subjects and pursue careers in tech. I
sat down with Ashley to learn more about the incredibly
(01:50):
complex technological underpinning of State Farm, and I started off
getting to know a bit more about her background. Ashley,
thank you so much for joining us for the Restless Ones.
And one thing I love to do right off the
top of a show is to get to know the
person i'm interviewing a little bit more. And I'm just curious,
(02:12):
when and how did you first get interested in technology? Yeah,
thanks for having me, Jonathan. So, I didn't grow up
on technology, and I think other than probably playing Atari
in junior high in high school on on my home system,
my first exposure to technology was late in high school
(02:36):
where we took a basic programming class. And I would
say my real interests got harvested more when I was
in college. So I was a finance major in the
College of Business, and we had to take a couple
of computer classes as part of that curriculum, and I
just really gravitated to those classes such that by the
(02:58):
time I was ready to graduate, I had a double
major then in finance and m I S. Well, first
of all, you had the perfect entry point with the ATARI.
Whether it was the computer system the twenty it doesn't
matter to me. I love the idea that you grew
to love technology through something that I think a lot
(03:19):
of people when they go to college, they view those
necessary classes as a burden, and it turned out to
be a gateway for something that you might not have
otherwise encountered. Was there a specific point in your experience
at college where you thought, yeah, this is something I
want to pursue as a potential career. There was. So
(03:40):
when I first started college, I was electrical engineering as
my declared major. I always loved math and science, but
for some reason electrical engineering just didn't do it for me.
Switched to College of Business and Finance, and it was
actually my very first professor in my m I S
(04:00):
class who was, like, you pick up on this really quickly.
Have you ever thought about, and I hadn't really. I
was doing it, to your point more as like a
secondary kind of general ed requirement. And really that encouragement
was all the boost that I needed. And I'm one,
I'm just wired by personality. I love a good challenge,
(04:21):
and so for me it was something fun, something different,
something I just didn't really have a background in, and
so that learning and exploring process just turned out to
be a lot of fun. Well, it may have been
that electrical engineering wasn't the right path for you, but
you certainly are coming across to me as an engineer,
someone who sees the world as a series of challenges
(04:43):
and looks for potential solutions. So what was your experience
like when studying tech and when working in the tech world.
I know that you are an advocate for women to
go further into STEM studies and STEM careers. What was
it like for you? So in college, I would say
my journey was a little hit or miss in terms
(05:06):
of representation of women. Certainly an electrical engineering those classes
were much more male dominated. College of business as you
started to think about business administration and marketing and just
the range of courses and degrees, probably more fifty fifty,
and I feel incredibly fortunate, you know, as I reflect
(05:28):
on my journey into State Farm from the beginning, my
first supervisor at State Farm was a woman, and I've
had great mentors bosses male and female throughout my career,
but it has never been an issue for me at
State Farm thinking about representation of females really even representation
(05:49):
of females and technology. When I started, I would say
the problem was I saw them at entry level leader positions.
I saw some of them advancing to middle management positions.
Um certainly at that time thirty years ago, there were
very few, if any, in the senior most positions, and
(06:10):
so for me, like you said, it's just been an
incredible journey on the first female c I O at
State Farm uh In in nine years, right, and I'm
incredibly proud of that. But I think it just showcases
State Farms approach to diversity and inclusion and what a
supportive company and environment I'm part of, So very very
(06:34):
thankful for that. It definitely sounds remarkable as someone who
has covered technology for several years, the story of of
companies being where State Farm was when you first joined
that being that there was a lack of of women
executives at higher levels. It is refreshing to hear that
that was something that was already transforming when you joined
(06:57):
thirty years ago at State Farm. You wouldn't think about
that for a company that is one year away from
celebrating its centennial. Absolutely, and you're right now. As I
participate in industry meetings right with pire C, I O
S Fortune fifty companies, many of whom have a global
(07:18):
scale in arena, the stories are not like mine, and
I think that's unfortunate, and that's really part of what
has fueled my passion to to want to mentor to
be very active in STEM and building uh those skills
in our communities. I just think it's incredibly valuable, not
(07:39):
just to females to feel valued and seen and recognized
in the organization, but firmly believe the organizations are better
for it. The solutions we build are more representative of
our customers and the community. So I think everyone wins
when when we do the right thing. Yes, and we're
going to dive even more into that a little bit
(08:00):
further into this conversation, but I UH really take heart
in what you were saying. When did you join State
Farm And what was your first position with the company. Yes,
so I started in June of nine, two weeks after
graduating college, and my first job was as an HP
(08:21):
cobal programmer. And so my first assignment was to support
some software applications that were used to move claims between
claim reps claim offices. Basically, what that meant was it
was batch code that ran off hours. So if my
code didn't work well, if I failed to test it correctly,
(08:42):
I was going to get a call in the middle
of the night and be on the phone trying to
troubleshoot auto flow or come up with a corrective action
to walk the data center technician through. Wow, you really
cut your teeth early on, early on in your career.
And so skipping obviously way ahead, what was your journey
(09:03):
from the point where you were coding for one department
to becoming the chief information officer. Yeah, so I moved
into a senior vice president role over our enterprise technology
group back in ten. It was on the heels of
a pretty sizable transformation and revamp of our our technology capabilities,
(09:29):
and then two years later in twenty nineteen, officially was
named ce IO. And this is a question I love
to ask my guests. Let's assume that you know, you're
at a casual party, everyone's happily vaccinated, and someone asked, well,
what do you do for a living? How do you
describe your job to someone? So usually I will say
(09:53):
I do all things technology, and that's partially true. So
in our environment, UM, I have a great partner, our
Chief Digital Officer, and collectively we lead enterprise technology for
state farms. So UH, my part of that is kind
of everything that's behind the scenes infrastructure, I T operations,
(10:16):
data and analytic tool and platforms, engineering and architecture practices.
My peer, the chief Digital Officer, overseas all of our
UH customer business facing applications and software. And you use
an analogy of like building a house. UM, he's done
all the decorating and picked the paint colors and the
(10:37):
furniture and in the style, and UM, I've got the
plumbing and the light switches and electrical so a lot
of the stuff that's probably not quite a sexy and
and that people don't really notice. It's a little bit
inside the wall or behind the curtain, but critically important
and certainly gets noticed when it doesn't doesn't work. It's
(10:58):
the technology that in ables everything else to work. Exactly
when that underlying technology doesn't work. That's a major issue obviously. Well,
let's let's segue into talking a little bit about your
leadership style and your strategy, a little bit more about
your department. What is the scope of your department? At
State Farm our enterprise Technology group, we are the technology
(11:23):
provider for the enterprise. We're we're running infrastructure and platforms,
we run our own data centers. We're beginning to migrate workloads,
both applications and data into public cloud. But we we
are responsible for enabling our agents, were responsible for enabling
(11:43):
tools that are customers directly use, whether that's on our
mobile app or or state farm dot com. We're enabling
all of our operational areas. I I referenced claims earlier,
but certainly underwriting and our pricing capabilities and actuary across
all of our our suite of products. So state Farm
(12:05):
offers more than a hundred products across P and C
and financial services to our customers. We are enabling and
supporting that technology for all of those And you know
we've mentioned that that State Farm is is nearly one
hundred years old. Uh, with a company that has that
kind of history, obviously there's there's this tendency to lean
(12:29):
on things like legacy systems, which can sometimes require extra
consideration when you want to do things like migrate to
new systems, particularly cloud based operations. What sort of challenges
do you face as c I O working for a
company that that has been around for nearly a century. Yeah,
(12:49):
it's really a great question, Jonathan. We have a myriad
of technologies that have been assembled and put together over
forty fifty year ers, and they're running millions of transactions
and processes every day that are critical to running our operations.
And so as you try to modernize these systems, UM
(13:14):
understanding dependencies and and where things intersect, UM navigating pulling
business rules out of technology, and trying not to break
things as you're trying to modernize and make them better
UM certainly becomes a delicate balance. We have a number
of modernization efforts underway, shifting to data lakes and in
(13:38):
public cloud to drive some of our advanced analytic capabilities,
incorporating software as a service. Historically, all of our software
was custom built in house, and now we've become much
more of an integrator of software solutions, putting pieces together.
We have a multi year plan and teams are are
(13:59):
collect of lee tackling that and trying to do so
in a way where it's not just modernizing technology for
the sake of the technology. We're trying to align the
technology advancements with their desire to reinvent a business process
and and really shift their business strategies. So a lot
(14:20):
of time has spent between business and technology at State
Farm just trying to align make sure that that we
have that same sense of urgency and focus for the outcomes.
I can't think of another industry that perhaps aerospace, that
relies so heavily on very complex mathematical formulas that rely
on numerous variables. And the thought of bringing systems into
(14:45):
a new era of technology while still staying true to
all these very complex formulas that have been developed throughout
the history of State Farm, it blows my mind. When
I was looking into the research on this episode, I
found multiple places where the phrase digital transformation was being
used with regard to State Farm. Would that in mind,
(15:08):
would you say that the sort of the the pace
of evolution has picked up, uh since you started at
State Farm? Absolutely Yeah, the cycles in technology when I
first started seemed to be there was a new programming
language coming out, right, and you'd often have years of
lead time between a new one coming out. Now, whether
(15:31):
it's hardware componentry, software languages there as we think about
some of the emerging technologies like machine learning right that
are are just leap frogging and enabling us to do
things that weren't even possible before. Certainly the pace of
change is faster, and I think we feel the pressure
(15:51):
of that pressure on the technology side to effectively deploy
and align the technology capabilities that will really cause our
business to thrive and push forward. But there are unique
challenges that we have to work through in an organization,
our size on adoption and consumption of technology, and that's
(16:13):
a new pace as well, and so renewed emphasis on
training and how do we learn in small pockets and
then quickly scale and adapt and it becomes less about
deploying the technology and it really becomes more about leveraging
the technology to produce some value or outcome, whether it's
(16:36):
a simplified process for an employee, so we've eliminated manual
task for them, We're doing things in the background Uh,
that they don't have to sit and key into the system.
Um or whether it's a very intuitive interface for a customer. Uh,
so that they can with ease self service. And if
(16:56):
they want to be a digitally oriented customer and navigate
a process themselves for insurance or a financial services product,
how do we make it easy for them to do that?
So uh that that omni channel experience of being there
with help screens and and advice and training our people,
(17:19):
but making it simple that somebody on a mobile phone
can navigate the same process equally effective. Um. It's a
little bit of a trick. Yeah. I think that's probably
the understatement of the podcast, a little bit of a train. Well,
let's talk a little bit about your approach to leadership.
And one of the things that was very curious about
(17:39):
is what are the qualities you look for when you
want to mentor people to move into leadership positions. Increasingly
at State Farm and and I think most companies are
like this. Uh, you have this shift of you know,
I grew up in technology, so I'm a technologist at heart,
(18:00):
but there there's this need to understand the business, the
industry that you work in. And um, so we've really
seen this convergence UM in our leaders as we think
about kind of digital leaders of the future. I need
to understand my business so that I can take technology
concepts that are emerging and and be able to reimagine
(18:24):
my business workflow UM and and vice versa, right, and
and so increasingly I think we're we're looking for and
encouraging our leaders have experience kind of on both sides
of the house, if you will, within technology, but in
some of the core business areas, whether that's our claims, operation,
or underwriting or pricing, UM and and know what that is.
(18:47):
And we talk a lot about UM having a growth mindset, right,
So we're talking a minute ago just about this pace
of change and UM we need leaders who are intellectually curious,
right and they want to ask why, who are are
pretty optimistic and positive. They see challenges not as something
(19:11):
to kind of run the other way from, but they
kind of thrive in that environment of tough problems and
hard problems tend to produce like breakthrough results and great accomplishments.
If there's one thing most businesses can agree on these days,
(19:33):
it's that change has never come about so quickly. New
ways of working have become the norm. As a result,
the status quo no longer cuts it when it comes
to helping businesses adapt and innovate. That's why T Mobile
for Business uses unconventional thinking to help businesses work smarter
and grow faster. Only T Mobile offers America's largest and
(19:54):
fastest five gene network. It's just one reason they're better
able to help businesses the real world challenges they face
as they evolve. For instance, their new WFX solutions help
team members stay connected and productive where work happens. With
nearly two and a half times the network coverage of
A T and T nearly four times more than Verizon,
(20:16):
and forty billion dollars invested in network and business improvements
over the next three years, T Mobile for Business is
better for your business right now and into the future.
See what they can do for your organization at T
mobile dot com. Slash Unconventional Open Signal awarded T mobile
fastest five G network based on average speeds. USA five
(20:36):
G User Experience Report January. Capable device required coverage on
available in some areas. Some users may require certain plann
or feature see T mobile dot Com. Yeah, you've touched
on on so many things that that I find really important.
The idea of breaking out of that silo mindset where
(21:00):
you focus primarily on just one element of a business
is crucial. I think also that that idea of inviting
people into who don't have that that preset expectation that
something has to be done a specific way because that's
how it's been done. And a lot of this is
(21:21):
echoing things that I've heard from other thought leaders and
and it's just creating this really rich uh landscape in
technology and business that I was not really aware of
before I started doing this show, and I wanted to
to loop back and touch on on something we had
already mentioned a little bit, but I wanted to maybe
(21:41):
get a little more detail about some of the initiatives
that you participate in that are aimed at young women
and girls to get involved in STEM subjects, and also
beyond that, what you think companies and leaders can do
to address issues that traditionally have discouraged women from pursuing
STEM education and STEM careers. Within State Farm, I'm one
(22:05):
of our executive sponsors of our Women in Technology Employee
Resource Group, and that's a great opportunity to encourage women
within our company, whether they're currently in the technology department
or not to network, to do some of that crossover
from business to tech or the other direction, to provide encouragement.
(22:28):
Really just to be a role model for them. And
you know, I think it's incredibly humbling to me. We
talked about being, you know, the first woman's ce IO
at State Farm and the obligation kind of the sense
of purpose of people seeing someone that looks like them
(22:48):
in the highest highest levels of the organization and if
I can do it and get here, they can as well.
And so that notion of spending time with them, encouraging them,
knocking down roadblocks that get in their way, in leveraging
my position power and influence for good in that fashion.
(23:11):
So in the communities where we serve, we do a
lot of STEM oriented programs. It's a specific program targeted
at girls in fifth through eighth grades, and much of
the data as you study girls and different age groups,
and when they start to have a fall outrate, it's
typically at that middle school junior high age where they
(23:35):
quit raising their hand in class. Uh, they get a
bit overwhelmed and overshadow. It's a series of hands on labs,
but they also get exposed to role models and mentors
so that they can start to see what is a path,
what might that look like, what's a college degree or
program that I could study, What's a class that I
(23:56):
might want to take as an elective in high school.
We've had girl that went through that program who now
are graduating from college right as scientists and medical professionals
and technologists and engineers. And we've brought them back to
the program with pictures of themselves in fifth grade, you know,
(24:17):
at the program to show the girls like you can
do this too, And um, that just has my heart.
There's power in that. It's great to hear about. Any
initiative that manages to create a welcoming space leads to
an environment where you have women with their own perspectives
(24:38):
coming in with expertise into different fields, and that way
all the different organizations benefit from those perspectives they otherwise
never would have access to. Can you tell me about
a project or undertaking that you're particularly proud of outside
of the STEM, because I think it's pretty clear that
has to be way up there. You knew that would
(25:01):
be top of my list. Yeah, Um, you know, I
I reflect back before I was in my my s
V P and C I O role I I mentioned
we went through a pretty sizeable transformation and um, I
feel like that's a bit of my legacy that that
(25:21):
I'll leave here at State Farm. And it was an
effort we undertook back in UH twenty fifteen sixteen timeframe
to really just look at our technology capabilities. Increasingly we
were seeing that business and in digital connection and really
(25:42):
wanted to make sure we had our act together, and
so we looked at the alignment of technology to our
business strategies and outcomes. We looked at how we were
prioritizing and making I T investments, where we were placing
right though those digital bets, if you will. We looked
(26:03):
at our internal structure and processes for how we did
work and said, these kind of seem a little dated too.
So as we're modernizing the technology, let's modernize our methods.
Going through a process like that in an organization our
size and when you're in a market leadership position as
a company can be challenging. People can say, well, what's wrong,
(26:28):
it's not broken, what are you trying to fix? We're
number one, and our goal was we are number one,
But sometimes you've got to be willing to disrupt yourself
to get better and to maintain that number one. So
we're kind of looking at it as like, not all
the things we did to to get to our our
upcoming hundred year, but what can we do to position
(26:50):
State Farm to be here for the next hundred years.
And I'm super proud of our team. They're delivering tremendous
capabilities for our organization ation at a faster pace, iterating
and learning. It's just been incredible to watch their accomplishments
are just evident in industry awards that we have business
(27:11):
partner feedback the growth of State Farm. We've just never
seen technology driving our enterprise growth in in such a
tight fashions. Well, and you've you've hit a real theme
of the restless ones right on the head, the idea
that complacency has no real place in business. If you
(27:33):
grow complacent and you are unwilling to make the moves
to bring businesses into the next era, you can be
darned sure someone else is going to. I think this
is a great point for us to kind of transition
and talk about emerging technologies. You mentioned machine learning earlier,
and we'll jump into that. But one thing I must
(27:56):
ask is, in what ways is State Farm investing in
five G technology? How do you anticipate leveraging five G?
I think, for us, when you think about our distributed
footprint nineteen thousand plus agent storefronts UH in an extended
network and and telecom environment that that fully connects all
(28:17):
of our facilities together, this notion of lower latency and
high capacity right there, there's power in what that could
mean to our organization. I just think in a hyper
connected world, and as you think about sensors and data
and just the volume of movement across networks, five G
(28:38):
has potential to be a real game changer. Well, and
clearly when we talk about State Farm, we are talking
about a company that is right there on the border
of big data. And with the emergence of UH new
artificial intelligence tools, particularly in the world of machine learning,
we're starting to see incredible ways to leverage this enormous
(29:00):
amount of data. So, in what ways has State Farm
been leaning on things like AI or machine learning? How
are you looking at those technologies to enable State Farm's mission.
So I would say our strategy is very much this
intersection of like human and digital capabilities together, and so
(29:21):
our human element obviously fulfilled through our agents, our agent
team members, you know, our customer facing associates. But how
do we leverage emerging technologies like machine learning and AI
to simplify our customer experiences, to create efficiencies straight through processing,
(29:43):
minimize a lot of the manual work that our our
operations employees do, and UM, when we deploy those technologies
effectively for us, the benefit is we then can have
our associates, whether it's an agent focus on selling right,
(30:04):
focus on meeting and understanding the needs of their customers,
which is the value add for them, or if it's
an operations and underwriting employee, I would rather have them
truly assessing unique risk rather than doing manual task UH
that that we can streamline for them. And I think
now we're we're at the point where we're starting to
(30:25):
see some value from State Farm as the largest insure
Number one, we have more data than our competitors. UM,
you don't win by having the most data. All that
does is increase your storage cost. If if I'm just
dragging it with me, but it's what's the power, what
what's the UH inferences and insights that that data brings?
(30:48):
And then how do I incorporate and leverage that. It
sounds a lot like that that the AI in this
case is in that realm I like to call augmented intelligence,
where very much right, you are augmenting your your workforce,
your customers, your partners with technology. As opposed to the
(31:09):
scary science fiction dystopia version of AI where everyone gets displaced.
We're seeing that's not really the case. We're seeing that
the deployments tend to be how can we allow people
to do their jobs but more efficiently, How can we
free them up to be what they're truly good at
and have everything else kind of be taken care of
(31:30):
in the background. Absolutely, Yeah, Well, I also have to
ask about one of my favorite topics because it's the
one that consistently becomes the most challenging for me to
describe to the uninitiated state farm exploring blockchain and if so, how, yeah,
you may have seen we UH kind of advance some
(31:52):
work in partnership with U s a A. And really
this relates to using blockchain technolog eology for claim subrogation,
UM activities and so um. Over the past year, we've
worked with us a A cooperatively UH kind of training
(32:14):
the blockchain technology making sure we had things right. Um,
and today we're really in a full production mode where um,
all of those subrogation settlements between US A, A and
and State Farm are leveraging a blockchain process. I think
about seventy five thousand checks are exchanged per year, so
(32:37):
so that's a high volume process where again the technology
can have a real material impact on our business as
we think about scaling this in this is about how
do we start to onboard other carriers, uh, to to
leverage that blockchain and so uh super excited about that
(32:57):
partnership with U S A A and in forming that
consortium around claim subrogation. I think this might be the
first case where I've spoken with someone where a blockchain
use was not purely a hypothetical but was actually put
in in practice in a pilot program and out of
curiosity were there were there those sort of conversations within
(33:18):
State Farm just to kind of have people wrap their
minds around what block chain actually is. Absolutely so much
like other emerging technologies. UM, you know, we dabbled in
blockchain just to understand, well, what is it and how
would we use it? And um, I think for a
while that business use case is just elusive. And I
(33:42):
can reflect on sitting in industry meetings with my peers
even just twenty four months ago, and it's like, Okay,
we get the technology. We we understand the ledger concept
and how that works, but like, where would we ever
use it? A few of my peers in banking, they
can make the very literal jump to a financial ledger
(34:05):
and you can say, okay, I can see that, but
beyond that, it was difficult to find a path through
and um. So again we're we're excited that our our
labs team persisted and warmed that partnership with us A
A and and that they were creative and they're thinking
to apply that to subrogation and and who knows where
(34:27):
that may lead now that we've got that example, Well,
are there any other emerging technologies we haven't really touched
on that? State Farm is looking into things that you're
particularly interested in. We're we're always doing forms of research.
We have some early stage look at quantum computing and
(34:48):
and what the possibilities right and and potentials are there,
always looking at things like next gen network, telecom, anything
that adds more kind of software defined or automation into
that space is super helpful. So those are probably the
top two the that come to mind that we hadn't
talked about. Yeah, quantum computing. When we started getting into
(35:11):
super position and cubits and stuff, we we know we
really are touching the bleeding edge of technology. Of course,
I couldn't let Ashley go without asking her one more thing.
What keeps you up at night? So many things? Coffee,
you know. I think it's for me making sure that
(35:37):
I'm keeping pace with new technologies, with capabilities that that
my organization again, you know, providing a lot of the
foundational capabilities for State Farm. Um, you have to have
lead time for those, and so for me, it's just
trying to make sure I don't have blind spots, that
(35:57):
that I'm aware of those things UM, and that that
I'm kind of signaling to my team to make sure
they're pressing and have a sense of urgency to try
to drive those and then probably that I'm I'm listening
as well. Ashley, thank you so much again for joining us.
This was a fantastic conversation and I'm very pleased that
(36:21):
I got the opportunity to speak with you today. Oh, likewise,
thank you so much. I'm honored to be here and
it was great to speak with you. It's hard for
me to say what most impressed me about Ashley. Her
extensive knowledge about tech, coupled with the drive to continue
(36:41):
to learn as new innovations emerge, is certainly admirable. Her
role in helping State Farm embrace new technologies and avoid
complacency is another. But I think it's her dedication to
helping young women and girls explore STEM subjects in a
space that is welcoming and encourage, giving them every opportunity
(37:02):
to discover a love and affinity for subjects that they
might otherwise avoid because of social pressures and expectations. That's
what really impresses me the most, And once again I
find that a company I wouldn't have necessarily associated with
technology is not just relying on tech but exploring the
bleeding edge of technology. I don't get to talk about
(37:25):
quantum computing that frequently. After all. Make sure you join
us for future episodes of The Restless Ones, where we'll
sit down with other leaders in the tech space to
get insights on leadership and how to leverage technology to
a company's best advantage. Thanks for listening. I'm Jonathan Strickland.
(37:49):
These days, new ways of working have become the norm,
and the status quo no longer cuts it when it
comes to helping businesses evolve and grow. That's why team
Obile for Business uses unconventional thinking to help businesses sees
innovation only. T Mobile offers America's largest and fastest five
gene network, which makes their new WFX solutions possible, letting
(38:11):
businesses stay connected and productive where work happens. See what
T Mobile for Business can do for you at t
mobile dot com. Slash Unconventional Open Signal awarded T mobile
fastest five G network based on average speeds. USA five
G User Experience Report, January. Capable device required coverage not
available in some areas. Some users may require certain planner
feature see t mobile dot com